1. PM 101 A Project Management Overviewby
Roy T. Uemura, PMP, P.E., MBA
Project Management Consultant
Project Professionals, LLC

2. What is Project Management?
“The application of knowledge, skills, tools, and techniques to project activities to meet project requirements”
PMBOK Third Edition

3. Why Interest in Project Management?
Organizations are in constant state of change
Global competition
Restructuring and mergers
Technology revolutions (internet)
Demand for shorter term results
These factors drive the need for
Organizational change
NEED TO WORK MORE EFFICIENTLY
Projects are the means to facilitate change

4. Company’s Testimony
“Having qualified Project Managers managing projects is the single most important factor influencing our continued project delivery success.”
“Our current PM certification process will be focused exclusively on external PM programs administered by PMI and the Construction Management Association of America.”
Director and President of Regional Operations
Global Operations Project Delivery Leadership Team

5. Why Project Management?
Disciplined project management provides
Focal point for effective communications, coordination, and control
A Plan to assess progress
Emphasis on time and cost performance
Project management provides the framework for methods, processes, monitoring and change control

6. Benefits of Project Management
Balanced competing demands
Improves monitoring and control; providing consistent method of tracking tasks and milestones
Expands communications among participants
Refines projections of resource requirements
Provides a mechanism for performance measurement

7. Benefits of Project Management
Increases stakeholder trust and confidence
Continuously improve projects
Control
Change management
Improve project success.
Identifies problem areas
Clarifies project goals and project scope
Quantifies project risk
Prioritizes projects

8. Benefits of Project Management for the Individual
Creates high visibility of project results
Builds one’s reputation and network
Develop portable skills and experience
Provides more opportunities within and outside of the company
Potential for higher salaries

9. Reasons for project failures
“The major cause of project failure is not the specifics of what went wrong … but rather the lack of procedures, … methodologies, … and standards for managing the project.”

10. The “Gap”
Organizations don’t know how to establish and implement an effective Project Management System
Organizations know the importance of project management but don’t implement it – “knowing-doing” gap.
Senior management knows the importance of meeting project schedules, budget, and project scope. But, ironically, they don’t obtain or train the necessary resources and implement the required programs to be successful. This is call the “knowing-doing” gap. They know what needs to be done but don’t do it.
For example: Budgets and schedules are compared with the estimates.
Ask audience:
How many of you do cost estimates?
How many of you are trained to do cost estimates?
How many of you have the title … or have other people with the title of Cost Estimator?

11. Why Do Projects Succeed?
Supported by Senior management
Project Management training provided
User input
Clear objectives
Adequate funding and resources
Consistent business priorities
Valid assumptions
Effective cross-functional teamwork
Highlight pitfalls missed in group discussions.
BREAK AT 9:30 A.M.

12. What is a Project Manager?
“The person assigned by the performing organization to achieve the project objectives.”
PMBOK Third Edition

13. The Adhoc Project Manager
Good engineer = good project manager(?)
Supervising Engineer
Subordinate Engineer
Staff Engineer
No formal training in project management
No experience in project management

14. The “Adhoc” Project Manager
Assigned as Project Manager with no formal training in project management
Isn’t fully supported by management nor by the functional departments
Isn’t empowered nor given full authority
Has limited financial project responsibilities
BUT …
Expected to complete projects on time and within the budgeted amount.
Meet customer expectations

15. Project Management Institute (PMI)
PMI establishes project management standards and advances the body of project management knowledge.
PMI’s PMBOK (Project Management Body of Knowledge) is regarded as the de facto global standard for project management.

16. Project Management Institute (PMI)
The PMI is the world’s leading not-for-
profit professional organization for project
management knowledge, information, and
professionalism

17. Project Management Standards
PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Third Edition
PMI is the world leader in the development of project management standards. Our core standard, A Guide to the Project Management Body of Knowledge –2000 Edition or PMBOK® Guide Edition is recognized and used by professionals on six continents and in over 100 countries.

18. PMBOK Guide
“Generally accepted, widely recognized document that is repeatable in use, developed by consensus and approved by a recognized body, that summarizes knowledge or practice in project management and is an acknowledged measure of comparison for quantitative or qualitative evaluation.”

19. PMBOK Guide Contents Project Management Framework
Project Life Cycle
Project Stakeholders
Organizations
Standards for Project Management of a Project
Project Management Processes
Process Interaction
Project Management Knowledge Areas

20. PMBOK Guide - Purpose PMBOK is the foundation for professional
development programs including:
Project Management Professional (PMP) Certification
Project management education and training offered by PMI Registered Education Providers (R.E.P.s)
Accreditation of educational programs in project Management
PMBOK Third Edition

21. Project Management Standards
PMBOK designated as a standard by the
American National Standard Institute (ANSI)
Like most professions such as law, medicine, and accounting, there exists a “body of knowledge” within the project management profession. “Body of Knowledge” is an inclusive term that describes the sum of knowledge within the profession. It includes knowledge of proven, traditional practices which are widely applied as well as knowledge of innovative and advanced practices which have seen more limited use.
Many organizations are trying to reinvent the wheel, but the basic elements of managing projects are universal to all project types, regardless of industry application.
PMI’s PMBOK® Guide provides the framework for introducing a standardized, organization-wide project management methodology.
It was recently approved as an American National Standard by the American National Standards Institute (ANSI).

22. Project Management Certification
PMI’s Project Management Professional (PMP®) Certification Program
PMP®
The Project Management Professional (PMP®) certification is the most widely recognized certification for the profession.
Passed ISO 9001:2000 renewal audit

23. Individual Benefits of PMP Certification
Provides professional/personal recognition
Expedites professional develop advancement
Creates job growth /opportunities within an organization
Provides framework for standardized project
Increases employee’s value to the organization
PMBOK Third Edition

24. Project Life Cycle
Dividing projects into phases to provide better management control.
The phases are connected from the beginning to the end of the project.
Collectively these phases are known as the project life cycle
PMBOK Third Edition

25. Project Management Process Groups
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
PMBOK Third Edition

26. Project Management Process Groups
Initiating Process Group: Defines and authorizes the project or project phase
Planning Process Group: Defines and redefines objectives and plans the course of action required to attain the objectives and scope that the project was undertaken to address
PMBOK Third Edition
9:00 a.m.
“What are the same characteristics of Projects and Operations?”
Projects and Operations share many characteristics for example:
Performed by people
Constrained by resources
Planned, executed, and controlled

27. Project Management Process Groups
Executing Process Group: Integrates people and other resources to carry out the project management plan for the project.
Monitoring and Controlling Process Group: Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.
9:00 a.m.
“What are the same characteristics of Projects and Operations?”
Projects and Operations share many characteristics for example:
Performed by people
Constrained by resources
Planned, executed, and controlled

28. Project Management Process Groups
Closing Process Group: Formalizes acceptance of the product, service or result and brings the project or project phase to an orderly end.
9:00 a.m.
“What are the same characteristics of Projects and Operations?”
Projects and Operations share many characteristics for example:
Performed by people
Constrained by resources
Planned, executed, and controlled

29. Project Management Process Groups
Monitoring & Controlling Processes
Executing
Process
Initiating
Process
Planning
Process
Closing
Process

30. Project Management Process Groups
The Process Groups are NOT project phases.
PMBOK Third Edition

31. Project Life Cycle Phases
The transition from one phase to another generally involves a deliverable.
Deliverable from one phase is approved before work starts on the next phase.
The project life cycle goes through a series of phases to create the product.
PMBOK Third Edition

32. Monitoring & Controlling Process
Project Life Cycle
Plan
Design
Procure
Construct
The project management process can be deployed against each phase of the project life cycle
Monitoring & Controlling Process
Initiating
Process
Planning
Process
Executing
Process
Closing
Process

33. PMBOK Guide – Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
PMBOK Third Edition

34. Integrated Project Management Processes
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
PMBOK Third Edition

35. Triple Constraints Managing competing project requirements:
Project Scope
Time
Cost
Project quality is affected by balancing
these three factors
PMBOK Third Edition

36. Triple Constraints Time Cost Quality Scope
Need to know from Project Sponsor or Customer the priority of the Triple Constraints.
Schedule
Cost
Quality
Scope

37. Progressive Elaboration
Developing in steps, and continuing by increments.
Example: Project scope will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables
Not to be confused with “scope creep”.
PMBOK Third Edition

38. Projects and Strategic Planning
Projects are authorized as a result of
the following strategic considerations
Market demand
Organizational need
Customer request
Technological advance
Legal requirement
PMBOK Third Edition

39. Prioritizing Projects
Rank the projects in the order that
gives the most value to the Corporate
Strategic Objectives
Project Plan uses outputs from other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control.
This process is almost iterated several times.
Initial draft may include generic resource requirements and an undated sequence of activities.
Subsequent versions will include specific resources and explicit dates.
Project Scope of Work is an iterative process – generally done by the project team with the use of WBS, allowing the team to capture and then decompose all of the work of the project.
All of the work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans, sometimes called Control Account Plans (CA), in the EVM process.

40. Stakeholder Participation
Influence on the project and its outcome
Have skills and knowledge
Create an environment in which stakeholders can contribute appropriately
The Project Plan (sometimes referred to as the Integrated Project Plan) is a formal, approved document used to manage project execution.
The Project Plan should be distributed as defined in the Communications Plan.
The Project Plan is expected to change over time as more information becomes available about the project.
The Performance Measurement Baseline usually change only intermittently, and generally only in response to approved scope of work or deliverable change.

41. Project Stakeholders
Stakeholders are the people involved in or affected by project activities
Stakeholders include
the project sponsor and project team
support staff
customers
users
suppliers
opponents to the project

42. Project Initiation Commit the organization to a project
Sets the overall solution direction
Defines the high-level project objectives
Secures necessary approvals and resources
Validates alignment with organization objectives
Assigns a project manager
12:40 p.m.
Commit to a project - or phase
Solution - make or buy, contract or in-house
Objectives - who, what, why, when, how much
Approvals and resources - establishes authority for PM
Validate alignment, assign PM - ties projects to higher level organization goals and objectives; confers responsibility and PM title.
How is this done in your organization?

43. Project Scope Statement
Project Objectives
Product Scope Description
Project Requirements
Project Boundaries
Project Deliverables
Project Acceptance Criteria
Project Constraints
Project Assumptions
PMBOK Third Edition
Stress:
A document by senior management
Formally authorizes
Provides the project manager authority to apply resources
How is this documented in your organization?

44. Project Scope Statement
Initial Project Organization
Initial Defined Risks
Schedule Milestones
Fund Limitation
Cost Estimate
Project Configuration Management
Project Specifications
Approval Requirements
PMBOK Third Edition
Stress:
A document by senior management
Formally authorizes
Provides the project manager authority to apply resources
How is this documented in your organization?

45. Planning Process A formal, approved document used to
Guide project execution
Documents planning assumptions
Documents planning decisions regarding alternatives chosen
Facilitates communications among stakeholders
Define key management reviews
Provide baseline for progress measurement and project control
Project Plan uses outputs from other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control.
This process is almost iterated several times.
Initial draft may include generic resource requirements and an undated sequence of activities.
Subsequent versions will include specific resources and explicit dates.
Project Scope of Work is an iterative process – generally done by the project team with the use of WBS, allowing the team to capture and then decompose all of the work of the project.
All of the work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans, sometimes called Control Account Plans (CA), in the EVM process.

46. Project Plan Project Scope Management Plan Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Staffing Management Plan
Communication Management Plan
Risk Management Plan
Procurement Management Plan
The Project Plan is a formal, approved document used to manage project execution.
Clear distinction between Project Plan and Project Performance Measurement Baseline.
Project Plan: document that is expected to change over time as more information becomes available about the project.
Project Performance Measurement Baseline; usually change only intermittently, and then generally only in response to an approved scope of work or deliverable change.
APPROACH OR STRATEGY:
Best alternative plan. Gives project team focused on the approved deliverables.

47. Work Breakdown Structure (WBS)
Defines the total scope of work by
subdividing the deliverables and
project work into smaller, more
manageable components.

48. WBS Purpose Prerequisite to: Schedule Resource Planning
Cost Estimating
Cost Budgeting
Risk Identification

49. Planning Process WBS List of Activities Network Diagram
Activity
Definition
Activity
Sequencing
Schedule
Development
Scope
Definition
WBS
List of Activities
Network Diagram
Project Schedule
Project
Plan
Resource
Planning
Estimating
Cost
Budget
Resource Requirements
Activity Duration & Cost Est.
Cost Baseline
Risk Mgt
Plan
Risk Response

50. Staffing Plan Staffing requirements
Roles and Responsibility assignments
Responsibility Assignment Matrix (RAM)
Staff Management Plan
Organizational Chart
Staff acquisition
Team Development

51. Duration Compression Shortens project schedule without changing
project scope.
Crashing – Obtain the greatest compression for the least incremental cost (normally adding more resources). Often results in increased project cost.
Fast Tracking – Doing activities in parallel that would normally be done in sequence. Increases project risks and often results in rework.

52. Cost Estimating Accuracy
Accuracy increases as project progresses through the project life cycle.
If performing organization does not have formally trained project cost estimators, it needs to supply both the resources and the expertise to perform project cost estimating
PMBOK Third Edition
Cost estimating involves developing as assessment of the likely quantitative result - how much will it cost the performing organization to provide the product or service involved?
Cost estimates are refined during the course of the project to reflect the additional detailed information available.
Cost estimates generally includes consideration of risk response planning, such as contingency plans.

53. Accuracy of Cost Estimating
Accuracy increases as project progresses
through project life cycle.
Initiation Phase - Rough Order of Magnitude: - 50% to + 100%
Planning Phase – Definitive: -10% to +15%

54. Decision Making Process
Revise Scope of Work
Cancel project
Accept cost and proceed

55. Project Quality Management
Quality Planning
Perform Quality Assurance
Perform Quality Control
PMBOK Third Edition
The cost baseline is a time-phased budget that will be used to measure and monitor cost performance on the project.
Materials and outside services have a time lag on payment from when work was done.

56. Risk Management What is Project Risk?
An uncertain event or condition that, if it occurs, has a positive or a negative effect on a project objective.
A priest, a doctor and an engineer were waiting one morning for a particularly slow group of golfers.
Engineer: “What’s with these guys? We must have been waiting for 15 minutes!
Doctor: “I don’t know, but I’ve never seen such ineptitude!”
Priest: “Hey, here comes the course marshal. Let’s have a word with him.”
Priest: “Say George, what’s with that group ahead of us? They’re rather slow, aren’t they?”
George: “Oh, yes, that’s a group of blind firefighters. They lost their sight saving our clubhouse from a fire last year, so we always let them play for free anytime.”
The group was silent for a moment.
Priest: “That’s so sad. I think I will say a special prayer for them tonight.”
Doctor: “Good idea. And I’m going to contact my ophthamologist buddy and see if there’s anything he can do for them.”
Engineer: “Why can’t these guys play at night?”
Sounds like something Roy would say It’s not good or bad, Engineers are just very solution oriented. Risk management is anticipating events that can be avoided or mitigated rather than being reactive.

57. Project Risk Management Processes
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring & Control

58. Monitoring and Controlling Process
“To keep the project on track in
order to achieve its objectives as
outlined in the Project Plan”
1. Monitoring and reporting variances
2. Controlling scope changes
3. Controlling schedule changes
4. Controlling costs
5. Controlling quality
6. Responding to risks

59. Purpose Monitors and reports variances Controls scope changes
Controls schedule changes
Controls costs
Controls quality
Responds to risks

60. Tools & Techniques Status reporting Progress reporting Forecasting
Performance Reviews
Variance Analysis
Trend Analysis
Earned Value Analysis
Information Distribution
PERFORMANCE REVIEWS are meeting held to assess project status/progress.
VARIANCE ANALYSIS involves comparing actual project results to planned or expected results. Cost and schedule variances are most frequently analyzed. But variances from plan, in the areas of scope, resource, quality, and risk are often of equal or greater importance.
TREND ANALYSIS involves examining project results over time to determine if performance is improving or deteriorating.
EARNED VALUE ANALYSIS: is the most commonly used method of of project performance.
INFORMATION DISTRIBUTION: implementing the communications management plan. Project information may be distributed using a variety of methods including project meetings, shared access to network electronic database, electronic mail, etc.

61. Integrated Change Control
Maintaining the original project scope and
performance baselines by continuously
managing changes, either by
Rejecting new changes
Approving changes and incorporating them into a revised project baseline
Change Management Control System prevents incorrect, inappropriate, or unauthorized changes to the project.
Inform appropriate stakeholders of authorized changes to the Baseline (Scope, Schedule, and Cost)

62. Cause and Effect If workload increases, then quality decreases
If quality decreases, then cost increases
Project Plan uses outputs from other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control.
This process is almost iterated several times.
Initial draft may include generic resource requirements and an undated sequence of activities.
Subsequent versions will include specific resources and explicit dates.
Project Scope of Work is an iterative process – generally done by the project team with the use of WBS, allowing the team to capture and then decompose all of the work of the project.
All of the work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans, sometimes called Control Account Plans (CA), in the EVM process.

63. Triple Constraints Time Cost Quality Scope
Need to know from Project Sponsor or Customer the priority of the Triple Constraints.
Schedule
Cost
Quality
Scope

64. Project Closing Process
Formalizes acceptance of the product,
service or result and brings the project
or a project phase to an orderly end.

65. Sample Closing Activities
Lessons Learned
Acceptance of products or services
Collecting all project records
Product specifications met
Assessing product quality
Performance appraisals and assist in transfer of project team members
Celebration
1. Ensuring a record of lessons learned is developed, documented, and made available for future projects.
2. Verifying acceptance of products or services.
3. Collecting all required project records.
4. Determining if final products meet specifications.
5. Assessing the quality, correctness, and completeness of all formal project acceptance documents.
6. Provide Seller with formal written notice that the contract has been completed.
7. Should not be delayed until project completion. Each phase of the project should be properly closed to ensure that the important and useful information is not lost.

66. Higher Performance Teams
Interpersonal Skills
leads to
Higher Performance Teams

67. Develop Project Teams Objectives: Improve skills of team members
Improve trust and cohesiveness among team members
High performance team
Project Plan uses outputs from other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control.
This process is almost iterated several times.
Initial draft may include generic resource requirements and an undated sequence of activities.
Subsequent versions will include specific resources and explicit dates.
Project Scope of Work is an iterative process – generally done by the project team with the use of WBS, allowing the team to capture and then decompose all of the work of the project.
All of the work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans, sometimes called Control Account Plans (CA), in the EVM process.

68. Develop Project Teams Provide training to enhance their competencies
Provide expectations of team
Team building activities
Co-location
Recognition and Rewards
Project Plan uses outputs from other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control.
This process is almost iterated several times.
Initial draft may include generic resource requirements and an undated sequence of activities.
Subsequent versions will include specific resources and explicit dates.
Project Scope of Work is an iterative process – generally done by the project team with the use of WBS, allowing the team to capture and then decompose all of the work of the project.
All of the work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans, sometimes called Control Account Plans (CA), in the EVM process.

69. High Performing Management Skills
Creating synergy among team members
Fostering the interdependence of team members
Using high productive team members as mentors for other members

70. Caution Projects fail because of people, not technology
If team not working well together, take the appropriate action
Just like defects … the sooner the solution, the less expensive the solution, and the more likely it is effective.

71. High Performance Team Clear and shared vision Highly motivated members
Open to new ideas
Able to manage change
Well aware of their environment
Can assess and adjust priorities
Constantly getting feedback
Celebrate others’ achievements
Clean and effective communication styles

72. Working with People Issues
Strong leadership helps projects succeed
Project managers should use
empowerment
incentives
discipline
negotiation