1. The University of California
 Berkeley Extension
X470 Project Management
Lisa Bausell

2. Welcome Schedule for today 12 to 5 (breaks) Quick review of the course
UCBX paperwork
Syllabus Review
Introductions
Projects and Project Management
Teams and Teamwork

3. Reporting & Communication
X470 Project Management
1 Project Management
Introduction
Project Initiation
2 Project Planning
Scope
Workflow
3 Project Planning
Resources
Finalization
6 Project Management
Review
Presentations
4 Project
Baseline
Monitor & Control
5 Project
Reporting & Communication
Closure

4. UC Berkeley Certificate in Project Management
Six project management courses are required to complete the certificate (Student must complete 3 Required courses and select 3 Electives)
Required Courses are:
X Project Management
X469.2 Project Leadership & Building High Performing
Teams
X471.9 Project Execution & Control

5. UC Berkeley Certificate in Project Management
Electives:
Student must select 2 of these 3 electives:
X470.9 Project Scope & Quality Management
X440.4 Project Schedule & Risk Management
X470.3 Project Cost & Procurement Management
Students must select 1 additional elective. There are currently over 20 options.

6. UC Berkeley Extension
Founded in 1891 by the University of California, Berkeley
60 certificate programs
1,500 courses per year
30,000 students per year
Multiple centers in the Bay Area

7. Example Extension Courses
Accounting, Finance, Business Administration
Project Management
Agile Management
Project Management for Biotech
Marketing, Human Resources, Management and Leadership
Product Development
Woman and Leadership
Effective Writing in the Workplace
Fundamentals of Green Building with LEED
Organic Chemistry …

8. Academic Excellence
Courses, certificates, and programs approved by UC Berkeley
Academic Advisory Boards including UC Berkeley faculty and industry experts.
UC Berkeley-approved instructors with industry experience.

9. UC Berkeley Extension Project Management Offerings
Beginning through advanced level courses
Professional certificates
Specialized and on-site programs
UC Berkeley Extension is a PMI® Registered Education Provider (REP) and all offerings are consistent with the PMI PMBOK® Guide.

10. UCBX Paperwork and Attendance

11. Syllabus Review

12. Introductions Introduce yourself to the class: What’s your name?
What sort of project work do you do?
What industry do you work in?
What is your primary objective for this class?

13. Project Management Introduction
Define Projects, Project Management
Define Programs, and Operations
Outline the Goals of Project Management
Becoming a Project Leader
Review PMI and PMBOK® Guide
Define Project and Product Life Cycles
Define Project Organization and Infrastructure
Review UC Berkeley Extension Project Management Certificate

14. * Projects
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” Triple Constraint
Time (Schedule)
Cost (Resources/Budget)
Scope (Deliverable)

15. * Definition of Project Management
“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”

16. Projects and Programs
“A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.”
Project
Program

17. Projects and Operations
Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are permanent; projects are temporary endeavors

18. Goals of Project Management
Meet or exceed stakeholder expectations.
Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints.
Manage change through iterative planning and progressive elaboration.
Build teamwork, trust, and contributor relationships.
Establish effective communications.

19. Why Do Projects Fail?

20. Project Management Challenges
Unclear or poorly understood objectives
Excessive schedule pressure
Insufficient or uncommitted resources
Unrealistic project complexity
Shifting priorities and requirements
Inadequate communication …

21. Becoming a Project Leader
Project Leader’s Primary Responsibilities:
Achieve project objectives
Establish and lead the team
Manage the project management process
Project Leader vs. Project Contributor
Pragmatism over optimization
Generalist, not a specialist
Succeeds through others; works with people, not things
Most of the job involves communication

22. PMI and PMBOK® Guide Project Management Institute (PMI)
Professional organization for Project managers
Project Management Body of Knowledge (PMBOK) Guide
Project Management Professional (PMP® Certification
More than 300,000 members and hundreds of local chapters worldwide

23. =Everything there is to know about PM
PMBOK® Guide
“Project Management Body of Knowledge”
=Everything there is to know about PM
A Guide to the Project Management Body of Knowledge, Fourth Edition (PMI, 2013)
Summary; a reference standard revised every 4 years
10 knowledge areas
5 process groups
Free (PDF) to PMI Members

24. * PMBOK® Guide Process Groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing

25. PMBOK® Guide Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

28. Project Groups and Knowledge Areas Chart
PMBOK Page 61
Learn this chart Process Groups and Knowledge areas in order

29. X470 Project Management
Topic coverage in UC Berkeley Extension X470 Project Management focuses on basics:
All PMI Process Groups will be addressed.
Some Knowledge Areas will be covered in detail, others will not.
Not every Sub-knowledge Area will be included.

30. Project and Product Life Cycles
Product life cycles align with project life cycles, but may have phases preceding project work and phases following it.
Typical Product Life Cycle Phases
Strategy/ Project Selection
Project Monitoring Phases
Project Acceptance
Support
Retirement
Typical Project Life Cycle Phases
Planning Phases
Execute/ Build Phases
Test/ Evaluate
Closure

32. Project Life Cycles Phased, Stage Gate Agile, Iterative
For projects that are best managed using a succession of phases; generally best for well-defined, routine project work
Agile, Iterative
For novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables

33. Development-type Life Cycles
(IT, Infrastructure, Reengineering Projects, Product Development Projects)
Typical Life Cycle Phases
Requirements
and Planning
Study/
Define
Specify/
Design
Develop/
Build
Test/
Closure
Enhance/
Support
Maturity
Executing, Monitoring & Controlling Processes
Initiating Processes
Planning Processes
Closing Processes
Alignment of Project Phases and PM Processes

35. Executing, Monitoring & Controlling Processes
Agile Life Cycles
(Cyclic, Evolutionary, Adaptive Methodologies)
Typical Life Cycle Phases
Initiation
Release
Planning
Cycle 1
Cycles 2-N
Closure
Support
Executing, Monitoring & Controlling Processes
Initiating Processes
Planning Processes
Closing Processes
Alignment of Project Phases and PM Processes

36. * Project Organization
Functional (within an organizational unit)
Projectized (organized around the project leader)
Matrix (cross-functional)
Weak
Strong
(Balanced)

37. Functional Organization
Top
Manager
Project Coordination
Sales
Manager
Support
Manager
Finance
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

38. “Projectized” Organization
Project/Program
Manager
Top
Manager
Project A
Manager
Project B
Manager
Project C
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

39. Weak Matrix Organization
Top
Manager
Project Coordinator
Finance
Manager
Marketing
Manager
Production
Manager
Engineering
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

40. Strong Matrix Organization
Top
Manager
Project
Manager
Marketing
Manager
Engineering
Manager
Production
Manager
Manager of
Project
Managers
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager

41. Project Organization

42. QUIZ

43. Select Projects and Teams for Class
Teams of 4 or 5
Consider what project you want to work on
Develop Team Operating model

44. Team Operating Model Team members Project name Project paragraph
Team name
How will you communicate?
Rotate team lead position

45. Team coaching
Team lead expectations (set tone, agenda? decide break, don’t do all the work, use your style) OK to change order of leads, just tell me.
PLAN the week – this week and next
Team expectations (make sure work is done, contribute, what are you best at, check in with people.)

46. Project Initiation Select projects Develop project charter
Secure project sponsorship
Identify stakeholders
Plan communications
Acquire project team
Define initial project scoping and objective
Establish project priorities
Define a project vision
Conduct a project start-up workshop

47. Select Projects Factors to consider:
Justification (problem or opportunity)
Sponsorship (management support)
Capacity (staffing, money, resources)
Urgency
Legal/regulatory compliance …
Projects are undertaken for a wide range of reasons.

48. Project Initiation At the beginning of a project, seek to answer:
Why does this project matter?
Who benefits from this project?
What project deliverables are required?
When is the project expected to end?
How much will be invested in the project?
What are the project priorities and constraints?

49. Develop Project Charter
“A project charter is a document that formally authorizes a project and summarizes stakeholder needs and expectations.” (PMBoK 4.1)
A “Charter” may have many other names, and vary significantly in content and length for different projects.
A project charter may exist prior to the project leader’s involvement, but if not (or if inadequate), develop one.

50. Project Charter Content
Project charters include information such as:
Project purpose or justification
Project leader/manager
Project sponsor authorizing the work
Measurable objectives and initial requirements
Milestone schedule
Initial budget
Completion criteria
High-level risks

51. Identify Stakeholders
“Identifying all people and organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” (PMBoK 10.1)

52. Secure Project Sponsorship
Project sponsors are important stakeholders who:
Authorize the project
Appoint the project leader
Define project priority
Provide or approve resources
Make key decisions and handle escalations
Protect, mentor, and support the project leader and the team
For most projects, the sponsor is the primary project stakeholder.

53. Identifying Project Stakeholders
Core Team
Full-time on project
Involved in planning and execution
Other Stakeholders
Management
Customers
Users
Vendors
Partners
Regulators …
Project
Leader
Core Team
Extended Team
Part-time
Involved in specific activities
Extended Team
Other Stakeholders

55. Document Project Stakeholders
Table
“Molecule”
COMPETITORS
PROCUREMENT
FINANCE
Stakeholder
Interest
Impact
REGULATORS
FIELD
SUPPORT IT
CUSTOMERS
LEARNING
PRODUCTS
MANAGEMENT
PROJECT LEADER
DEPENDENT PROJECT TEAMS
R&D
MARKETING
VENDORS
CONTRACTORS
QUALITY ASSURANCE
SPONSOR
MANUFACTURING
Not all stakeholders are equal.

56. Project Stakeholder Analysis

57. Plan Communications
“Determining the project stakeholder information needs and defining a communications approach.” (PMBoK 10.2)

58. Project Communications Decisions
Key decisions include:
Project Management Information System (PMIS)
Project meetings
Project status collection
Project reporting
Contributor 1-1 interactions
Sponsor and stakeholder interactions
Project reviews …

59. Acquire Project Team
“Confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBoK 9.2)

60. Project Team Analysis Determine the skills you will need.
Secure your project team through:
Pre-assignment (aligned with project at start)
Negotiation (acquired from within organization)
Acquisition (hired or contract contributors)
Initial analysis is always subject to revision (progressive elaboration). Adjustments are common when setting the project baseline.

61. Create your roster and keep it updated.
Project Team Roster
Create your roster and keep it updated.

62. Project Team Challenges
Cross-functional teams
Contributors who report to others
Virtual teams
Geography
Time zone
Language
Culture
Differing systems, processes, organizations

63. Define Initial Project Scoping
Part of Project Charter
Initial description of project deliverables based on what your sponsor, stakeholders, customers and users request
A goal, not a commitment

64. Define Project Objective
Maximum of 25 words
Summary of project scope, time, and cost
Clear and understandable
Avoid jargon and acronyms
Like initial scope, this is only a target
Time/ Schedule
Cost/ Resources
Scope/ Deliverable

65. Project Objective Example
“I believe this nation should commit
itself to achieving the goal, before
this decade is out, of landing a man
on the moon and returning him safely
to the earth $531 million in this
fiscal year ”
J. F. Kennedy, May 25, 1961
As a “Project Objective:”
The United States will send a man
to the moon and return him safely
to the earth by December 31, 1969,
For approximately $10 billion.

66. Establish Project Priorities
Time
Scope
Cost
Least Flexible
Moderately Flexible
Most Flexible

67. Validate Project Objective
Sponsor (And/Or:
Customers, Other Stakeholders)
Objective
Initial Request
Objective and Priorities
Project Manager/
Team
Restate the request, and iterate as needed to gain consensus.

68. Define a Project Vision
Vision is about why your project matters.
Describes how the world will be better or different when the project is successfully completed.
Answers: “What’s in it for me?”
Can motivate the project team.
“[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted ... [and we will] give a large number of men employment at good wages.”
- Henry Ford

69. Conduct a Start-up Workshop
An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits:
Promote common understanding of project goals and priorities
Create cohesive team
Reduce wasted time, redundant effort
Get a fast start on the project

70. Review Homework
Reading
Individual Homework
Team Homework