1. Initiation Project Management Minder Chen, Ph.D. CSU Channel Islands

2. Project Boundaries

3. Project Management Process Interactions

4. Project Charter
Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

5. Develop Project Charter: Inputs, Tools & Techniques, and Outputs

6. Facilitation Techniques
Facilitation techniques have broad application within project management processes and are used to guide the development of the project management plan. Brainstorming, conflict resolution, problem solving, and meeting management are key techniques used by facilitators to help teams and individuals achieve agreement to accomplish project activities.

7. Data Flow Diagrams Used in PMBOK5

8. Develop Project Charter Data Flow Diagram

9. Project Charter

10. SOW
The statement of work (SOW) is a narrative description of products or services to be delivered by the project.
For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements.
For external projects, the statement of work can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid (quotation), or as part of a contract.
A request for information (RFI) is a standard business process whose purpose is to collect written information about the capabilities of various suppliers. Normally it follows a format that can be used for comparative purposes.

11. Business Case and Contract
The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
A contract is an input if the project is being done for an external customer.

12. Project Charter Output
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule,
Summary budget,
Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.

13. Identify Stakeholders
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective.

14. Project Stakeholders
Stakeholders are persons or organizations (e.g., customers, sponsors, the performing organization, or the public), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.
Stakeholders may also exert influence over the project, its deliverables, and the project team members.
The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved.
Furthermore, the project manager must manage the influence of the various stakeholders in relation to the project requirements to ensure a successful outcome.

15. Project Stakeholders
Positive stakeholders are those who would normally benefit from a successful outcome from the project, while negative stakeholders are those who see negative outcomes from the project’s success.
Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end.
Shake hands and kiss babies as necessary and grease the wheels of the bureaucratic machine so that your project has the smoothest ride possible.

16. Project Stakeholders
Source: PMBOK 5, p. 31

17. Project Stakeholder Management

18. Project Stakeholder Management

19. Identify Stakeholders

20. Example Power/Interest Grid with Stakeholders

21. The Engagement Level of the Stakeholders
Unaware. Unaware of project and potential impacts.
Resistant. Aware of project and potential impacts and resistant to change.
Neutral. Aware of project yet neither supportive nor resistant.
Supportive. Aware of project and potential impacts and supportive to change.
Leading. Aware of project and potential impacts and actively engaged in ensuring the project is a success.
Stakeholders Engagement Assessment Matrix
C indicates the current engagement; D indicates the desired engagement

23. Interpersonal Skills and Management Skills
The project manager applies interpersonal skills to manage stakeholders’ expectations.
Building trust,
Resolving conflict,
Active listening, and
Overcoming resistance to change.
The project manager applies management skills to coordinate and harmonize the group toward accomplishing the project objectives.
Facilitate consensus toward project objectives,
Influence people to support the project,
Negotiate agreements to satisfy the project needs, and
Modify organizational behavior to accept the project outcomes.

24. A Typical Project Outline

25. Reward-Risk Matrix for Selecting Projects
Source: Paul Roberts, Guide to Project Management, 2007

26. Customer’s Bill of Right (for Software Project)
1. To set objectives for the project and have them followed. 2. To know how long the software project will take and how much it will cost. 3. To decide which features are in and which are out of the software. 4. To make reasonable changes to requirements throughout the course of the project and to know the costs of making those changes. 5. To know the project's status clearly and confidently 6. To be apprised regularly of risks that could affect cost, schedule, or quality, and to be provided with options for addressing potential problems. 7. To have ready access to project deliverables throughout the project.
Steve McConnell, Software Project Survival Guide, Microsoft Press, 1998.

27. Project Team’s Bill of Right
1. To know the project objectives and to clarify priorities. 2. To know in detail what product I'm supposed to build and to clarify the product definition if it is unclear. 3. To have ready access to the customer, manager, marketer, or other person responsible for making decisions about the software's functionality. 4. To work each phase of the project in a technically responsible way, especially to not be forced to start coding too early in the project. 5. To approve effort and schedule estimates for any work that the team will be asked to perform. This includes the right to provide only the kinds of cost and schedule estimates that are theoretically possible at each stage of the project; to take the time needed to create meaningful estimates; and to revise estimates whenever the project's requirements change. 6. To have my project's status reported accurately to customers and upper management. 7. To work in a productive environment free from frequent interruptions and distractions, especially during critical parts of the project.