Project Management CSC 310 Spring 2018 Howard Rosenthal

Transcription

1 Project Management CSC 310 Spring 2018 Howard Rosenthal 1

2 Notice This course is based on and includes material from the text: A User s Manual To the PMBOK Guide Authors: Cynthia Stackpole Snyder Publisher: Wiley ISBN: , Copyright 2013 It also utilizes general information and figures from the PMBOK: A Guide to the Project Management Body of Knowledge (PMBOK 5 TH Edition) Publisher: Project Management Institute ISBN: , Copyright 2013 and A Guide to the Project Management Body of Knowledge (PMBOK 6 TH Edition) Publisher: Project Management Institute ISBN: , Copyright 2017 The course also includes and intersperses some materials, most often diagrams, provided by Mr. Wysocki s PowerPoint slides, at the website: And the book Effective Project Management - Traditional, Agile, Extreme 7TH Edition Authors: Robert K. Wysocki Publisher: Wiley ISBN: , Copyright

3 Lesson Goals Define some key terms Understand what is meant by the Project Management Plan Understand what the Process Groups, Knowledge Areas and processes of Project Management as defined by the Project Management Institute Understand the relationships and flows between the process groups 3

4 Terms and General Principles 4

5 Key Facts and Terms Common Inputs (1) There are a number of different types of inputs to any project that are not a part of the project itself Enterprise Environmental Factors (internal) Company s organizational structure Organization s policies, values and work ethic Geographic distribution of facilities and resources Information technology infrastructure Resource availability Employee capability Stakeholder characteristics willingness to accept risk, etc. Enterprise Environmental Factors (External ) Marketplace conditions Social and cultural influences and issues, and the Political climate in the nation and the world Legal considerations Government or industry standards Commercial databases and academic research Changing social standards/social standards in different companies Other physical environment factors weather, etc. 5

6 Key Facts and Terms Common Inputs (2) Organizational Process Assets Templates for common documents Shows how the company wants it done You can tailor and improve but don t need to start from scratch Organizational policies and procedures for areas including risk, financial reporting, change control, etc. Historical databases on project performance, productivity, etc. Allows for better estimations in schedule, staffing, costs, etc. Includes lessons learned Infrastructure of hardware and software tools including any proprietary assets Lessons learned Special corporate competencies 6

7 Key Facts and Terms Common Tools Expert Judgment Use experience from the company or outside experts in the planning and execution of the program Project Management Information System (PMIS) An automated system to support the project manager Plans and optimizes scheduling Tracks progress and products Interfaces to other systems such as accounting Includes a Change Control Management System Includes a Configuration Management System Versions, products, branches Understands what may be delivered in each integrated system 7

8 Key Facts and Terms Common Outputs Change Requests Scope Delivery date Budget Staffing Quality standard Lead to changes in the Project Plan or any subsidiary plans Changes usually related to one or more of the following Bring future results back in line with the plan Preventive actions to avoid a problem Defect repair Take advantage of an opportunity 8

9 Key Facts and Terms Project Management Plan (1) The Project Management Plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to: Scope baseline Schedule baseline Cost baseline Subsidiary plans include, but are not limited to: Scope Management Plan Requirements Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Resources Management Plan Communications Management Plan Risk Management Plan Procurement Management Plan Stakeholder Management Plan Change Management Plan that documents how changes will be monitored and controlled Configuration Management Plan that documents how configuration management will be performed 9

10 Key Facts and Terms Project Management Plan (2) The Project Management Plan may also include the following: Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows: Project management processes selected by the project management team, Level of implementation for each selected process, Descriptions of the tools and techniques to be used for accomplishing those processes, and Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs. Description of how work will be executed to accomplish the project objectives; The project baselines and a description of how they will be maintained Scope baseline including the Scope Statement, Work Breakdown Structure (WBS), and WBS Dictionary Schedule baseline used to compare against actuals Cost baseline used to compare against actual Requirements and techniques for communication among stakeholders Key management reviews for content, the extent of, and timing to address, open issues and pending decisions. 10

11 Plans Are Different From The Other Project Documents PMBOK Std V6 Table 1-2 All plans and documents are tailored to the needs of the project in accordance with company policies, legal requirements and contractual requirements 11

12 An Overview 12

13 Project Management Process Groups and Knowledge Areas PMBOK Std V6 Table

14 Process Groups and Knowledge Areas There are 5 Process Groups and 10 Knowledge Areas (see preceding figure) There are a total of 49 different processes spread over these 5 Process Groups As we execute any PMLC all 5 Process groups are included However, depending on the project characteristics there will be significant tailoring in the actual execution of the project management Remember the management processes are different from the processes done in performing the work Designing a website or a database has its own internal processes for creating the product 14

15 The Initiating Process Group (1) The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Initiation can be performed more than once on projects, if authorization is required to move to a new iteration or increment Initiating processes are used to Authorize funding for the project Gain understanding of a project at a high level Identify a project manager and authorize him or her to apply organizational resources to the project. Identify key stakeholders and their characteristics and document them in a Stakeholder Register. Identify the clear business need(s) for the project Projects can be authorized by various methods. Sometimes a portfolio steering committee authorizes projects. Some organizations use the Project Management Office (PMO) to prioritize and authorize them. In other organizations, the project sponsor has the authority to initiate a project. Even after winning an RFP you still go through this process Poor project initiation can lead to Lessened project manager authority Unclear goals and uncertainty about where the project is going Poor communications Poor overall planning 15

16 The Initiating Process Group (2) PMBOK Std V6 Figure

17 The Planning Process Group (1) The Planning Process Group consists of those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Much of what managers do on a day-to-day basis is planning. Of course, a good deal of planning happens at the beginning of a project, but planning continues throughout the course of the project as well. 17

18 The Planning Process Group (2) The Planning Process Group includes all processes related to answering two questions: What will you do? and How will you do it? These processes include: Defining all of the work of the project Estimating how long it will take to complete the work Estimating the total cost of the work Sequencing the work Estimating the resources required to perform the work Building the initial project schedule Analyzing and adjusting the project schedule Writing a Risk Management Plan Documenting the Project Plan Includes all component plans as previously described Gaining senior management approval to execute/launch the project 18

19 The Planning Process Group (3) PMBOK Std V6 Figure

20 Progressive Elaboration In Planning Progressive Elaboration The iterative process of increasing the level of detail in a Project Management Plan as greater amounts of information and more accurate estimates become available. Rolling Wave Planning The iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. This type of planning is typical, even on traditional projects 20

21 Planning Loops Planning processes will overlap and interact throughout the project in many different ways There are certain planning processes that by their nature create planning loops that go through several iterations before they are ready to be baselined Developing a project management plan and the subsidiary plans that are part of it creates a loop that allows for continual update and refinement Planning will continue throughout the project it is subject to progressive elaboration Planning is integrative in nature It is based on many factors, some of which change over time 21

22 The Executing Process Group (1) The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specification. These processes include: Implementing the project methodology and following the project lifecycle Integrating work from all executing processes Directing and managing all product work Performing quality assurance Staffing, developing and managing the project team Obtaining and managing all other project resources Creating deliverables that meet project requirements Managing project communications Implementing risk responses Generating information about project status Generating change requests Procuring and utilizing resource materials, supplies, and equipment Collecting lessons learned and continuously improving the team s processes Managing stakeholder engagement 22

23 The Executing Process Group (2) PMBOK Std V6 Figure

24 The Monitoring and Control Process Group (1) The Monitoring and Control Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. These processes include: Comparing planned results with actual results Analyzing variances Providing forecasts Reporting performance Assessing overall project performance Validate and control scope Control schedule Control costs Control quality Ensuring deliverables are correct Control resources Monitor communications Integrating approved changes into the Project Management Plan and the project documents Determining if action is needed, and what the right action is Ensuring approved changes are implemented correctly Monitor risks Control procurements Control stakeholder engagement 24

25 The Monitoring and Control Process Group (2) PMBOK Std V6 Figure

26 The Closing Process Group (1) The Closing Group consists of those processes performed to finalize all activities across all the Project Management Process Groups to formally close the project or phase. Accomplishments of this group include: Actions and activities necessary to satisfy completion or exit criteria for the phase of the project such as: Ensuring that all documents and deliverables are up-to-date and all issues resolved Confirming delivery and formal acceptance of deliverables Ensuring all costs have been charged Closing all project accounts Reassigning personnel Dealing with excess project materials Reallocating project facilities, equipment, and other resources 26

27 The Closing Process Group (2) Accomplishments of this group include: Activities related to completion of contractual agreements such as: Confirming formal acceptance of the work Finalizing open claims Updating records Archiving data Activities need to develop, collect, transfer and archive lessons learned in terms of the processes or product Activities necessary to transfer the project s products and services or results to the next phase or to production/operations Activities for measuring stakeholder satisfaction 27

28 Project Management Process Group Interaction Project Initiator or Sponsor Initiating Process Group Planning Process Group Enterprise/ Organization Project Documents Monitoring and Controlling Process Group The assumption of the PMI is that feedback and change are an integral part of any project Customer Sellers Executing Process Group Closing Process Group NOTE: PMBOK Figure