Outline. Introduction. Lectures. Course Information Instructor & Students. All slides & more will be available at:

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1 Marek Ł. Michalski, PhD, MBA Faculty of Management AGH University of Science and Technology rev

2 Outline Introduction Course Information Instructor & Students Lectures All slides & more will be available at: 2

3 Course Information 1 Lectures Labs DL MS Project 2010/13 (English! free) Bring your own laptop (1 laptop / 1-2 students) power & extension cord 3

4 Course Information 2 1. Attendance is req d ( + ) 2. Individual tests & DL (60%) 3. Group (4? people) projects, including presentations (40%) 4

Course Information 3 Primary textbooks: PMBOK Guide and Standards (4 th Ed), Institute (PMI), 2008 Microsoft Project 2010 Step by Step, Microsoft Press 2010 files: http://go.microsoft.com/fwlink/?

5 Course Information 3 Primary textbooks: PMBOK Guide and Standards (4 th Ed), Institute (PMI), 2008 Microsoft Project 2010 Step by Step, Microsoft Press 2010 files: Other resources: Microsoft Project Case Studies: project-management-spring-2009/readings/ RZ aspx?CTT=1 To be continued 5

6 Instructor Marek Ł. Michalski, PhD, MBA research: management & economics energy industry recent book: Optimization of Investment Decisions in the Electric Power Industry 6

7 Students Background? Experience in PM? Course expectations? 7

8 L01: Introduction to PM OUTLINE 1. PMBOK(R) Guide 2. What is a Project? 3. What is? 4. Relationships: 1., 2. Program Management 3. Projects and Strategic Planning 5. Role of a Project Manager 6. Organization environmental factors 8

9 L01: Introduction to PM Understanding Expectations: Who? What? Why? Source: Portny S.E., for Dummies, Wiley 2010, p. 7. 9

10 L01: 1.1 PMBOK Guide A Guide to the Project Management Body of Knowledge (PMBOK Guide) Recognized standard For project management profession established: Norms, Methods, Processes, and Good practices. source: PMBOK Guide - 4th Ed., PMI 2008, p. 3 10

necessarily short in duration to create a

11 L01: 1.2 What is a Project? temporary endeavor definite beginning and end different from ongoing work which is generally a repetitive process not necessarily short in duration to create a unique product, service or result source: PMBOK Guide - 4th Ed., PMI 2008, p. 5 11

12 L01: 1.2 What is a Project? The end? When project s objectives have been achieved or When the project is terminated because its objectives will not or cannot be met, or When the need for the project no longer exists. source: PMBOK Guide - 4th Ed., PMI 2008, p. 5 12

or A result such as an outcome or document

13 L01: 1.2 What is a Project? A project can create: A product: a component of another item or an end item in itself; A capability to perform a service or A result such as an outcome or document (e.g., knowledge). source: PMBOK Guide - 4th Ed., PMI 2008, p. 5 13

14 L01: 1.2 What is a project? Great Pyramids Great Wall of China Manhattan Project Apollo 11 New York City Subway Human Genome Project 14

15 L01: 1.3 What is project management (PM): 5 Process Groups: 1. Initiating, 2. Planning, 3. Executing, 4. Monitoring and Controlling, and 5. Closing. source: PMBOK Guide - 4th Ed., PMI 2008, p. 6; Portny S.E., for Dummies, Wiley 2010, p

L01: 1.3 What is project management (PM): PM typically includes: 1. Identifying requirements, 2. Addressing needs and expectations of stakeholders, 3.

16 L01: 1.3 What is project management (PM): PM typically includes: 1. Identifying requirements, 2. Addressing needs and expectations of stakeholders, 3. Balancing competing constraints including: 1. Scope, 2. Quality, 3. Schedule, 4. Budget, 5. Resources, and 6. Risk. source: PMBOK Guide - 4th Ed., PMI 2008, p

17 L01: 1.3 What is project management (PM): If any one factor changes, at least one other factor is likely to be affected E.g. if schedule is shortened: Increase budget or Reduce scope Because of the potential for change, the PM plan is iterative and goes through progressive elaboration throughout the project s life cycle. source: PMBOK Guide - 4th Ed., PMI 2008, p

18 L01: 1.4. Relationships: Relationships: broader context in organizations Portfolio: collection of projects to Prioritize resource allocation Align to organizational strategies. E.g. firm s profit maximization portfolio Program: group of related projects: Common outcome or collective strategy, To get synergy. E.g. multi component communications system. Office (PMO) for PM: Centralized and coordinated management of P. source: PMBOK Guide - 4th Ed., PMI 2008, p

19 L01: 1.4. Relationships: Strategic Planning (Considerations) Market demand, Strategic opportunity/ business need, Customer request, Technological advance, Legal requirements. source: PMBOK Guide - 4th Ed., PMI 2008, p

20 L01: 1.5. Role of a Project Manager: Achieve project objectives Skills: 1. Knowledge (about PM) 2. Performance (ability to apply knowledge) 3. Personal (attitude, personality, leadership) source: PMBOK Guide - 4th Ed., PMI 2008, p

Government or industry standards, Infrastructure, Existing human resources,

21 L01: 1.6. Organization Environmental Factors Organizational culture, structure, processes, Government or industry standards, Infrastructure, Existing human resources, Marketplace conditions, Stakeholder risk tolerances, Organization s existing communication channels, Etc. source: PMBOK Guide - 4th Ed., PMI 2008, p

22 L02: Project Life Cycle and Organizational Influences OUTLINE 1. Project Life Cycle 2. Projects vs. Operational Work 3. Stakeholders 4. Organizational Influences on 22

23 L02: 2.1. Project Life Cycle Typical Cost and Staffing Levels Across the Project Life Cycle No matter how large or small, simple or complex, all projects can be mapped to the following: Note: distinguish between project and product life cycle. source: PMBOK Guide - 4th Ed., PMI 2008, p

24 L02: 2.1. Project Life Cycle Impact of Variable Based on Project Time source: PMBOK Guide - 4th Ed., PMI 2008, p

25 L02: 2.1. Project Life Cycle Example of a Sequential (e.g. Three-Phase) Project and Project with Overlapping Phases source: PMBOK Guide - 4th Ed., PMI 2008, p

controlled, and Performed to achieve organizational objectives or strategic plans. Operations: Ongoing, Produce repetitive products, services or results.

26 L02: 2.2. Projects vs. Operational Work Shared characteristics Performed by individuals, Limited by constraints, including resource constraints, Planned, executed, monitored and controlled, and Performed to achieve organizational objectives or strategic plans. Operations: Ongoing, Produce repetitive products, services or results. Sustain organizations over time. Projects Temporary, End. E.g. project to redesign existing product. There is generally a significant amount of interaction between the operations departments and the project team as they work together to achieve project goals. source: PMBOK Guide - 4th Ed., PMI 2008, p

interests may be positively or negatively affected by a project Internal or

27 L02: 2.3. Stakeholders Persons or organizations Actively involved in project or Whose interests may be positively or negatively affected by a project Internal or external Exert influence E.g. customers/users, sponsors, managers, project team, public. source: PMBOK Guide - 4th Ed., PMI 2008, p

28 L02: 2.4. Organizational Influences Organizational culture and styles Shared visions, values, norms, beliefs, and expectations, Policies, methods, and procedures, View of authority relationships, and Work ethic and work hours. Organizational Process Assets (processes, procedures, knowledge base) Organizational structures: source: PMBOK Guide - 4th Ed., PMI 2008, p

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Chapter- 1: Introduction

Chapter- 1: Introduction Project: Project can be defined as a temporary endeavor undertaken to create a unique product or service. It has a definite beginning and a definite end, is driven by objectives,