INTRODUCTION TO PROJECT MANAGEMENT Sergey V. Nesterov MD, PhD, PMP
Our PROGRAMME: 1. INTRODUCTION TO PROJECT MANAGEMENT 2. STARTING A PROJECT 3. WORK MOTIVATION 4. COMMUNICATION 5: TEAMS AND TEAMWORK 6: LEADERSHIP 7: SCHEDULING AND TIME MANAGEMENT 8: MONEY AND CONTRACTS 9: QUALITY AND PERFORMANCE IN PROJECTS 10: RISKS AND CRISES 11: PROJECT EXECUTION AND CLOSURE 12: THINKING IN A PROJECT January 15 Mo Tu We Th Fr Sa Su 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 February 15 Mo Tu We Th Fr Sa Su 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 January 21, 2015 2
WORK WE DO diverse/ complex intermittent high low PROJECT VARIETY VOLUME low high JOBBING PROCESS TASKS PROCESS FLOW BATCH MASS repeated/ divided continuous CONTINUOUS (mod. SLACK 2009, p.92)
What is a PROJECT? PROJECT. A temporary endeavor undertaken to create a unique result. (mod. PMBOK 2013, p.553) 4
PROJECT LIFE CYCLE (PLC). The series of phases that a project passes through from its initiation to its closure. PROJECT PHASE. A collection of logically related project activities that culminates in the completion of one or more deliverables 5
Generic PLC STRUCTURE: 1. STARTING the project 2. ORGANIZING and PREPARING 3. CARRYING OUT the project work 4. CLOSING the project (PMBOK 2013, p.39) 6
NOT all projects are SUCCESSFUL large IT projects run 45% over budget, 7% over time, while delivering 56% less value than predicted 1 ; only 40% of projects met schedule, budget and quality goals 2 ; 413 of 840 (49%) federally funded IT projects are either poorly planned, poorly performing or both 3. 1 http://www.mckinsey.com/insights/business_technology/delivering_large-scale_it_projects_on_time_on_budget_and_on_value 2 http://www-935.ibm.com/services/us/gbs/bus/pdf/gbe03100-usen-03-making-change-work.pdf 3 http://www.gao.gov/new.items/d081051t.pdf
Project FAILURES COST the cost of [IT] project failure across the European Union was 142 billion in 2004 1 $6,2 trillion spent worldwide on failed technology projects 2 1 http://www.gallup.com/businessjournal/152429/cost-bad-project-management.aspx 2 http://edge.papercutpm.com/annual-cost-of-project-failure/ 8
..cost a lot January 21, 2015 9
WHY do projects FAIL? The project was not actually sensible No clear objectives Unclear scope Poor planning Unrealistic finance Unrealistic staffing Poor communications No effective process monitoring No change control No risk management 10
Understand your GOAL "Would you tell me, please, which way I ought to go from here? "That depends a good deal on where you want to get to," said the Cat. "I don t much care where " said Alice. "Then it doesn t matter which way you go," said the Cat. so long as I get SOMEWHERE, Alice added as an explanation. "Oh, you re sure to do that," said the Cat, "if you only walk long enough." January 22, 2015 11
STRATEGY. The direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. (mod. JOHNSON et al. 2008, p.3) January 21, 2015 12
The vocabulary of STRATEGY TERM EXAMPLE DEFINITION MISSION VISION (STRATEGIC INTENT) GOAL OBJECTIVE STRATEGIC CAPABILITY Be extremely fit Be able to run a half-marathon Lose weight, increase aerobic capacity, strengthen muscles Lose 15 kilos by 1 February and run the half-marathon in May Have gear, maintain a successful diet Overriding purpose in line with the values or expectations of stakeholders Desired future state: the aspiration of the organisation General statement of aim or purpose Quantification (if possible) or more precise statement of the goal Resources, activities and processes. The unique ones provide competitive advantage STRATEGIES Exercise regularly, stick to the right diet Methods for achieving the goal CONTROL Monitor KG, KM, MIN: dynamics good continue; not change strategies The monitoring of action steps (based on JOHNSON et al. 2008, p.10)
HIGHLIGHTS: 1. PROJECTS DEAL WITH LOW VOLUME, HIGH VARIETY, COMPLEX TASKS 2. PROJECTS HAVE A LIFE CYCLE 3. PROJECTS DO FAIL; OFTEN, DOOMED AT THE VERY START 4. UNDERSTANDING YOUR GOALS HELPS
What do you think? Life is what happens to you while you re busy making other plans or Failing to plan is planning to fail January 21, 2015 15
Our natural TENDENCY is TO ACT FIRST People have a natural tendency to act first and think later especially when the assignment interests them. Most people tend to overlook all of the consequences, such as the real cost or exact specifications. This makes a professional approach to projects and programs essential. January 21, 2015 16
PROJECT MANAGEMENT HELPS PM forces to reach agreements on boring activities planning, tasks, authority and responsibilities before the assignment even gets off the ground. This initial investment always pays off in the end. January 21, 2015 17
What is PROJECT MANAGEMENT? PROJECT MANAGEMENT. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. (PMBOK 2013, p.553) 18
PM KNOWLEDGE AREAS 1. INTEGRATION management 2. SCOPE 3. TIME 4. COST 5. QUALITY 6. HUMAN RESOURCES 7. COMMUNICATIONS 8. RISK 9. PROCUREMENT 10.STAKEHOLDER 19
The manager is of utmost importance It is not the methods, concepts or the checklists themselves that can be useful and advantageous in project and program management: it is the individual manager, together with those charged with the activities and efforts, who determine success or failure. January 21, 2015 20
Who is a PROJECT MANAGER? PROJECT MANAGER. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. (PMBOK 2013, p.554) 21
A project manager MUST BE SKILLED IN Leadership Influencing, negotiation, conflict management Effective communication Planning and estimating Contract management Problem solving and creative thinking Time management 22
The project manager IS EXPECTED TO DESCRIBE the intended project deliverable PREPARE the relevant decision documents INITIATE activities or efforts at each phase or stage ACT as coordinator for the various parties involved PREPARE management plans for the program or project ENSURE that these plans contain adequate margins CLARIFY who will monitor progress and how they will do so ENSURE that plans are adjusted MODERATE internal relationships within your project INFLUENCE the environment and ANTICIPATE changes 23
HIGHLIGHTS: 5. PM PROVIDES A STRUCTURED APPROACH TO COMPLEX TASKS 6. A PROJECT MANAGER IS OF UTMOST IMPORTANCE 7. THE MANAGER MUST BE SKILLED IN MANY KNOWLEDGE AREAS
What is PROJECT SUCCESS? the success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, and quality, as approved between the project managers and senior management. Project success should be referred to the last baselines approved by the authorized stakeholders. (mod. PMBOK 2013, p.35) 25
The PROJECT MANAGEMENT TRIANGLE TIME QUALITY COST SCOPE January 21, 2015 26
PROJECT MANAGEMENT PLAN. The document that describes how the project will be executed monitored, and controlled. 27
PROJECT MANAGEMENT PLAN includes PROJECT BASELINES: SCOPE baseline SCHEDULE baseline COST baseline SUBSIDIARY PLANS: SCOPE management plan REQUIREMENTS management plan SCHEDULE management plan COST management plan QUALITY management plan PROCESS IMPROVEMENT plan HUMAN RESOURCE management plan COMMUNICATIONS management plan RISK management plan PROCUREMENT management plan STAKEHOLDER management plan (PMBOK 2013, p.76-77)
The PMBOK is an accepted guide An inclusive term that describes the sum of knowledge within the profession of project management. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. January 21, 2015 29
The four territories of the PM LANDSCAPE (mod. WYSOCKI 2014, p.8) 30
CONCEPTUAL MODELS of Project Management SCOPE PLAN LAUNCH MONITOR & CONTROL CLOSE Project SCOPE PLAN LAUNCH Increment MONITOR & CONTROL Increment CLOSE Increment CLOSE Project Next Increment? SCOPE PLAN Iteration LAUNCH Iteration MONITOR & CONTROL Iteration CLOSE Iteration CLOSE Project Next Iteration? SCOPE Phase PLAN Phase LAUNCH Phase MONITOR & CONTROL Phase CLOSE Phase CLOSE Project Next Phase? TRADITIONAL LINEAR TRADITIONAL INCREMENTAL AGILE EXTREME N N N Y Y Y
HIGHLIGHTS: 8. THE MAIN PM MODELS ARE TRADITIONAL, AGILE AND EXTREME 9. PROJECT SUCCESS IS IN THE EYE OF THE STAKEHOLDER 10. THE PROJECT TRIANGLE BINDS TOGETHER SCOPE, TIME AND COSTS
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