Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan.
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Transcript of Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan.
Naill M. Momani, Ph.D., P.E.
Excellence in Business Continuity and Crises Management
www.ebccm.org
Amman-Jordan
Understand Project Management Overview and framework
Get familiarized with Project Management Institute standards (PMI)
Discuss the general concepts and practices of project management using the PMBOK model
Get familiarized with PMP Exam (content and format ) Assist to Pass the Project Management Professional
(PMP®) certification examination
TRAINING TOPICS- ROADMAP
Walkthrough
Project management Context
The project charter
Integrate
Identify and manage stake holders
Finalizing objectives-Scope statement
Scoop creep -WBS
Real world Estimating
Real world scheduling
Communication management
Preventing problems-risk management
Human Resources
Quality
Professional Responsibility
Procurement & Contracts
PMP Prep
1. PMI 2. What is a Project 3. What Is Project Management?4. The Project Management Cycle5. Organizational 6. Processes
The Project Management Institute
Established in 1969
Headquartered outside Philadelphia, Pennsylvania USA
World’s leading not-for-profit project management professional association
Concerned with the advancement of the project management profession
www.pmi.org
Project management body of knowledge
Approved by ANSI as PM reference
Reference manual for PM professionals
Basis for certification examination
Introduction to 9 PM knowledge areas.
What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service.
Examples:◦ Developing a new product or service◦ Effecting a change in staffing or style of an organization◦ Designing a new transportation vehicle◦ Constructing a building or facility◦ Running a campaign for political office
“A temporary endeavor undertaken to create a unique product or service.”*
*2004 PMBOK Guide (p. 5).
Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something
(project "deliverables")unique One of a kind, rather than a collection of
identical itemsproduct Tangible objects, but could include things like
computer software, film or stage worksservice Might include the establishment of a day- care
center, for instance, but not its daily operations.
There are few, if any, definitive definitions. Project management knowledge is shared understanding
of what it takes to deliver products and services effectively.
Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.
Temporary
Project
Progressively Elaborated Unique
Consumes Resources
Project
UniqueTemporary
Operation
RepetitiveOngoing
Quality
ScopeScope
ScopeScope
Cost
CostCost
Cost Tim
eTi
me
Tim
eTi
me
Project Completion: Within Schedule Within Budget Meeting Spec requirements Acceptance by customer and or user Customer Satisfaction With minimal or agreed upon scope changes Without disturbing workflow of organization Without negatively affecting corporate culture
Project Manager has primary responsibility over successful project completion
Average Project cost overrun is 43% 15% of projects will be canceled before they ever get
completed ONLY 34% of software projects are completed on-
time and on-budget Projects completed by the largest American companies
have approximately 42% of the originally-proposed features.
100 billion lost in US in 2004 Projects 17 billion overrun in US Projects in 2004
Largest study on project management : 75% of respondents reported projects consistently
coming Late And Over Budget 50% reported Project Management Methodologies
Too rarely applied to projects. 70% reported need for additional executive
support to improve project performance
?
Stakeholders unclear about important aspects of project
Stakeholders varying and unclear interests in project
Mismanagement of stakeholders expectations Not enough time spent in defining project
objectives No system in place to manage project objectives
over project lifecycle
Not enough time spent on planning Perception of planning being non value add Attitude of “Just Do It” Attitude of “we all know what needs to be done” Too busy for planning
Optimism by nature Lack of risk management Pressure of deadlines Lack of Product Development Process Lack of historical information
Unclear Product development process Lack of communication The “Kill the messenger” External pressures The “yes I can”
Competing for resources among projects Lack of skilled resources Budgetary constraints Not taking learning curve into
consideration Lack of resource planning
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
Initiating: Authorizing the project
Planning: Project objectives are determined, as well as how to reach these objectives within the given constraints.
Executing: Actual implementation of the project as indicated in the projects plans, through utilizing available resources.
Controlling: Project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements.
Closing: The project and its various phases are brought to a formal end.
◦ Identifying requirements◦ Establishing clear and achievable objectives◦ Balancing the competing demands◦ Adapting specifications, plans, and approach
to the different concerns and expectations of the various stakeholders
As the team knows more about the project, it can manage to a greater level of detail
Benefits of using PM:◦ Reduce changes by 50%◦ Reduce lead time by 50%◦ Reduce rework by 50 – 75%
Project Life-Cycle
Projects are divided into phases to provide better management control with appropriate links to the
ongoing operations of the performing organization. These phases together form what is
called “project life cycle”
Phase 1
Phase 2
Phase 3
Phase 4
Project Life Cycle
PLAN
DO
CHECK
ACT
Define the beginning and end of a project Define the work and the types of resources
involved in each phase
Each project phase has certain deliverable (s) Project phase is generally concluded with a review of
the work accomplished and the deliverables to determine acceptance, or whether extra work is still
required, or whether the phase should be considered closed.
A phase can be closed without the decision to initiate any other phases.
Organization
Project Coordinatio
n
Clear lines of authority Career development Comfortable and easier to grasp Technical expertise Flexible resource assignments
No accountability over complete project No project emphasis Low coordination across functions No customer focal point Low delegation of authority Work delays due to red tape Blame game vs. objective conflict resolution Heavy politics Lack of big picture view
Project Coordinatio
n
Project Coordination
Project Coordination
Project Coordination
Addresses both functional and project requirements
Cross functional operations Stresses behavioral skills and
empowerment
Unclear lines of authority Success highly dependent on individuals Two bosses Uncomfortable Difficult to master Difficulty setting priorities
Project Coordination
President
Project A Project B
Manufacturing Manufacturing
Marketing
Finance
Engineering
Marketing
Finance
Engineering
Low
Project ManagerAuthority
High Functional Matrix Projectized
VP Operations
Director Engineering
Director Information Technology
Director Manufacturing
Management
------------------------ ----Management
-------------------------- Management Management Management
-------------------Management
----------------------------
Project Manager
Staff
StaffStaffStaffStaffStaff
StaffStaffStaffStaff
--------------------
Director
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
--
--
--
--
--
--
--
--
--
AA B
BB B
B
--
--
A
C
C--
CC
Project Manager
A
Project Manager
B
Project Manager
C
Systematic approach to project management Creativity Well defined project lifecycle Marketing phase
High risks in early project phases More difficult learning organization More difficult employee synergy
Leading Communicating Negotiating Problem Solving Influencing the Organization
How to L.E.A.D.?Lead with a clear purposeEmpower to participateAim for consensusDirect the process
How to Communicate?- Written and Oral (Listening and Speaking)- Internal and External- Formal and Informal- Vertical and Horizontal
What to Negotiate?- Scope, cost, and schedule objectives- Changes to scope, cost, or schedule- Contract terms and conditions- Resources and Assignments
How to Solve Problems?
- Problem definition- Brainstorming alternative solutions- Decision making
Why to Influence?- To get things done!
Leadership Team building Conflict resolution Planning Organization Entrepreneurship Communication Negotiation Decision making.
Project Management Competence
Business Management Competence
Understanding of Project Environment
Understanding of Project Technology
Flexibility Initiative and
leadership Assertiveness Confidence Persuasiveness Effective
Communication
Enthusiasm Creativity Generalist Well Organized Decision Maker Poise Honesty and
Integrity
Integration SCOPE
TIME
COST
QUALITY Human
Resources
COMMUNICATION
RISK
Procur-
ement
Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communication Management Project Risk Management Project Procurement Management
Project Plan Development Project Plan Execution Integrated Change Control
Initiation Scope Planning Scope Definition Scope Verification Scope Change Control
Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control
Resource Planning Cost Estimating Cost Budgeting Cost Control
Quality Planning Quality Assurance Quality Control
Organizational Planning Staff Acquisition Team Development
Communication Planning Information Distribution Performance Reporting Administrative Closure
Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risks Analysis Risk Response Planning Risk Monitoring and Control
Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Closeout
Project Charter Project Plan Risks and Issues Reports Meeting Agendas Minutes of Meetings Status Reports Closeout Report
The Project Charter formally describes and authorizes work to be performed on a project.
To view a sample template, please click
A formal, approved document used to guide both project execution and project control.
To view a sample template, please click
A report designed to quantify the impact of uncertainties.
To view a sample template, please click.
List of things to be done or discussed, at any project meeting.
To view a sample template, please click
Formal notes taken during a meeting.
To view a sample template, please click
The comparison of actual progress against the plan to determine variance and corrective action.
To view a sample template, please click
Documentation of the completion of all work on a project.
To view a sample template, please click.
Microsoft Project Primavera All Clear Many others
Projects are complex: projects call on various planning and implementation skills, and involve various partners and players.
Projects are collective: projects are the product of collective endeavour. They are run by teams, involve various partners and cater for the needs of others.
Projects are unique: all projects stem from new ideas. They provide a specific response to a need (problem) in a specific context. They are innovative.
Projects are an adventure: every project is different and ground-breaking; they always involve some uncertainty and risk.
Projects can be assessed: projects are planned and broken down into measurable aims which must be open to evaluation.
Projects are made up of stages: projects have distinct, identifiable stages
Projects have a purpose: projects have clearly-defined aims and set out to produce clearly-defined results. Their purpose is to solve a “problem”, and this involves analysing needs beforehand.◦ Suggesting one or more solutions, it aims at lasting social
change.
Projects are realistic: their aims must be achievable, and this means taking account both of requirements and of the financial and human resources available.
Projects are limited in time and space: they have a beginning and an end, and are implemented in a specific place and context.
Exercises
What is Project Management?
Instructions: In the space below, enter in your own words your definition of project management. Use a single sentence rather than a bulleted list.
Use this space for your team’s definition of project management.
Use this space for the other teams’ definitions.
After this workshop, create your own working definition.
PMP Preparation Course
Nine Knowledge Areas Instructions: For each of the nine knowledge areas, look
back over your past project experience and if possible pick a “defining moment,” in which you intuitively used that knowledge extremely well.
1. Integration Management 2. Scope Management 3. Time Management 4. Cost Management 5. Quality Management 6. Human Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management
Time: Approximately 25 minutes Instructions: Gather information about people in the room.
When completed the, each team should be able to introduce any person in the room provide the following pieces of information:
* Name * Department and job title * City of birth *What he or she considers the greatest project completed in
history
Each team will elect a project manager. The project manager and team will have three minutes to discuss their strategies for completing the project and then will provide the facilitator with a "sealed bid" indicating how long it will take their team to complete.
The participant's final score will be their actual completion time plus half of the difference between their estimated and actual time.
Mini Project
Time: Approximately 25 minutes Instructions:1) Write down your individual definition of "Project Management", in
a single sentence.2) Appoint a team coordinator3) The team coordinator should let each team member read his or
her individual definition and finally let the team coordinator read his own definition.
4) Each team is responsible for composing their definition of project management, upon which they all agree.
Defining Project Management
Time: Approximately 15 minutes Instructions:1) Use Handout as a Guide for writing down where you have already
used the knowledge areas. (You may have not used the knowledge areas before, but you may have experienced many)
Using the Nine Project Management Knowledge Areas