Pm deep dive the framework
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Transcript of Pm deep dive the framework
PM DeepDive
The Framework- Niraj Agarwal
May 2011Slide 1
Agenda
Business Enterprises – Project, Programs & Operations
Project Management
Project Manager
Project Phases
Project Life Cycle
Stakeholders
Organizational Structures
Slide 2May 2011
Business Enterprises
• Projects—Unique and Temporary. Project Product details are elaborated progressively.
• Operations—Ongoing and Repetitive. Product details are fully known before starting the product creation. Example: auto-parts manufacturing .
• Programs—Combination of both above. They are a series (in a sequence, one after another) of related but separate Projects and have ingredients of ongoing operations. Example: Publishing of a weekly magazine.
May 2011Slide 3
Project
• Temporary endeavor undertaken to create a unique product , service or result.
• Has a definite beginning and end and interrelated activities
• Projects are unique – characteristics are progressively elaborated
- Progressively: proceeding in steps
- Elaborated: worked with care and detail
• Scope of project should remain constant even as characteristics are “progressively elaborated”. For example, the project scope or the product will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables.
• The driving forces that create the stimuli for a project are typically referred to as problems, opportunities, or business requirements.
Slide 4May 2011
Project vs. Operations
Slide 5May 2011
Projects
• Unique
• Finite duration-temporary
• Objective oriented
• Require cross-functional skills
• Value measured
Operations
• Repeated
• Ongoing
• Operation oriented
• Require functional skills
• Volume measured
Programs
• Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually
• Most programs have elements of ongoing operations
- Series of repetitive or cyclical undertakings
• Projects are often divided into “subprojects” for more manageability
- Often contracted out to external organizations
Slide 6May 2011
Project Management
The application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project – balancing the following:
• Scope, time, cost, and quality
• Stakeholders’ expectations
• Requirements (needs) vs. unidentified requirements (expectations)
Slide 7May 2011
Project ManagementGoals
• Enhance the probability of project success
• Focus on objective - Scope, Time, Cost, Quality
• Effective response to rapid changes
• Manage utilization of resources effectively
• Address stakeholders interests
• Minimize and Manage Risks effectively
• Achieve project goals
• Document Lessons Learnt
• Create re-usable data and information for future use
• Fulfill Stakeholders expectations
• Accomplish Customer Satisfaction!
Slide 8May 2011
Project Manager
• The individual responsible for managing a project and achieving project goals, requirements and customer satisfaction.
• He/She is in charge of the project and has to direct and coordinate project effort and has to make all necessary decisions for ensuring project success.
• He/She has to consistently produce key deliverables.
• As far as the project is concerned, the buck stops at him or her!
May 2011Slide 9
Project Management Skills
• General Business Management (consistently producing results expected by stakeholders)
• Leading (establishing direction, aligning resources, motivating)
• Communicating (clear, unambiguous, and complete)
• Negotiating (conferring with others to reach an agreement)
• Problem Solving (definition and decision making)
- Distinguish causes and symptoms
- Identify viable solutions
• Influencing Organization (understanding power and politics)
May 2011Slide 10
Project Phases
• Project Phases are marked by the completion of a deliverable which is a tangible, verifiable, measurable work product or output.
• Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. Phase-end reviews are also called phase exits, phase gates, or kill points
• Set of defined work procedures to establish management control
• Generally in sequential logic, designed to ensure proper definition of the product
• Generally a project life-cycle consists of four phases :
◦ Concept, Design, Execution/Implementation, Finish or closeout
Slide 11May 2011
Project Phases
May 2011Slide 12
Project Life Cycle
• Project Life Cycle defines:
- Technical work performed in each phase
- Who is involved in each phase
• Project Phases can overlap – “Fast Tracking”
• Common Characteristics of Project Life Cycles:
- Cost and Staffing levels are low at start and move higher towards the end
- Probability of successfully completing project is low at beginning, higher towards the end as project continues
- Stakeholder influence is high at the beginning and progressively lowers as project continues
Slide 13May 2011
Project Life CycleCost and Staffing levels
Slide 14May 2011
Project Life CycleStakeholder influence
Slide 15May 2011
Project Life CyclePutting it together
May 2011Slide 16
Project Life Cycle and Product Life Cycle Relationships
Following Figure illustrates the product life cycle starting with the business plan, through idea, to product, ongoing operations (and Maintenance) and product divestment (Disposal).
May 2011Slide 17
Stakeholders
Individuals or Organizations that are directly or indirectly involved
• Positively or Negatively impacted by the outcome of the Project
• Can influence project effort or the outcome of the project effort
• Often have conflicting expectations and objectives
• In general, differences should be resolved in favor of the customer –individual(s) or organization(s) that will use the outcome of the project
• Stakeholder management is a proactive task
- Project Mangers must determine all stakeholders and incorporate their needs into the project
Slide 18May 2011
Organizational Structures
The organization’s structure often constrains the availability ofresources for the project.
• Functional
• Projectized
• Matrix
Slide 19May 2011
Organizational StructuresFunctional
• A hierarchy where each employee has one clear superior.
• Staff is grouped by specialty, such as production, marketing,engineering, and accounting.
• Project work is done independently within each department.
Slide 20May 2011
Organizational StructuresProjectized
• Team members are often collocated.
• Most of the organization’s resources are involved in project work.
• Project managers have a great deal of independence and authority.
• Departments either report directly to the project manager or provideservices to the various projects.
Slide 21May 2011
Organizational StructuresMatrix
Maintains the functional (vertical) lines of authority while establishing a relatively permanent horizontal structure to interact with all functional units supporting the projects.
• Weak matrix
• Balanced matrix
• Strong matrix
Slide 22May 2011
Organizational StructuresWeak matrix
• Maintains many of the characteristics of a functional organization.
• The project manager’s role is more like that of a project coordinator or project expeditor.
Slide 23May 2011
Organizational StructuresBalanced matrix
• In-between weak and strong.
• The project manager has more authority than in a weak matrix.
• The PM is more likely to be full-time than part-time as in a weak matrix.
Slide 24May 2011
Organizational StructuresStrong matrix
• Similar in characteristics to a projectized organization.
• There is likely to be a department of project managers, which are full-time.
Slide 25May 2011
Organizational StructuresInfluence on Projects
Slide 26May 2011
Pop QuizQuestion 1
What is the definition of a project? Choose two.
A. A group of interrelated activities that create a unique benefit to the organization
B. Through the use of project management techniques, which are repeatable processes, a series of actions that are performed to produce the same result multiple times
C. A temporary endeavor undertaken to create a unique product, service, or result
D. A process used to generate profit, improve market share, or adhere to legal requirements
E. A time - constrained endeavor with assigned resources responsible for meeting the goals of the project according to the quality standards
May 2011Slide 27
Pop QuizQuestion 2
What is the term for a group of related projects managed in a coordinated fashion?
A. Life cycle
B. Phase
C. Process group
D. Program
May 2011Slide 28
Pop QuizQuestion 3
Which of the following general management skills does a project manager employ up to 90 percent of their time?
A. Programming
B. Communications
C. Leadership
D. Problem solving
May 2011Slide 29
Pop QuizQuestion 4
A project manager has the most authority under which organizational structure?
A. Project-based
B. Functional
C. Balanced matrix
D. Strong matrix
May 2011Slide 30
Pop QuizQuestion 5
What is one disadvantage of a project - based organization?
A. The organization doesn‘t work on anything that isn’t project-related.
B. Costs are high because specialized skills are required to complete projects in this type of structure.
C. The functional managers have control over which team members are assigned to projects.
D. Once the project is completed, the project team members may not have other projects to work on.
May 2011Slide 31
Thank You!