Procept Whirlwind Workshop 2007

1V2007-2, © Procept Associates Ltd.

A Whirlwind Tour of Modern Project Management


Keith Farndale, MBA PEng PMPPresidentProcept Associates Ltd.

Offices in Ontario, Atlantic Canada, Africa

V2007-2

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Project Management Training• Canada’s leader in PM training and

consulting • Emphasis on A/E/C• Registered Education Provider with

PMI• A full portfolio of courses, beginner to

advanced• “PMP” preparation • Public courses available through

University of Toronto



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Project Management Consulting

• Develop PM processes• Project planning support• Project Management Offices

(PMO)• Microsoft Project including

Enterprise PM• One-on-one coaching• Portfolio Management processes• ISO 9001 registered

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Outline

• Project management as a concept• “Project Management Body of Knowledge”• Project Management Institute• Trends in project management• PM maturity• Introducing PM into an organization• But first…



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Has This Happened to Your Project?

• Scope / requirements of the project not clearly defined

• Customer didn’t know what they really wanted

• “Scope creep” without approving impact on schedule & budget

• Conflicts over insufficient resources

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Has This Happened to Your Project?

• Insufficient project planning

• Committing to arbitrary, unrealistic dates

• Schedule out-of-control

• Cost overruns

• Project manager also acting as chief technical person?



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“Modern” Project Management

• Project: • “A temporary endeavor undertaken to

create a unique product or service”• There is a broadly accepted “PM Body of

Knowledge”

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Why Use Project Management?

• Focus on objectives: scope, cost, & time: consistent achievement

• Focus on customer requirements

• Business focus: earn a profit

• Coordinate across disciplines

• Respond to rapid change

• Use resources productively



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PM has Nine Knowledge Areas…

• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Procurement Management• Risk Management• Human Resources Management• Communications Management



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… and five “Process Groups”

Initiating

Closing

Planning

ExecutingMonitoring & Controlling

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Integration Management:Project Life Cycle

LEVEL OF EFFORT

TIMECONCEPT PLANNING EXECUTION CLOSE-OUT

PROJECT

PLAN



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(TYPICAL)

Fencing

SitePreparation

Storm Water

Landscaping

Curbs &Sidewalks

SiteDevelopment

Demolition

Foundations

Cladding &Roofing

Structure

Windows andDoors

InteriorFinishes

DetailedEngineering

Procured Items Installation Commissioning

Monorail

Arch / Civil

Elevator

HVAC

Potable Water

LPSW

Fire Protection

Sanitary andRoof Drains

Service Air

Instrument Air

Active Drains

Mechanical

PowerDistribution

Lighting

Fire Alarms

EmergencyPower

Grounding

Electrical

Telephone &PA

Data Network

SecurityMonitors

Data /Communications

ProjectManagement

Procurement

ProjectEngineering

(Overall)

MCCR Municipal MoL

Authorities

Management

BUILDINGPROJECT

Scope Management: WBS

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Time Management: Scheduling



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Cost Management: Earned Value

Cumulative cost

Time

BAC

Cost Baseline = PV

Time now

EV(earned value)

AC(actual cost)

EAC

CVSV

Variance AtCompletion



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Quality Management:Pareto Diagram

05

1015202530354045

% AGEOF PM

PROBLEMS

SCOPE CONTROLINSUFFICIENT RESOURCESARBITRARY DATESINSUFFICIENT PLANNINGCOMMUNICATIONSTAKEHOLDER EXPECTATIONSOTHER

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Risk Management:Risk Analysis

PRO

BA

BIL

ITY

OF

OC

CU

RR

ENC

E

IMPACT

LOW MEDIUM HIGH

LOW

MED

IUM

HIG

H

LOW

HIGH

MEDIUM

PMBOK Guide 11.3.2.2



Monte Carlo Simulation: Example

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Procurement ManagementPLAN

PURCHASES &ACQUISITIONS

CONTRACTADMIN.

SELECT SELLERS

PLAN CONTRACTING

REQUESTSELLERS

RESPONSES

TIMETIME

CONTRACTCLOSURE

CONTRACT CLOSE-OUT

BIDDERS LIST

CONTRACT EXECUTIONNEGOTIATION

RFP or RFQREQUISITION INITIATED

BID, PROPOSAL, or QUOTATIONBID ANALYSIS

CONTRACT ADMINISTRATION

PROC. PLAN



Matrix OrganizationGENERALMANAGER

FUNCTIONALMANAGER

FUNCTIONALMANAGER

FUNCTIONALMANAGER

FUNCTIONALMANAGER

Functional authority

PROJECTMANAGER

PROJECTMANAGER

Project reporting

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Human Resources Mgt:Organizational Continuum

SEPARATETEAM

NOCOORD'R COORD'R PROJECT

OFFICEFULL-TIME

P. MGR.

FUNCT'L PROJECTWEAK BALANCED STRONGMATRIX MATRIX MATRIX

PROJECT

FUNCTION

REL

ATI

VE IN

FLU

ENC

E



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Communication Mgt: a Model

NOISE

TRANSMITTER/COMMUNICATOR

ENCODING

MEDIUM

PERCEIVING,DECODING,

INTERPRETING

RECEIVER

MESSAGE FEEDBACK

REDUNDANCY

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Communication Management

• Lessons Learned• vs “Lessons Observed”?



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Trends

• Project management being recognized as a discipline ...– A chosen profession, not accidental

• ... And being recognized as a core competence by organizations– Individual competencies– PM career paths

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Trends

• Management of stakeholders– ... and their expectations– … Business Analysis

• Project teams– Flatter organizations– More projectized = more effective– Earlier involvement of members (“concurrent

engineering”)– Coaching, mentorship



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Trends• Consider organizational change• Virtual Teams

– Across time zones and cultures

• Growth of PMI’s influence– PMBOK Guide, Practice Standards, etc

• Project “Governance”– Project management offices

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PORTFOLIO

PORTFOLIOS

Portfolio, Programs, Projects…

PROGRAMS

PROJECTS

PORTFOLIOSPORTFOLIOS



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Project Management Institute

• www.pmi.org• Chapters, Colleges, Specific Interest

Groups• Standards and Practice Guides• PMP: Project Management Professional• CAPM: Certified Associate in PM• PgMP: program Management Professional

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Not All Projects Are Alike…

UNIQUE SIMILARPROJECTS PROJECTS

FEWLARGE

PROJECTS

MANYSMALL

PROJECTS

STRONG PMSKILLS,RISK MGT

SYSTEMATICPROCEDURES

SIMPLE PMTOOLS

CONTINUOUSIMPROVEMENT



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Introducing PM Maturity Into an Organization

• Senior management visibly committed

• Functional managers on board

• Select methodologies, guidelines, tools

• “Project Management Office”

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Introducing PM Maturity Into an Organization

• Project managers selected

– Business, technical, process, leadership skills

• Project management training

• Project sponsors

• Emphasize “team approach”

• Record “lessons learned”



Thanks!

Procept Associates Ltd.

Keith Farndale, MBA PEng PMPPresident

Procept Associates Ltd1234 Kingston Road, Suite 125Toronto Ontario M1N 1P3

Tel 416-693-5559www.procept.com

[email protected]

Procept Whirlwind Workshop 2007

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