Project management part 1

Project ManagementPart 1

Project Initiation

Project Planning

(Scope)

Project Planning

(Workflow)

Project Planning

(Resources)

Project Planning

(Finalization)

Project Baseline and

Execution

Project Monitoring and

Control

Project Reporting and

Communication

Project Closure

Project Management - Steps

Sample – Software Project “Smart Adverse Event Processing Management System (SAEPMS)”

Adverse Event Processing Engine

HTML email

Text email

SMS

[email protected]

Extract following details from Email/SMS Message

From / SenderAttachmentsBody / ContentsTimestamp / Date time when email was send

Database Cluster

Web Server

User Experience (UX)Adverse Event

Messages

1

2 3 4

5

1

2

3

4

5

User sends email or SMS text message to sample inbox i.e [email protected]

Processing engine extracts meaningful information from the adverse event messages and stores information in database.

Database stores all the information of adverse event and user details of the web application.

Web Server host web pages so that admin users and other users can access the web application.

User Experience is the web pages used by admin users and other users to view/modify adverse event data.

Sample – Software Project “Smart Adverse Event Processing Management System (SAEPMS)”

Projects“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”

Time (Schedule)

Scope (Deliverable)

Cost (Resources)

©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Definition of Project Management

“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.”


Projects and Programs

“A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects.”

Project

Project Project

Project Project

Program


Projects and Operations

Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service…

Operations are ongoing; projects are temporary endeavors

Goals of Project Management

• Meet or exceed stakeholder expectations.

• Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints.

• Manage change through iterative planning and progressive elaboration.

• Build teamwork, trust, and contributor relationships.

• Establish effective communications.

Project Management Triple Constraint

“Manage these or they

will manage you!”

Project Management Triple Constraint

Impact of Project Slip or Failure Cost of Change

Project Phases

Project Completion

Implementation

Design

Definition

Concept

Cost of Change vs. Time

Example for software project.

Project Management Challenges

• Unclear or poorly understood objectives

• Excessive schedule pressure

• Insufficient or uncommitted resources

• Unrealistic project complexity

• Shifting priorities and requirements

• Inadequate communication

• …

PMBOK® Guide Process Groups

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Figure 3-1. Project Management Process Groups


Figure 3-2. Process Groups Interact in a Phase or Project

Project and Product Life Cycles

Product life cycles align with project life cycles, but may have phases preceding project work and phases following it.

Typical Product Life Cycle Phases

Strategy/ Project Selection

Project MonitoringPhases

Project Acceptance

Support Retirement

Typical Project Life Cycle Phases

PlanningPhases

Execute/Build Phases

Test/Evaluate

Closure


Figure 3-4. Project Boundaries

Project Life Cycles• Phased, Stage Gate

For projects that are best managed using a succession of phases; generally best for easily definable project work.

• Agile, IterativeFor novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables.

Differences are mostly about scale; an iterative life cycle may be a sequence of brief projects.

Proposal-type Life Cycles

(Construction, Solution, Fee-for-Result Projects)

Typical Life Cycle Phases

InitiationPlanning andProposal

Selection Implementation Warranty Support

Alignment of Project Phases and PM Processes

Initiating Processes

Planning Processes

Executing, Monitoring & Controlling Processes Closing Processes

Development-type Life Cycles(IT, Infrastructure, Reengineering Projects, Product Development Projects)

Requirementsand Planning

Study/Define

Specify/Design

Test/Closure

Enhance/Support

MaturityDevelop/Build




Planning Processes



Figure 2-9. Typical Cost and Staffing Levels Across the Project Life Cycle

Agile, Iterative Life Cycles

(Cyclic, Evolutionary, Adaptive Methodologies)


InitiationRelease Planning

Cycle 1 Cycles 2-N Closure Support



Planning Processes


Project Charter Definition

• This document provides official authorization to start the project.

• This document must be supported and approved by the sponsor.

• In some cases, the project charter may be developed by others before the Project Manager has been assigned.

“Without a project charter, you don’t officially have a project.”

Project Charter ContentProject charters include information such as:

– Project purpose or justification

– Project leader/manager

– Project sponsor authorizing the work

– Measurable objectives and initial requirements

– Milestone schedule

– Initial budget

– Completion criteria

– High-level risks

Identifying Project Stakeholders

Other Stakeholders

Core Team• Full-time on project

• Involved in planning

and execution

Extended Team• Part-time

• Involved in specific

activities

Other Stakeholders• Sponsor

• Management

• Customers

• Users

• Vendors

• Partners

• Regulators

• …

Extended Team

ProjectLeader

Core Team

Acquire Project Team

“The process of confirming human resource availability and obtaining the team necessary to complete project assignments.” (PMBOK 9.2)


Project Team Roster

Name Role and Responsibility

Phone(s) email Location …

Create your roster and keep it updated.

Project Team Challenges

• Cross-functional teams

• Contributors who report to others

• Virtual teams

• Geography

• Time zone

• Language

• Culture

• Differing systems, processes, organizations

Define Project Objective

• Keep it short--25 words or so

• Summary of project scope, time, and cost

• Clear and understandable

• Avoid jargon and acronyms

• Like initial scope, this is only a target

Time/

Schedule

Cost/

Resources

Scope/

Deliverable

Establish Project Priorities

Time CostScope

Least Flexible

Moderately Flexible

Most Flexible

Validate Project Objective

Restate the request, and iterate as needed to

gain consensus.

Objective

and Priorities

Sponsor (And/Or:

Customers, Other Stakeholders)

Initial

Request

Project Manager/

Team

Objective

Define a Project VisionVision is about why your project matters.

– Describes how the world will be better or different when the project is successfully completed.

– Answers: “What’s in it for me?”

– Can motivate the project team.

“[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted ... [and we will] give a large number of men employment at good wages.”

- Henry Ford

Conduct a Start-up Workshop

An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits:

– Promote common understanding of project goals and priorities

– Create cohesive team

– Reduce wasted time, redundant effort

– Get a fast start on the project

Develop Project Management Plan

“The process of defining, preparing, and coordinating all subsidiary plans to integrate them into a comprehensive project management plan.” (PMBOK 4.2)

Project plans include:• Schedule• Budget• Quality plan• Communications plan

• Human resources plan• Risk management plan• Procurement plan• …

(Note: This course focuses on basic planning processes)


Benefits of Project Planning

• Set a basis for good communication.

• Minimize rework and missing work.

• Improve performance to schedule.

• Create deliverables that meet expectations.

• Better manage risk.

• Refine the understanding of the project.

• Establish that the project is possible.

Project Planning

• Project planning processes are scalable, applicable to projects of any size.

• Planning continues throughout a project, so it is self-correcting (progressive elaboration).

• While project planning processes are generally started in a set sequence, later steps are likely to reveal information that results in iteration back to adjust earlier planning and assumptions.

Project Planning Steps• Collect requirements, define scope.

• Define work breakdown structure (WBS) and project activities.

• Sequence activities

• Estimate activities

• Analyze workflow

• Delegate responsibilities, analyze resources

• Assess constraints and risks

• Negotiate, adjust, and finalize plans

• Set the project baseline

Project Planning Horizon• Detailed planning is often inaccurate for work

more than six months in the future.

• Longer projects often use Phase or “Rolling Wave” planning.

• Regardless of project duration, periodically review project plans and assumptions.

• Planning and execution inevitably overlap for most projects.

Collect Requirements

“The process of determining, documenting and managing stakeholders needs and requirements to meet the project objectives.” (PMBOK 5.2)

Scoping begins with defining requirements.


Requirement Specification Process

ValidRequirementsSpecification

GatherRequirements

ValidateRequirements

SpecifyRequirements

CurrentKnowledge

Agreement?

NO

YES

TechnologyCapability

Document RequirementsFormalize specifications in writing. Strive to make each requirement:

Specific

Measurable

Achievable

Stable

Clear and unambiguous

Project deliverables, like all parts of scope definition, will become clearer and more specific over time.

Requirements: Is & Is NotIs Is not

• What it isn’t.

• What it doesn’t do.

• “Wants” that you will

exclude.

• Features to be included

in the next project.

• Valid requirements that

won’t be in this project.

• …

• What it is.

• What it does.

• What it looks like.

• How it works.

• “Musts.”

• “Wants” that you will include.

• …

Set boundaries on the project; make needed adjustments before you plan and begin the work.

Acceptance/Completion Criteria

• The criteria your project customer will use to verify scope and accept your project deliverable.

• Specific testing criteria that will be used to validate the deliverable is complete.

• Technical specifications and performance data.

Define what “done” looks like at the start.

Define Scope

“The process of developing a detailed description of the project and product.” (PMBOK 5.3)

Scope definitions may be called (or be part of):• Project Charter

• Project Data Sheet

• Proposal

• Reference Specifications

• Statement of Work

• Plan of Record

• …

Whatever you call it, write it down.


Create Work Breakdown Structure“The process of subdividing project deliverables and project work into smaller, more manageable components.” (PMBOK 5.4)

A Work Breakdown Structure (WBS) is a logical hierarchy where:• Each lower level provides greater detail than the previous level.

• Any level can be easily and completely "rolled up” to the next higher level.

• All activities that must be completed in order to complete the project are identified.

Most projects will require multiple iterations of the WBS to develop a complete picture.


Organize the Work

• Develop task descriptions in "verb-noun" form.

• Group all tasks into major categories of work. Some typical methods are:

• Major deliverables• Organizational responsibility• Business Function• Geographical location• Life cycle or project phases

• Seek groupings of subtasks with no more than 4 to 7 items.

WBS Formats

Outline

Project ObjectiveTask 1.0

Task 1.1

Task 1.2

Task 1.3Task 1.4

Task 2.0

Graphical

Project Objective

1.0

1.41.31.21.1

4.03.02.0

Task 3.0

Task 4.0

(As with “sticky” notes) (As with scheduling tools)

Top-down vs. Bottom-up

Top-down: Work from the project objective down.

Bottom-up: Have everyone brainstorm as many tasks as possible. Organize the tasks into logical groupings.

Either approach (or a combination) can result in a thorough WBS. Use the approach that works best for you and your team.

Thank [email protected]

Project management part 1

Leadership & Management

Transcript of Project management part 1