Project Management X470 UC Berkeley Extension Business and Management 23 April – 21 May 2011...
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Transcript of Project Management X470 UC Berkeley Extension Business and Management 23 April – 21 May 2011...
Project Management X470Project Management X470UC Berkeley Extension UC Berkeley Extension
Business and ManagementBusiness and Management
23 April – 21 May 201123 April – 21 May 2011
Saturdays 9am-4pmSaturdays 9am-4pm
425 Mission St, 8425 Mission St, 8thth Flr SF Campus Flr SF Campus
Ray JuRay Ju415.845.8880415.845.8880
[email protected]@sbcglobal.net
Jennifer RussellJennifer Russell415.385.1749415.385.1749
[email protected]@mastodonconsulting.com
Think Team 2
AgendaAgenda• IntroductionsIntroductions• WikispaceWikispace• Class Syllabus and ScheduleClass Syllabus and Schedule• Great Wall of ExpectationsGreat Wall of Expectations• Team Final ProjectsTeam Final Projects• LunchLunch• So you want to be a Project ManagerSo you want to be a Project Manager• 77thth Inning Stretch Inning Stretch• Values and BeliefsValues and Beliefs• Wrap upWrap up
Think Team 3
IntroductionsIntroductions• Pair up with someone you don’t knowPair up with someone you don’t know• Interview each other for 12 minutesInterview each other for 12 minutes• NameName• Where were you bornWhere were you born• Who do you work for Who do you work for • What do you do thereWhat do you do there• Level of Project Management experienceLevel of Project Management experience• Favorite thing to doFavorite thing to do• Little known fact about you Little known fact about you
Think Team 4
Great Wall of ExpectationsGreat Wall of Expectations
• On a Post It Note writeOn a Post It Note write– Why you are hereWhy you are here– What are you expecting to getWhat are you expecting to get– Put it onto the wall Put it onto the wall – Walk around and read each othersWalk around and read each others– Take a 10-minute Break Take a 10-minute Break
Think Team 5
Class Road Map – Gantt ChartClass Road Map – Gantt Chart
TopicTopicWeekly SessionsWeekly Sessions
11 22 33 44 55
Project FrameworkProject Framework
Project BaselineProject Baseline
Planning FactorsPlanning Factors
Execution and Execution and Monitoring & ControlMonitoring & Control
Closure / Special TopicsClosure / Special Topics
Think Team 6
Work Breakdown StructureWork Breakdown Structure
Level 1Level 1
Level 2Level 2
Level 3Level 3
Level 4Level 4
Project Objective StatementProject Objective Statement
Think Team 7
““By the end of the decade the United By the end of the decade the United States of America will send a man to the States of America will send a man to the
moon and safely return him.”moon and safely return him.” John F. John F.
KennedyKennedy• A succinct statement about the projectA succinct statement about the project
• Delivered in 30 seconds or lessDelivered in 30 seconds or less
• Understood by all members of the project teamUnderstood by all members of the project team
• Clear focus and alignmentClear focus and alignment
• Time bound with specific conditions of satisfactionTime bound with specific conditions of satisfaction
Think Team 8
What is a project?What is a project?• TemporaryTemporary endeavor endeavor
undertaken to create a undertaken to create a uniqueunique product, service product, service or resultor result
• Progressive elaborationProgressive elaboration – distinguishing distinguishing
characteristics of each characteristics of each project will be project will be progressively detailed progressively detailed as the project is better as the project is better understoodunderstood
– must be closely must be closely coordinated with project coordinated with project scope definitionscope definition
TIM
E CO
ST
SCOPE
Think Team 9
DeliverableDeliverable• Tangible, verifiable work productTangible, verifiable work product• MeasurableMeasurable• WBS Level 4WBS Level 4
• ScheduleSchedule• BudgetBudget• Scope StatementScope Statement• Floor PlansFloor Plans
Not the task but the output of the task!Not the task but the output of the task!
Think Team 10
What is Project Management?What is Project Management?• The application of The application of
knowledge, skills, knowledge, skills, tools, and tools, and techniques to project techniques to project activities to meet activities to meet project requirementsproject requirements
• PMI PM Processes: PMI PM Processes: o InitiatingInitiatingo PlanningPlanningo ExecutingExecutingo Monitoring andMonitoring and ControllingControllingo ClosingClosing
Examples:Examples:– Identifying requirementsIdentifying requirements– Managing trade-offs among scope, cost and timeManaging trade-offs among scope, cost and time– Establishing clear and achievable objectivesEstablishing clear and achievable objectives
Think Team 11
Organic Project ManagementOrganic Project Management = Science = Science + +
• PM Body Of KnowledgePM Body Of Knowledge• Application areas of Application areas of
knowledge, standards, knowledge, standards, regulationsregulations
• Project environmentProject environment• General management General management
knowledge and skillsknowledge and skills• Agile, Lean, XP frameworksAgile, Lean, XP frameworks
ArtArt ((Interpersonal skills)Interpersonal skills)
• Effective communicationEffective communication• Influence organizationInfluence organization• LeadershipLeadership• MotivationMotivation• Negotiation and conflict Negotiation and conflict
managementmanagement• Problem solvingProblem solving• Team buildingTeam building
Think Team 12
Areas of Expertise Needed for Areas of Expertise Needed for Effective Project ManagementEffective Project Management
PMBOKPMBOK
PMBOK GuidePMBOK Guide
Interpersonal SkillsInterpersonal Skills
General ManagementGeneral ManagementKnowledge and SkillsKnowledge and Skills
Understanding the Understanding the Project EnvironmentProject Environment
Application Area Application Area Knowledge, Standards, Knowledge, Standards, RegulationsRegulations
Think Team 13
Project PhasesProject Phases
Phase 1Phase 1 Phase 2Phase 2 Phase nPhase n
• Sub-division of a project for improved management control Sub-division of a project for improved management control • Conclusion marked by a review of key deliverables (milestones) Conclusion marked by a review of key deliverables (milestones)
and project performance to date (phase-exits, stage gates, kill and project performance to date (phase-exits, stage gates, kill points)points)
• Usually takes the name of their primary deliverable Usually takes the name of their primary deliverable (requirements, design, build, test, etc…)(requirements, design, build, test, etc…)
• Sum of all project phasesSum of all project phases• Define start and end of the projectDefine start and end of the project
• Define control and approval for each phaseDefine control and approval for each phase• Define deliverables in each phase and who should be involvedDefine deliverables in each phase and who should be involved
Project Life CycleProject Life Cycle
Stage-gate Stage-gate reviewreview
Think Team 14
Fast TrackingFast Tracking- Practice of overlapping phasesPractice of overlapping phases
- Parallel vs. SerialParallel vs. Serial
Phase 1Phase 1
Phase 2Phase 2
Phase nPhase n
a.k.a a.k.a concurrent engineeringconcurrent engineering
Think Team 15
Product Life CycleProduct Life Cycle• Lifecycle phases of products Lifecycle phases of products
(partial agreement)(partial agreement)o Idea to Launch FrameworkIdea to Launch Framework
• DiscoveryDiscovery• ScopingScoping• Business Case DevelopmentBusiness Case Development• DevelopmentDevelopment• Testing and ValidationTesting and Validation• Launch Launch
o GrowthGrowtho MaturityMaturityo DeteriorationDeteriorationo End of lifeEnd of life
• Lifecycle phases of projects Lifecycle phases of projects (no (no need for agreement)need for agreement)
Think Team 16
Project Lifecycle ExamplesProject Lifecycle Examples
Post-deployment Post-deployment and Warrantyand Warranty
DeploymentDeploymentPost Submission Post Submission ActivityActivity
TransitionTransitionTurn Over and Turn Over and Start UpStart Up
ExecutionExecutionRegistrations / Registrations / Work UpWork Up
ConstructionConstructionConstructionConstruction
Condition Condition ChecksChecks
Pre-clinical Pre-clinical DevelopmentDevelopment
ElaborationElaborationPlanning and Planning and DesignDesign
EnvisionEnvisionDiscovery and Discovery and ScreeningScreening
InceptionInceptionFeasibilityFeasibility
LogisticsLogisticsPharmaceuticalPharmaceuticalRational Rational Unified Unified ProcessProcess
ConstructionConstruction
Ph
aseP
hase
11
22
33
44
55
Think Team 17
Logistics Project Logistics Project Phase DeliverablesPhase Deliverables
EnvisionEnvision Condition Condition ChecksChecks ExecutionExecution DeploymentDeployment
Post-Post-deployment deployment and Warrantyand Warranty
•Scope and Scope and vision definedvision defined•Contingency Contingency planplan•Risk issuesRisk issues•Requirements Requirements gatheredgathered
•Implementation Implementation scope and scope and direction direction confirmedconfirmed•Approved to Approved to move forward move forward
•Implementation Implementation solution finalizedsolution finalized•Testing schedule Testing schedule establishedestablished•Implementation Implementation deployment deployment plannedplanned
•Management Management functions functions executedexecuted•Project Project functionality functionality validatedvalidated
•Implementation Implementation handed-off to handed-off to operations and operations and account account managementmanagement•Training Training conductedconducted•Project Project reviewedreviewed
Think Team 18
1.1. Wild enthusiasmWild enthusiasm
2.2. DisillusionmentDisillusionment
3.3. ChaosChaos
4.4. Search for the guiltySearch for the guilty
5.5. Punishment of the innocentPunishment of the innocent
6.6. Promotion of the non-participantsPromotion of the non-participants
7.7. Define the requirementsDefine the requirements
The “7 Phases” of a Project The “7 Phases” of a Project
(From: Dr. Harold (From: Dr. Harold Kerzner)Kerzner)
Think Team 19
Project Management Body Of Project Management Body Of Knowledge GuideKnowledge Guide
PMBOKPMBOK• Totality of knowledge Totality of knowledge
within the project within the project management management professionprofession
• Consists of:Consists of:– Proven and traditional Proven and traditional
practicespractices– Innovative and emerging Innovative and emerging
practicespractices– Published and Published and
unpublished practicesunpublished practices
• Constantly evolvingConstantly evolving
PMBOK Guide (“Is”)PMBOK Guide (“Is”)
• Identify generally Identify generally recognized good recognized good practices of project practices of project management for a management for a single single projectproject
• A subset of PMBOKA subset of PMBOK
• 9 Knowledge areas9 Knowledge areas 5 5 Process groups 44 Process groups 44 ProcessesProcesses
• PMI publication updated PMI publication updated every 4 yearsevery 4 years
Think Team 20
Process Groups – Knowledge Area MappingProcess Groups – Knowledge Area Mapping
Process GroupsProcess Groups
InitiatingInitiating PlanningPlanning ExecutingExecutingMonitoring Monitoring and and ControllingControlling
ClosingClosingKnowledge Area
IntegrationIntegration 22 11 11 22 11
ScopeScope 33 22
TimeTime 55 11
CostCost 22 11
QualityQuality 11 11 11
Human ResourceHuman Resource 11 22 11
CommunicationCommunication 11 11 22
RiskRisk 55 11
ProcurementProcurement 22 22 11 11
TotalTotal 22 2121 77 1212 22
Think Team 21
PMBOK Guide “PMBOK Guide “Is NotIs Not””
• Portfolio or Program Portfolio or Program ManagementManagement
• Project Management Project Management Maturity modelMaturity model– Organizational Project Organizational Project
Management Maturity Management Maturity Model (OPM3)Model (OPM3)
– Capability Maturity Model Capability Maturity Model (CMM), SEI and Carnegie (CMM), SEI and Carnegie MellonMellon
• Project Management Project Management Office (PMO)Office (PMO)
• Human FactorsHuman Factors– Conflict resolutionConflict resolution– LeadershipLeadership– Team buildingTeam building– Influencing the org.Influencing the org.– NegotiatingNegotiating– Problem solvingProblem solving
• StrategyStrategy• OperationsOperations• Organizational Organizational
CultureCulture
Think Team 22
Process Process
Input AInput A
Input BInput B
Input YInput Y
Input ZInput Z
Output/sOutput/s
A set of interrelated actions and activities that are performed A set of interrelated actions and activities that are performed
to achieve a pre-specified set of products, results, or servicesto achieve a pre-specified set of products, results, or services
What is the process objective?What is the process objective?
Think Team 23
Business Process Design FactorsBusiness Process Design Factors
FlowFlow Method for transforming input/s into Method for transforming input/s into output/soutput/s
EffectivenessEffectiveness How well customer expectations are How well customer expectations are metmet
EfficiencyEfficiencyHow well resources are used to How well resources are used to produce an outputproduce an output
Cycle TimeCycle Time Input to final output durationInput to final output duration
CostCost Entire process expenseEntire process expense
Non-value-Non-value-added timeadded time
Time between process steps when no Time between process steps when no work is done on the product/servicework is done on the product/service
Think Team 24
Project ProcessesProject ProcessesProjects are composed of processesProjects are composed of processes
Project Project Management Management
ProcessesProcesses
Product / Product / Service Service
ProcessesProcesses
InitiatingInitiatingPlanningPlanning ExecutingExecuting ClosingClosing
Monitoring and ControllingMonitoring and Controlling
ConstructionConstruction
ResearchResearch
SoftwareSoftwareDevelopmentDevelopment
ITITInfrastructureInfrastructure
Project life-cycle usually derived from product processes
Think Team 25
Network Migration ProjectNetwork Migration ProjectA large bank is migrating its branch and Automated Teller Machine network from a 3-tier IP network to a Multi Protocol Label Switching service provider network.
Core
Distribution
Access Branches and ATMs
Regional
Office
Data
Center
MPLS
BranchTelephony
Kiosk Video
BranchATMs
Data Center
Think Team 26
Network Migration Project Management and Product Network Migration Project Management and Product DeliverablesDeliverables
RequirementsRequirements PlanningPlanning DeliveryDelivery ClosingClosing
Project Project ManagementManagement
•Project CharterProject Charter •Scope Scope StatementStatement
•WBSWBS
•Project Project ScheduleSchedule
•Cost BaselineCost Baseline•Communications Communications PlanPlan
•Change Control Change Control
•Status ReportStatus Report
•Earned ValueEarned Value
•Deliverables / Deliverables / Tasks Tasks CompletionCompletion
•Lessons Lessons LearnedLearned
•Project Project Completion Completion AcceptanceAcceptance
ProductProduct •Application / Application / Network Network requirementsrequirements
•Network Network Design Design DocumentsDocuments
•Test Strategy Test Strategy and Plansand Plans
•Network Network Engineering docsEngineering docs
•Deployment Deployment processesprocesses
•Change Change RequestsRequests
•Product Product CompletionCompletion
•Test Test CompletionCompletion
•Product Product AcceptanceAcceptance
•Operational Operational Hand-OffHand-Off
Think Team 27
PMBOK Guide Process GroupsPMBOK Guide Process Groups
Process Process GroupGroup DescriptionDescription
InitiatingInitiating Formal start of a project or phaseFormal start of a project or phase
PlanningPlanning Scope, schedule, cost, risk, communication, Scope, schedule, cost, risk, communication, resources, trade-off analysis, ‘resources, trade-off analysis, ‘project planproject plan’, ’, project baselineproject baseline
ExecutingExecuting Implementing the ‘project plan’Implementing the ‘project plan’
Monitoring and Monitoring and ControllingControlling
Monitoring, measurement, corrective Monitoring, measurement, corrective actions to keep project on trackactions to keep project on track
ClosingClosing Formal acceptance of project (or phase) Formal acceptance of project (or phase) completioncompletion
Think Team 28
Project Process Group Project Process Group Linkage Linkage
Think Team 29
Process Groups Process Groups CharacteristicsCharacteristics
• Can have overlapsCan have overlaps• Each project life cycle phase can have all Each project life cycle phase can have all
five processesfive processes
Rolling wave planningRolling wave planning – progressive – progressive detailing of the project plan that indicates detailing of the project plan that indicates iterative and ongoing nature of planning. iterative and ongoing nature of planning. Near-term deliverables identified at a low-Near-term deliverables identified at a low-level view of detail, long-term deliverables level view of detail, long-term deliverables identified at a high-level view of detailidentified at a high-level view of detail
Think Team 30
Project Management Project Management ContextContext
• ProgramsPrograms – a group of related projects managed – a group of related projects managed in a coordinated way to obtain benefits and in a coordinated way to obtain benefits and control not available from managing them control not available from managing them individuallyindividually
• SubprojectsSubprojects – division of a project into more – division of a project into more manageable componentsmanageable components
• Portfolio Portfolio – a collection of projects or programs – a collection of projects or programs and other work that are grouped together to and other work that are grouped together to facilitate effective management of that work to facilitate effective management of that work to meet strategic business objectivesmeet strategic business objectives
Think Team 31
Project or Program?Project or Program?• Deliverable complexity (low or high)Deliverable complexity (low or high)• Deliverable quantity (few or many)Deliverable quantity (few or many)• Deliverable size (small or large)Deliverable size (small or large)• Number of people (few or many)Number of people (few or many)• Degree of interdependence (simple or Degree of interdependence (simple or
complex)complex)• Details of Agreements (tasks only or detailed Details of Agreements (tasks only or detailed
interfaces)interfaces)• Co-location of teams Co-location of teams
Think Team 32
Project Management Project Management OfficeOffice
• Centralizes and coordinate the Centralizes and coordinate the management of projects under its domainmanagement of projects under its domain
• Operates on a continuum from providing Operates on a continuum from providing only project management support only project management support functions to actual direct management functions to actual direct management and responsibility for meeting project and responsibility for meeting project objectivesobjectives
• Sometimes called Center of Excellence Sometimes called Center of Excellence (COE)(COE)
Think Team 33
Project StakeholdersProject Stakeholders• Individual and organizations that are actively Individual and organizations that are actively
involved in the project, or whose interest may be involved in the project, or whose interest may be affected as a result of the projectaffected as a result of the project
• May exert influence over the project’s objectives and May exert influence over the project’s objectives and outcomesoutcomes
• Need to be identified, needs and expectations Need to be identified, needs and expectations determined, and those needs manage and influenced determined, and those needs manage and influenced to ensure a successful projectto ensure a successful project
NeedsNeeds - items required by the stakeholder to successfully - items required by the stakeholder to successfully contribute to the project (resources , roles, information…contribute to the project (resources , roles, information…))
ExpectationsExpectations - what project “success” looks like to the - what project “success” looks like to the stakeholder (Recognition, bonus, enhanced prestige…)stakeholder (Recognition, bonus, enhanced prestige…)
Think Team 34
Key StakeholdersKey Stakeholders• Project managerProject manager• CustomerCustomer• Performing organizationsPerforming organizations• Project team membersProject team members• Project management teamProject management team• SponsorSponsor• InfluencersInfluencers• PMOPMO
Can you have conflicts among stakeholders? Can you have conflicts among stakeholders? If so, how should it be resolved?If so, how should it be resolved?
Think Team 35
Stakeholder Stakeholder ManagementManagement
• Identify stakeholders.Identify stakeholders.• Assess their knowledge and skills.Assess their knowledge and skills.• Analyze project to make sure their needs and Analyze project to make sure their needs and
expectations will be met.expectations will be met.• Get and keep them involved in the project.Get and keep them involved in the project.• Get their sign-off and formal acceptance.Get their sign-off and formal acceptance.
Customer satisfaction requires Customer satisfaction requires careful and accurate needs and careful and accurate needs and
expectations analysis.expectations analysis.
Think Team 36
Organizational Organizational SystemSystem
• Project basedProject based (driven) - work is characterized (driven) - work is characterized through projects, with each project as a through projects, with each project as a separate cost center having its own P&L separate cost center having its own P&L statement (ex. construction, aerospace) statement (ex. construction, aerospace)
• Non-project basedNon-project based (driven) - projects exist to (driven) - projects exist to support product or functional lines, P&L support product or functional lines, P&L measured on vertical or functional lines, measured on vertical or functional lines, priority given to revenue producing priority given to revenue producing functional line activitiesfunctional line activities
Think Team 37
Organizational Organizational StructuresStructures
Types are described in terms of the Types are described in terms of the project manager level of authorityproject manager level of authority
• Functional Functional (Traditional, Classical)(Traditional, Classical)
• MatrixMatrix
• ProjectizedProjectized
Think Team 38
GeneralManager
Engineering Production Sales MarketingAdminis-tration Director Level
Division Level
Department Level
Section Level Functional Responsibility
Admin.
The Functional Organizational The Functional Organizational StructureStructure
Think Team 39
General Manager
Project AManager
Project BManager
Project CManager
ENG. MFG.ENG. MFG. ENG. MFG.
Projectized Organizational Projectized Organizational StructureStructure
Think Team 40
Director:Project Mgmt.
Director:Engineering
Director:Manufacturing
Director:Finance/Admin.
Project Mgr. X
Project Mgr. Y
Project Mgr. Z
General Manager
The Matrix Management The Matrix Management StructureStructure (With a Director of Project (With a Director of Project
Management)Management)
Think Team 41
Organizational Structure and Organizational Structure and ProjectsProjects
Project Project FeaturesFeatures
Organizational StructureOrganizational Structure
FunctionalFunctionalMatrixMatrix
ProjectizedProjectizedWeakWeak BalancedBalanced StrongStrong
PM PM AuthorityAuthority
Little or Little or nonenone
LimitedLimited Low to Low to ModerateModerate
Moderate Moderate to Highto High
High to High to almost almost totaltotal
Resource Resource AvailabilityAvailability
Little or Little or nonenone
LimitedLimited Low to Low to ModerateModerate
Moderate Moderate to Highto High
High to High to almost almost totaltotal
Budget Budget controlcontrol
Functional Functional ManagerManager
Functional Functional ManagerManager
MixedMixed Project Project ManagerManager
Project Project ManagerManager
PM RolePM Role Part-timePart-time Part-timePart-time Full-timeFull-time Full-timeFull-time Full-timeFull-time
Proj. Mgm’t Proj. Mgm’t Admin StaffAdmin Staff
Part-timePart-time Part-timePart-time Part-timePart-time Full-timeFull-time Full-timeFull-time
Think Team 42
Team Work SummaryTeam Work Summary• Team FormationTeam Formation• Team CharterTeam Charter• Project ProposalProject Proposal• Project LifecycleProject Lifecycle• Case StudyCase Study• Stakeholder AnalysisStakeholder Analysis
(Templates in PM Workbook)(Templates in PM Workbook)