02. chapters 01-02-03- introduction framework - espol
TRANSCRIPT
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Chapters 1-2-3: Introduction
Formulation and Evaluation of Projects
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The Project Management Framework
Chapter 1 Introduction
Chapter 2 Project Life Cycle and Organization
Chapter 3 Project Management Proce for a Project
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1 INTRODUCTION
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PMBOK Guide
I a tandard !formal document that decri"e eta"lihed norm# method#
procee and practice$
%uideline for managing indi&idual project
' good practice (hich are applica"le to mot project mot of the time
' common &oca"ulary (ithin project management profeion
' foundational project management reference
PMI Code of )thic and Profeional Conduct i alo re*uirement for PMP
certification
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Advantages of Using Formal Project Management
+etter control of financial# phyical# and human reource
Impro&ed cutomer relation
,horter de&elopment time
Lo(er cot
-igher *uality and increaed relia"ility
-igher profit margin
Impro&ed producti&ity +etter internal coordination
-igher (or.er morale !le tre$
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hat is Project!
' Project i a temporary endea&or underta.en to create a uni*ue#
product# er&ice# or reult/
0emporary a definite "eginning and end/
epetiti&e element may "e preent "ut ha fundamental
uni*uene
I progrei&ely ela"orated/
itinguihing characteritic of each uni*ue project (ill "e
progrei&ely detailed a the project i "etter undertood/
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Project Attri"utes
' project4
-a a uni*ue purpoe
I temporary I de&eloped uing progrei&e ela"oration
e*uire reource# often from &ariou area
,hould ha&e a primary cutomer or ponor 0he project ponor uually pro&ide the direction and funding
for the project
In&ol&e uncertainty
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Project vs# O$erational ork
Projects
% To attain its o"jectives and terminate
% &reate own character' organi(ation' and
goals
% &atal)st for change
% Uni*ue $roduct or services
% +eterogeneous teams
% ,tart and end date
Operations
% To sustain the "usiness
% ,emi $ermanent charter' organi(ation'
and goals
% Maintain status *uo
% ,tandard $roduct or services
% +omogeneous teams
% Ongoing
Eamples
% Producing a -ews letter
% riting and $u"lishing a "ook
% .m$lementing a /A-
% +iring a sales man
% Arrange for a conference
% O$ening for a new sho$
% Producing the annual re$ort
Eamples
% 0es$onding to customers re*uests
% riting a letter to a Pros$ect
% +ooking u$ a Printer to a com$uter
% Meeting with an em$lo)ee
% Attending a conference
% O$ening the sho$
% riting a $rogress u$date memo
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hat is Project Management!
0he application of .no(ledge# .ill# tool and techni*ue to project acti&itie to
meet project re*uirement
Project Management i accomplihed through the application and integration ofthe procee (hich are grouped in the 5 proce group4
1/ Initiating
2/ Planning
3/ )6ecuting
7/ Monitoring and Controlling
5/ Cloing
ue to the nature of change# managing project i iterative and goe throughprogressive elaboration throughout the project8 lifecycle
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Managing Project
0he Project Manager i the peron reponi"le for accomplihing the project
o"jecti&e/
Managing a project include4
Identifying re*uirement/
)ta"lihing clear and achie&a"le o"jecti&e/
+alancing the competing demand of *uality# cope# time and cot/
'dapting the pecification# plan# and approach to the different concern and
e6pectation of the &ariou ta.eholder/
Progrei&e )la"oration 99 definitionContinuously improving and detailing a plan a more detailed and pecific information
and more accurate etimate "ecome a&aila"le as the project progresses# and there"y
producing more accurate and complete plan that reult from the successive iterations
of the planning process/
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Project &onstraints
)&ery project i contrained in different (ay "y it4
,cope
,chedule:0ime
Cot:+udget
;uality
eource
i.
If any one factor change# at leat one other factor i li.ely to "e affected/
It i the project manager8 duty to balance thee competing contraint/
SCOPE/QUALITY
The Triple Constraintor
The Trade-off Triangle
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Projects and ,trategic Planning
Project are mean of
'chie&ing organization8 trategic plan/
Organizing acti&itie that cannot "e addreed (ithin the organization normal
operational limit/
Project are typically authorized as a result of one or more of the follo(ing
trategic conideration4
Mar.et demand ,trategic opportunity:"uine need
Cutomer re*uet
0echnological ad&ancement
Legal re*uirement
)cological Impact
,ocial need
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Project Management Framework
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Project Management Knowledge Areas
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Project Management Knowledge Areas
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Project Management Tools and Techni*ues
Project management tool and techni*ue ait project manager and their
team in &ariou apect of project management/
=ote that a tool or techni*ue i more than jut a oft(are pac.age/
,pecific tool and techni*ue include4
Project charter# cope tatement# and >+, !cope$ %antt chart# net(or. diagram# critical path analye !time$
=et preent &alue# cot etimate# and earned &alue management !cot$
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Project ,uccess
0here are different (ay to define project ucce4
0he project met cope# time# and cot goal/
0he project atified the cutomer:ponor/
0he project produced the deired reult/
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Project ,uccess
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http://www.ted.com/talks/richard_st_john_s_8_secrets_of_success?language=es
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0elationshi$s Among Project Management'
Program Management and Portfolio Management
Project Management
Program Management
Portfolio Management
Project Management Office
PMOPMOPMOPMO
Portfolio
Program
Projects & Operation
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hat is a Program!
' program i4
?a group of related project managed in a coordinated (ay to o"tain "enefit and
control not a&aila"le from managing them indi&idually/@ ' program manager pro&ide leaderhip and direction for the project manager
heading the project (ithin the program/
'A'=0'%), Decreased risk
Economies of Scale
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Portfolios and Portfolio Management
' portfolio i a collection of project or program and other (or.
that are grouped together to facilitate effecti&e management of that
(or. to meet trategic "uine o"jecti&e/
Portfolio manager help their organization
ma.e (ie investment decisions "y helping to select and analyze projects from a strategic perspective
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&om$arative Overview
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Project Management &om$ared to Project
Portfolio Management
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Projects and ,trategic Planning
Project are mean of organizing acti&itie that cannot "e addreed
(ithin the organization normal operational limit/
Project are typically authorized a a reult of one or more of the
follo(ing trategic conideration4
' Mar.et emand B Organizational =eed ' Cutomer e*uet
' 0echnological 'd&ancement
' Legal e*uirement
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,u"$rojects
Project are fre*uently di&ided into more managea"le component
or u"project/
,u"project are often contracted to an e6ternal enterprie or to
another functional unit in the performing organization/
,u"project can "e referred to a project and managed auch
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PMO
' department that centralize the management of project/
' PMO uually ta.e one of three role4
Project ,upport4 Pro&ide project management guidance to project
manager in "uine unit/
Project Management Proce:Methodology4 e&elop andimplement a conitent and tandardized proce/
0raining4 Conduct training program or collect re*uirement for an
outide company
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Primar) Function of PMO
' Primary function of PMO i to upport project manager in a
&ariety of (ay (hich may include# "ut are not limited to4 Managing hared reource acro all the project adminitered "y the PMO
Identifying and de&eloping project management methodology# practice B
tandard
Coaching# mentoring # training and o&eright
Monitoring compliance (ith project management tandard policie# procedure #
and template &ia project audit /
e&eloping and managing project policie# procedure# template# and other
hared documentation ! organizational proce aet$ and
Co coordinating communication acro project
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Project Management Office 1PMO2 3 &ont4d
-ome for project manager4 Maintain a centralized office from (hich projectmanager are loaned out to (or. on project/
Internal conulting and mentoring4 'd&ie employee a"out "etpractice/
Project management oft(are tool4 ,elect and maintain projectmanagement tool for ue "y employee/
Portfolio management4 )ta"lih a taff of program manager (ho canmanage multiple project that are related# uch a infratructure technologie#de.top application and o on# and allocate reource accordingly/
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0ole of a Project Manager
0he Project Manager i the peron responsible for accomplishing the project
o"jecti&e/
Project manager tri&e to meet the triple constraint "y "alancing project cope#time# and cot goal
epending on the organization tructure # a project manager may report to
functional manager/
In other cae project manager may "e one of the e&eral project manager (ho
report to a portfolio or program manager that i ultimately reponi"le for enterprie
(ide project / In thi type of tructure# the project manager (or. cloely (ith theportfolio or program manager to achie&e the project o"jecti&e
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Project 56$editer and &oordinator
Project manager8 role can &ery limited
Project )6pediter act primarily a a staff assistant
a communications coordinator/
cannot peronally ma.e or enforce deciion/
Project Coordinator
ha ome po(er to ma.e deciion
-a ome authority report to a higher9le&el manager
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,takeholders
,ta.eholder are peron or organization (ho are acti&ely in&ol&ed in the
project or (hoe interet may positively or negatively affected "y the
performance or completion of the project/
,ta.eholder ha&e varying levels of responsibility and authority and can
change o&er the project life cycle
Project management team mut continuouly identify "oth external and internalta.eholder
Project manager mut manage the influence of &ariou ta.eholder in relation
to the re*uirement and balance stakeholders interest
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,takeholders
,ome e6ample of project ta.eholder
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5nter$rise 5nvironmental Factors
efer to both internal ! external en&ironmental factor that urround or
influence a project8 ucce
' an input in almot all project management proce
May enhance or constrain project management option May ha&e positive or negative influence on the outcome
)6ample4
Organizational culture# tructure#and procee
%o&ernment or indutry tandard
Infratructure
)6iting human reource
Peronnel adminitration Company (or. authorization
ytem
Mar.etplace condition
,ta.eholder ri. tolerance Political climate
Organization8 eta"lihed
communication channel
Commercial data"ae
Project management information
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Project &haracteristics
Youve just learned that a project has several characteristics:
Projects are unique
Projects are temporary in nature and have a definite beginning and endingdate.
Projects are completed when the project goals are achieved or its
determined the project is no longer viable.
A successful project is one that meets or exceeds the expectations of yourstakeholders.
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.s it a Project!
Consider the following scenario: The VP of marketing approaches you with a
fabulous idea fabulous because hes the big boss and because he thought it
up. He wants to set up kiosks in local grocery stores as mini-offices. These
offices will offer customers the ability to sign up for new wireless phone
services, make their wireless phone bill payments, and purchase equipment and
accessories. He believes that the exposure in grocery stores will increase
awareness of the companys offerings. After all, everyone has to eat, right? He
told you that the board of directors has already cleared the project, and hell
dedicate as many resources to this as he can.
He wants the new kiosks in place in 12 stores by the end of next year. The best
news is he has assigned you to head up this project.
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Is it unique?
Does the project have a limitedtime frame?
Is there a way to determinewhen the project is completed?
Is there a way to determinestakeholder satisfaction?
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.s it a Project!
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Is it unique?Yes, because the kiosks dont exist in the local grocery stores.This is a new way of offering the companys services to its customer base.Although the service the company is offering isnt new, the way it is presentingits services is.
Does the project have a limited time frame?Yes, the start date of thisproject is today, and the end date is the end of next year. It is a temporaryendeavor.
Is there a way to determine when the project is completed? Yes, thekiosks will be installed, and services will be offered from them. Once all thekiosks are intact and operating, the project will come to a close.
Is there a way to determine stakeholder satisfaction? Yes, the
expectations of the stakeholders will be documented in the form ofrequirements during the planning processes. These requirements will becompared to be finished product to determine whether it meets expectationsof the stakeholder.
Houston, we have a project.
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! PRO"ECT #IFE C$C#E %ND
OR&%NI'%TION
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The Project /ife &)cle
0he project life cycle i the agglomeration of all phae in the
project
'll project are di&ided into phae# and all project# large or
mall# ha&e a imilar life cycle tructure/4 ,tarting the project #
organizing and preparing # carrying out the project (or. and
cloing the project 't a minimum# project (ill ha&e a "eginning or initiation phae# an
intermediate phae or phae# and an ending phae/
)ach phae ha a defined endpoint
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&haracteristics of Project /ife &)cle
Cost and staffing levels are lo( at the tart#pea. a the (or. i carried out# and drop
rapidly a the project dra( to a cloe/
Stakeholder influences" risk" anduncertainty# are greatet at the tart of the
project/ 0hee factor decreae o&er the life
of the project/
#bility to influence the final
characteristics of the projects product"without significantly impacting cost# i
highet at the tart of the project and
decreae a the project progree to(ard
completion/
DorD0he cost of changes and correcting errors
typically increae u"tantially a the project
approache completion/
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Project Phases and the Project /ife &)cle
' project life cycle i a collection of project phae that define4
>hat (or. (ill "e performed in each phae
>hat deli&era"le (ill "e produced and (hen >ho i in&ol&ed in each phae
-o( management (ill control and appro&e (or. produced in each phae
' deli&era"le i a product or er&ice produced or pro&ided a part
of a project
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+andoffs
Project phae e&ol&e through the life cycle in a erie of phae
e*uence called handoff# or technical tranfer/ 0he end of onephae e*uence typically mar. the "eginning of the ne6t/
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Phase7to7Phase 0elationshi$s
0here are three "aic type of phaetophae relationhip 4
# Sequential relationship 4 (here a phae can only tart once
the pre&iou phae i complete
#n $verlapping relationship 4 (here the phae tart prior to
completion of the pre&iou one !
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Organi(ational .nfluences
,ome organizational apect that influence ho( project are
performed4
Culture and tyle !Cultural norm$
Organizational tructure
egree of project management maturity
Project management ytem
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T)$es of Organi(ational ,tructures 182
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T)$es of Organi(ational ,tructures 192
>ea. Matri6 Po(er ret (ith the functional
manager
Po(er of project manager
coordinatoror expediter
+alanced Matri6 Po(er i hared "et(een the
project manager and thefunctional manager
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T f O i i l , 1:2
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T)$es of Organi(ational ,tructures 1:2
,trong Matri6 Po(er ret (ith the project
manager
Compoite
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O i ti l ,t t
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Organi(ational ,tructure
Influence of organizational tructure on project
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O i ti l ,t t
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Organi(ational ,tructure
#dvantages Disadvantages
&unctional )aier management of pecialit 0eam mem"er report to only one
uper&ior
,imilar reource are centralized# a thecompany i grouped "y pecialtie Clearly defined career path in area of
(or. pecialization
People place more emphai on theirfunctional pecialty to the detriment of the
project
=o career path in project management 0he project manager ha little or no authority
'rojectized )fficient project organization
Loyalty to the project More effecti&e communication than
functional
=o ?home@ (hen project i completed
Lac. of profeionalim in dicipline uplication of facilitie and jo" function Le efficient ue of reource
(atrix -ighly &ii"le project o"jecti&e Impro&ed project manager control o&er
reource
More upport from functional area Ma6imum utilization of carce reource +etter coordination
)6tra adminitration i re*uired More than one "o for project team More comple6 to monitor and control 0ougher pro"lem (ith reource allocation =eed e6teni&e policie and procedure
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O i ti l P A t
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Organi(ational Process Assets
Procee B Procedure
Organizational tandard procee uch a tandard# policie
,tandardized guideline# (or. intruction# propoal e&aluation criteria# and
performance meaurement criteria
0emplate
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( PRO"ECT )%N%&E)ENT PROCE**
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Project Management Process
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Project Management Process
0(o categorie of project proce4
'roduct)oriented process
hould "e conidered in project "ut not e6plained in PM+OE
'roject management process
Enter phase/Start project
Exit phase/End project
InitiatingProcesses
ClosingProcesses
PlanningProcesses
ExecutingProcesses
Monitoring &Controlling Processes
Project
Boundaries
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Process .nteraction
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Process .nteraction
Project management
procee are
repreented a dicrete
element (ith (ell9defined
interface
In practice# they o&erlap
and interact
I
E
C
P
M&C
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Process Grou$s ; Knowledge Areas Ma$$ing
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Process Grou$s ; Knowledge Areas Ma$$ing
*nowledge #rea'rocess
Initiating Planning )6ecuting Monitoring B Control Cloing
Integration e&elop ProjectCharter
e&elop Project Management Plan irect and Manage Project
)6ecution
Monitor and Control Project >or.
Perform Integrated Change Control
Cloe Project
,cope Collect e*uirement
efine ,copeCreate >+,
Aerify ,cope
Control ,cope
0ime efine 'cti&itie,e*uence 'cti&itie
)timate 'cti&itie eource
)timate 'cti&itie uration
e&elop ,chedule
Control ,chedule
Cot )timate Cotetermine +udget
Control Cot
;uality Plan ;uality Perform ;uality 'urance Perform ;uality Control
-uman
eourcee&elop -uman eource Plan 'c*uire Project 0eam
e&elop Project 0eam
Manage Project 0eam
Communication Identify
,ta.eholder
Plan Communication itri"ute Information
Manage ,ta.eholder )6pectation
eport Performance
i. Plan i. ManagementIdentify i.
Perform ;ualitati&e i. 'nalyi
Perform ;uantitati&e i. 'nalyi
Plan i. epone
Monitor and Control i.
Procurement Plan Procurement Conduct Procurement 'dminiter Procurement Cloe
Procurement
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T+an, $ou
-e6t to$ic