naill m. momani, ph.d., p.e. excellence in business continuity and crises management amman-jordan

Naill M. Momani, Ph.D., P.E.

Excellence in Business Continuity and Crises Management

www.ebccm.org

Amman-Jordan

Understand Project Management Overview and framework

Get familiarized with Project Management Institute standards (PMI)

Discuss the general concepts and practices of project management using the PMBOK model

Get familiarized with PMP Exam (content and format ) Assist to Pass the Project Management Professional

(PMP®) certification examination

TRAINING TOPICS- ROADMAP

Walkthrough

Project management Context

The project charter

Integrate

Identify and manage stake holders

Finalizing objectives-Scope statement

Scoop creep -WBS

Real world Estimating

Real world scheduling

Communication management

Preventing problems-risk management

Human Resources

Quality

Professional Responsibility

Procurement & Contracts

PMP Prep

1. PMI 2. What is a Project 3. What Is Project Management?4. The Project Management Cycle5. Organizational 6. Processes

The Project Management Institute

Established in 1969

Headquartered outside Philadelphia, Pennsylvania USA

World’s leading not-for-profit project management professional association

Concerned with the advancement of the project management profession

www.pmi.org

Project management body of knowledge

Approved by ANSI as PM reference

Reference manual for PM professionals

Basis for certification examination

Introduction to 9 PM knowledge areas.

What is a Project?

A project is a temporary endeavor undertaken to create a unique product or service.

Examples:◦ Developing a new product or service◦ Effecting a change in staffing or style of an organization◦ Designing a new transportation vehicle◦ Constructing a building or facility◦ Running a campaign for political office

“A temporary endeavor undertaken to create a unique product or service.”*

*2004 PMBOK Guide (p. 5).

Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something

(project "deliverables")unique One of a kind, rather than a collection of

identical itemsproduct Tangible objects, but could include things like

computer software, film or stage worksservice Might include the establishment of a day- care

center, for instance, but not its daily operations.

There are few, if any, definitive definitions. Project management knowledge is shared understanding

of what it takes to deliver products and services effectively.

Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.

Temporary

Project

Progressively Elaborated Unique

Consumes Resources

Project

UniqueTemporary

Operation

RepetitiveOngoing

Quality

ScopeScope

ScopeScope

Cost

CostCost

Cost Tim

eTi

me

Tim

eTi

me

Project Completion: Within Schedule Within Budget Meeting Spec requirements Acceptance by customer and or user Customer Satisfaction With minimal or agreed upon scope changes Without disturbing workflow of organization Without negatively affecting corporate culture

Project Manager has primary responsibility over successful project completion

Average Project cost overrun is 43% 15% of projects will be canceled before they ever get

completed ONLY 34% of software projects are completed on-

time and on-budget Projects completed by the largest American companies

have approximately 42% of the originally-proposed features.

100 billion lost in US in 2004 Projects 17 billion overrun in US Projects in 2004

Largest study on project management : 75% of respondents reported projects consistently

coming Late And Over Budget 50% reported Project Management Methodologies

Too rarely applied to projects. 70% reported need for additional executive

support to improve project performance

?

Stakeholders unclear about important aspects of project

Stakeholders varying and unclear interests in project

Mismanagement of stakeholders expectations Not enough time spent in defining project

objectives No system in place to manage project objectives

over project lifecycle

Not enough time spent on planning Perception of planning being non value add Attitude of “Just Do It” Attitude of “we all know what needs to be done” Too busy for planning

Optimism by nature Lack of risk management Pressure of deadlines Lack of Product Development Process Lack of historical information

Unclear Product development process Lack of communication The “Kill the messenger” External pressures The “yes I can”

Competing for resources among projects Lack of skilled resources Budgetary constraints Not taking learning curve into

consideration Lack of resource planning

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements

Initiating: Authorizing the project

Planning: Project objectives are determined, as well as how to reach these objectives within the given constraints.

Executing: Actual implementation of the project as indicated in the projects plans, through utilizing available resources.

Controlling: Project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements.

Closing: The project and its various phases are brought to a formal end.

◦ Identifying requirements◦ Establishing clear and achievable objectives◦ Balancing the competing demands◦ Adapting specifications, plans, and approach

to the different concerns and expectations of the various stakeholders

As the team knows more about the project, it can manage to a greater level of detail

Benefits of using PM:◦ Reduce changes by 50%◦ Reduce lead time by 50%◦ Reduce rework by 50 – 75%

Project Life-Cycle

Projects are divided into phases to provide better management control with appropriate links to the

ongoing operations of the performing organization. These phases together form what is

called “project life cycle”

Phase 1

Phase 2

Phase 3

Phase 4

Project Life Cycle

PLAN

DO

CHECK

ACT

Define the beginning and end of a project Define the work and the types of resources

involved in each phase

Each project phase has certain deliverable (s) Project phase is generally concluded with a review of

the work accomplished and the deliverables to determine acceptance, or whether extra work is still

required, or whether the phase should be considered closed.

A phase can be closed without the decision to initiate any other phases.

Organization

Project Coordinatio

n

Clear lines of authority Career development Comfortable and easier to grasp Technical expertise Flexible resource assignments

No accountability over complete project No project emphasis Low coordination across functions No customer focal point Low delegation of authority Work delays due to red tape Blame game vs. objective conflict resolution Heavy politics Lack of big picture view

Project Coordinatio

n

Project Coordination

Project Coordination

Project Coordination

Addresses both functional and project requirements

Cross functional operations Stresses behavioral skills and

empowerment

Unclear lines of authority Success highly dependent on individuals Two bosses Uncomfortable Difficult to master Difficulty setting priorities

Project Coordination

President

Project A Project B

Manufacturing Manufacturing

Marketing

Finance

Engineering

Marketing

Finance

Engineering

Low

Project ManagerAuthority

High Functional Matrix Projectized

VP Operations

Director Engineering

Director Information Technology

Director Manufacturing

Management

------------------------ ----Management

-------------------------- Management Management Management

-------------------Management

----------------------------

Project Manager

Staff

StaffStaffStaffStaffStaff

StaffStaffStaffStaff

--------------------

Director

Functional Manager

Functional Manager

Functional Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

--

--

--

--

--

--

--

--

--

AA B

BB B

B

--

--

A

C

C--

CC

Project Manager

A

Project Manager

B

Project Manager

C

Systematic approach to project management Creativity Well defined project lifecycle Marketing phase

High risks in early project phases More difficult learning organization More difficult employee synergy

Leading Communicating Negotiating Problem Solving Influencing the Organization

How to L.E.A.D.?Lead with a clear purposeEmpower to participateAim for consensusDirect the process

How to Communicate?- Written and Oral (Listening and Speaking)- Internal and External- Formal and Informal- Vertical and Horizontal

What to Negotiate?- Scope, cost, and schedule objectives- Changes to scope, cost, or schedule- Contract terms and conditions- Resources and Assignments

How to Solve Problems?

- Problem definition- Brainstorming alternative solutions- Decision making

Why to Influence?- To get things done!

Leadership Team building Conflict resolution Planning Organization Entrepreneurship Communication Negotiation Decision making.

Project Management Competence

Business Management Competence

Understanding of Project Environment

Understanding of Project Technology

Flexibility Initiative and

leadership Assertiveness Confidence Persuasiveness Effective

Communication

Enthusiasm Creativity Generalist Well Organized Decision Maker Poise Honesty and

Integrity

Integration SCOPE

TIME

COST

QUALITY Human

Resources

COMMUNICATION

RISK

Procur-

ement

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communication Management Project Risk Management Project Procurement Management

Project Plan Development Project Plan Execution Integrated Change Control

Initiation Scope Planning Scope Definition Scope Verification Scope Change Control

Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control

Resource Planning Cost Estimating Cost Budgeting Cost Control

Quality Planning Quality Assurance Quality Control

Organizational Planning Staff Acquisition Team Development

Communication Planning Information Distribution Performance Reporting Administrative Closure

Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risks Analysis Risk Response Planning Risk Monitoring and Control

Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Closeout

Project Charter Project Plan Risks and Issues Reports Meeting Agendas Minutes of Meetings Status Reports Closeout Report

The Project Charter formally describes and authorizes work to be performed on a project.

To view a sample template, please click

A formal, approved document used to guide both project execution and project control.

To view a sample template, please click

A report designed to quantify the impact of uncertainties.

To view a sample template, please click.

List of things to be done or discussed, at any project meeting.

To view a sample template, please click

Formal notes taken during a meeting.

To view a sample template, please click

The comparison of actual progress against the plan to determine variance and corrective action.

To view a sample template, please click

Documentation of the completion of all work on a project.

To view a sample template, please click.

Microsoft Project Primavera All Clear Many others

Projects are complex: projects call on various planning and implementation skills, and involve various partners and players.

Projects are collective: projects are the product of collective endeavour. They are run by teams, involve various partners and cater for the needs of others.

Projects are unique: all projects stem from new ideas. They provide a specific response to a need (problem) in a specific context. They are innovative.

Projects are an adventure: every project is different and ground-breaking; they always involve some uncertainty and risk.

Projects can be assessed: projects are planned and broken down into measurable aims which must be open to evaluation.

Projects are made up of stages: projects have distinct, identifiable stages

Projects have a purpose: projects have clearly-defined aims and set out to produce clearly-defined results. Their purpose is to solve a “problem”, and this involves analysing needs beforehand.◦ Suggesting one or more solutions, it aims at lasting social

change.

Projects are realistic: their aims must be achievable, and this means taking account both of requirements and of the financial and human resources available.

Projects are limited in time and space: they have a beginning and an end, and are implemented in a specific place and context.

Exercises

What is Project Management?

Instructions: In the space below, enter in your own words your definition of project management. Use a single sentence rather than a bulleted list.

Use this space for your team’s definition of project management.

Use this space for the other teams’ definitions.

After this workshop, create your own working definition.

PMP Preparation Course

Nine Knowledge Areas Instructions: For each of the nine knowledge areas, look

back over your past project experience and if possible pick a “defining moment,” in which you intuitively used that knowledge extremely well.

1. Integration Management 2. Scope Management 3. Time Management 4. Cost Management 5. Quality Management 6. Human Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management

Time: Approximately 25 minutes Instructions: Gather information about people in the room.

When completed the, each team should be able to introduce any person in the room provide the following pieces of information:

* Name * Department and job title * City of birth *What he or she considers the greatest project completed in

history

Each team will elect a project manager. The project manager and team will have three minutes to discuss their strategies for completing the project and then will provide the facilitator with a "sealed bid" indicating how long it will take their team to complete.

The participant's final score will be their actual completion time plus half of the difference between their estimated and actual time.

Mini Project

Time: Approximately 25 minutes Instructions:1) Write down your individual definition of "Project Management", in

a single sentence.2) Appoint a team coordinator3) The team coordinator should let each team member read his or

her individual definition and finally let the team coordinator read his own definition.

4) Each team is responsible for composing their definition of project management, upon which they all agree.

Defining Project Management

Time: Approximately 15 minutes Instructions:1) Use Handout as a Guide for writing down where you have already

used the knowledge areas. (You may have not used the knowledge areas before, but you may have experienced many)

Using the Nine Project Management Knowledge Areas