gpe - autenticação · pdf file2.directing successful projects with ......

GPEengineering project management

Project Management in an Engineering Context

INITIATE

PLAN

EXECUTE

Monitoring & Control

CLOSING

Goals

Scope, qualityScheduleBudgetResourcesRiskProcurement

PMBOK knowledge areas (10)

Portfolios, Programs and projects

Project management standards do not address all the details of every topic.PMBOK (standard) is limited to single projects and the project managementprocesses that are generally recognized as good practice

Management of programs is addressed in The Standard for ProgramManagement, and management of portfolios is addressed in The Standard forPortfolio Management

Examination of an enterprise’s project management process capabilities isaddressed in Organizational Project Management Maturity Model (OPM3®).These are all PMI models and documents

References and standards (1)

PMBOK Fifth EditionInstituto Superior Técnico

PMI

PMBOK, Project Management Body of Knowledge, 2013, Project Management Institute, FifthEdition

Standard Program Management, Third Edition, 2013, Project Management Institute

Standard for Portfolio Management, Third Edition, 2013, Project Management Institute

Organizational Project Management Maturity Model (OPM3) is a PMI global best-practicestandard that helps organizations understand their project management processes, ensuresthat their projects are tied to the organization's strategy, and measures and guides theircapabilities for improvement. OPM3 is used to evaluate organization's project, programand portfolio processes


Maturity model

Prince2Is a de facto standard developed and used extensively by the UK government, widelyrecognized and used in the private sector, both in the UK and internationally. PRINCE2embodies established and proven best practice in project management.http://www.prince-officialsite.com/

Initially developed in 1989 by the Central Computer and Telecommunications Agency(CCTA) as UK Government standard for information systems (IT) project management,PRINCE2 version became available by 1996 as a generic project management method.PRINCE2 (Projects IN Controlled Environments) is a process-based method for effectiveproject management. There are now two support publications:

1. Managing Successful Projects with PRINCE22. Directing Successful Projects with PRINCE2


APM – Association for Project Management,http://www.apm.org.uk/. APM also produces standards, namely theAPM Body of Knowledge, 2012, 6th Edition, Association for ProjectManagement, UK

APM is an English Association with the following mission statement “todevelop and promote the professional disciplines of project andprogramme management for the public benefit”


IPMA

IPMA – International Project Management Association is a world leadingnon-profit making project management organization, representing more than 50project management associations from all continents of the world,http://www.ipma.ch. It is planted in Switzerland


3/9/17 Instituto Superior Técnico

International Journal of Project Management is published incollaboration with the

• Association for Project Management (APM) and the• International Project Management Association (IPMA)

P3M3 - The Portfolio, Programme and Project Management Maturity Model

https://www.projectsmart.co.uk/portfolio-programme-and-project-management-maturity-model.php

This is the last version of OGC's/APM Portfolio, Programme and ProjectManagement Maturity Model and the site has a lot of documentation available.

OGC - Office of Government Commerce, UK//APM// Cabinet Office


OGC actsassponsorto

• ProjectsINControlledEnvironments(PRINCE2)• ManagementofRisk(M_o_R)• PortfolioManagement(MoP)• ValueManagement(MoV)• InformationTechnologyInfrastructureLibrary(ITIL)• Portfolio,Programme andProjectOffices (P3O)

MSP (Managing Successful Programmes)

is also part of OGC and is concerned with programme management andorganizational change. MSP defines Programme Management as the“coordinated organization, direction and implementation of a portfolio of projectsand activities that together achieve outcomes and realize benefits that are ofstrategic importance.”

http://www.msp-officialsite.com/


PMBOK versus Prince2

Project Management Office (PMO) is the department or group that defines andmaintains the standards and processes related to project management withinan organization. PMOs have no specified structure and they depend on manythings, that is, PMOs are different from one another

ProjectManagementOffice(PMO)

HERE

Now we begin a more systematic visit to PMBOK

Introduction

PMBOK, Fourth Edition, Chapter 1

A project is a temporary endeavor undertaken to create a unique product, service,or result. The temporary nature of projects indicates that a project has a definitebeginning and end. The end is reached when the project’s objectives have beenachieved or when the project is terminated because its objectives will not or cannotbe met, or when the need for the project no longer exists. A project may also beterminated if the client (customer, sponsor, or champion) wishes to terminate theproject. Temporary does not necessarily mean the duration of the project is short. Itrefers to the project’s engagement and its longevity. Temporary does not typicallyapply to the product, service, or result created by the project; most projects areundertaken to create a lasting outcome. For example, a project to build a nationalmonument will create a result expected to last for centuries. Projects can also havesocial, economic, and environmental impacts that far outlive the projects themselves.

PMBOK, Fifth Edition, Chapter 1

1.2 What is a Project?

Project management is the application of knowledge, skills, tools, and techniquesto project activities to meet the project requirements. Project management isaccomplished through the appropriate application and integration of the 47logically grouped project management processes, which are categorized intofive Process Groups. These five Process Groups are:

Initiating,Planning,Executing,Monitoring and Controlling, and Closing


1.3 What is Project Management?

• Identifying (and negotiating with) stakeholders

• Identifying requirements and agree on specifications [CAN YOU CORRECT?]

• Address all the time the various needs, concerns, and expectations of stakeholders asthe project is planned and carried out

• Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature;

•

• Managing stakeholders towards meeting project requirements and creating project deliverables;

• Balancing the competing project constraints includes, but is not limited to:○ Scope○ Quality○ Schedule○ Budget○ Resources○ Risk Adapted from PMBOK, Fifth Edition, Chapter 1

Managing a project typically includes

The specific project will influence the constraints on which the project manager (team)

needs to focus (each project has a specific and unique environment)

Always consider the influence of the CONTEXT (project environment)

Iron Triangle

if the schedule is shortened, often the budget needs to be increased has you need to addadditional resources to complete the same amount of work in less time(*)

Because of the potential for change, the project management plan needs to be prepared tocorrections and progressive elaboration throughout the project’s life cycle


Identify the border

Not in the Fifth Edition

Project management is normally inscribed in a broaderorganizational context

In mature project management organizations, project management exists in abroader context governed by program management and portfolio management

Organizational planning impacts the projects by means of project prioritizationbased on risk, funding, and the organization’s strategic plan

Organizational planning can direct the funding and support for the componentprojects on the basis of risk categories, specific lines of business, or opportunity

PMBOK, Fifth Edition, Ch 1

A portfolio refers to a collection of projects or programs and other work thatare grouped together to facilitate effective management of that work to meetstrategic business objectives. The projects or programs of the portfolio maynot necessarily be interdependent or directly related

Portfolio management refers to the centralized management of one or moreportfolios, which includes identifying, prioritizing, authorizing, managing, andcontrolling projects, programs, and other related work, to achieve specificstrategic business objectives. Portfolio management focuses on ensuring thatprojects and programs are reviewed to prioritize resource allocation, and thatthe management of the portfolio is consistent with and aligned toorganizational strategies

1.4.2 Portfolio Management

Project portfolio management (PPM) is a set ofpractices that help in aligning projects, funding andresources with the organizational objectives(strategy)


A program is defined as a group of related projects, subprograms, and programactivities managed in a coordinated way to obtain benefits not available frommanaging them individually. Programs may include elements of related work outsidethe scope of the discrete projects in the program. …

Program management is the application of knowledge, skills, tools, and techniquesto a program in order to meet the program requirements and to obtain benefits andcontrol not available by managing projects individually.

Projects within a program are related through the common outcome or collectivecapability.

1.4.1 Program Management


A project management office (PMO) is a management structure that standardizes theproject-related governance processes and facilitates the sharing of resources,methodologies, tools, and techniques. The responsibilities of a PMO can range fromproviding project management support functions to actually being responsible for the directmanagement of one or more projects.

The projects supported or administered by the PMO may not be related, other than by beingmanaged together. The specific form, function, and structure of a PMO are dependent uponthe needs of the organization that it supports.

A primary function of a PMO is to support project managers in a variety of ways.

1.4.4 Project Management Office


Business value is a concept that is unique to each organization. Business value is defined asthe entire value of the business; the total sum of all tangible and intangible elements.

Examples of tangible elements include monetary assets, fixtures, stockholder equity, and utility.Examples of intangible elements include good will, brand recognition, public benefit, andtrademarks. Depending on the organization, business value scope can be short-, medium-, orlong-term. Value may be created through the effective management of ongoing operations.However, through the effective use of portfolio, program, and project management,organizations will possess the ability to employ reliable, established processes to meetstrategic objectives and obtain greater business value from their project investments.

While not all organizations are business driven, all organizations conduct business-relatedactivities. Whether an organization is a government agency or a nonprofit organization, allorganizations focus on attaining business value for their activities.

1.6 Business Value


The project manager is the person assigned by the performing organization to achieve theproject objectives. The role of a project manager is distinct from a functional manager oroperations manager. Depending on the organizational structure, a project manager mayreport to a functional manager or to the top. In other cases, a project manager may be one ofseveral project managers who report to a portfolio or program manager that is ultimatelyresponsible for enterprise-wide projects. In this type of structure, the project manager worksclosely with the portfolio or program manager to achieve the project objectives and to ensurethe project plan aligns with the overarching program plan. Many of the tools and techniquesfor managing projects are specific to project management. However, understanding andapplying the knowledge, tools, and techniques that are recognized as good practice is notsufficient for effective project management. In addition to any area-specific skills andgeneral management proficiencies required for the project, effective project managementrequires that the project manager possess at least the following 5 characteristics:

1.7 Roles of a Project Manager


1 Knowledge This refers to what the project manager knows about project management,the experience and maturity he/she has

2 Doer This refers to the ability to do or accomplish while applying their projectmanagement knowledge

3 Conviviality This refers to how the project manager behaves when performing theproject or related activity. Personal effectiveness encompasses attitudes, core personalitycharacteristics and leadership—the ability to guide the project team while achieving projectobjectives and balancing the project constraints

4 Trust This refers to the confidence others have in is own abilities

5 Delegation This refers to the ability to delegate to others in order to keep the project incontrol

Roles of a Project Manager


ISO 21500:2012AbstractISO 21500:2012 provides guidance for project management and can be usedby any type of organization, including public, private or communityorganizations, and for any type of project, irrespective of complexity, size orduration.ISO 21500:2012 provides high-level description of concepts and processesthat are considered to form good practice in project management. Projects areplaced in the context of programmes and project portfolios, however, ISO21500:2012 does not provide detailed guidance on the management ofprogrammes and project portfolios. Topics pertaining to general managementare addressed only within the context of project management.

gpe - autenticação · pdf file2.directing successful projects with ......

Documents