pmbok for 5 days

8/18/2019 PMBOK for 5 Days

1/303

Project ManagementBased on PMBOK


2/303

2

Workshop Objectives

1. Knowledge and best practices of project management in particular

based on PM PM!OK

2. "kill set of using PM "oftware# Microsoft Project in supporting the

planning$ e%ecution and controlling process of the overall projectmanagement process including# schedule development$ resources

planning and allocation$ cost estimation and budgeting$ resources

pooling and leveling$ assessing risks$ performance anal&sis$

communications and team collaborations

'. ( comprehensive preparations for the Project ManagementProfessional )PMP* certification e%am from PM as well as the

nternational Project Management certification e%am conducted b&

+ekmetriks ,"( on-line real-time via nternet.


3/303

'

Participants ole

ela% and enjo& &ourself

Participate activel&

/eel free to ask 0uestions

omplete e%ercises

Please switch &our hand phones tosilent mode


4/303

THE PROJECTMANAGEMENT FRAMEWORK

ntroduction to ProjectManagement


5/303

(dvantages of ,sing /ormalProject Management

!etter control of financial$ ph&sical$ and human resources

mproved customer relations

"horter development times 3ower costs

4igher 0ualit& and increased reliabilit&

4igher profit margins

mproved productivit& !etter internal coordination

4igher worker morale


6/303

5

What s a Project6

( project is a temporar& endeavor undertakento accomplish a uni0ue purpose

(ttributes of projects uni0ue purpose temporar&

re0uire resources$ often from various areas should have a primar& sponsor and7or customer involve uncertaint&


7/303

8

93(+9: 9;:9(


8/303

>

"amples of Projects

;orthwest (irlines developed a new reservations&stem called es;et

Man& organi=ations upgrade hardware$ software$and networks via projects

Organi=ations develop new software or enhancee%isting s&stems to perform man& business

functions 6

6


9/303

?

+he +riple onstraint

9ver& project is constrained in different wa&s

b& its "cope goals# What is the project tr&ing to

accomplish6

+ime goals# 4ow long should it take to complete6

ost goals# What should it cost6 t is the project manager@s dut& to balance

these three often competing goals


10/303

1A

+he +riple onstraint of ProjectManagement


11/303

11

What is Project Management6

Project management is Bthe application of

knowledge$ skills$ tools$ and techni0ues to

project activities in order to meet projectre0uirementsC )PMD$ Project Management !od&

of Knowledge )PM!OK Euide*$ 2AAA$ p. 5*

D+he Project Management nstitute )PM* is an international

professional societ&. +heir web site is www.pmi.org.


12/303

12

Project Management/ramework


13/303

1'

Project "takeholders

"takeholders are the people involved in or affected

b& project activities

"takeholders include the project sponsor and project team

support staff

customers

users suppliers

opponents to the project


14/303

1F

? Project ManagementKnowledge (reas

Knowledge areas describe the ke& competencies

that project managers must develop

F core knowledge areas lead to specific projectobjectives )scope$ time$ cost$ and 0ualit&*

F facilitating knowledge areas are the means through

which the project objectives are achieved )human

resources$ communication$ risk$ and procurement

management

1 knowledge area )project integration management*

affects and is affected b& all of the other knowledge areas


15/303

1

Project Management +ools and+echni0ues

Project management tools and techni0uesassist project managers and their teams in

various aspects of project management "ome specific ones include

Project harter and W!" )scope* Eantt charts$ network diagrams$ critical path

anal&sis$ critical chain scheduling )time* ost estimates and earned value management

)cost*


16/303

15

"ample W!" for ntranetProject in hart /orm

C o n c e p t

D e s i g n U s e r I n t e r f a c e

D e s i g n S e r v e r S e t u p

D e v e l o p S e r v e r

S u p p o r t I n f r a s t r u c t u r e

W e b S i t e

D e s i g n

D e v e l o p P a g e s

a n d L i n k s

D e v e l o p

F u n c t i o n a l i t y

C o n t e n t

M i g r a t io n / I n t e g r a t i o n

e s t i n g

W e b S i t e

D e v e l o p ! e n t

" o l l # u t S u p p o r t

I n t r a n e t P r o $ e c t


17/303

18

"ample Eantt hart

+he W!" is on the left$ and each task@s start and finish date

are shown on the right using a calendar timescale.


18/303

1>

"ample ;etwork :iagram

9ach bo% is a project task from the W!". (rrows show dependencies

between tasks. +he bolded tasks are on the critical path. f an& tasks on thecritical path take longer than planned$ the whole project will slip

unless something is done.


19/303

1?

"ample 9arned


20/303

2A

More (dvantages of ProjectManagement

!osses$ customers$ and other stakeholders do not like

surprises

Eood project management )PM* provides assurance and

reduces risk

PM provides the tools and environment to plan$ monitor$

track$ and manage schedules$ resources$ costs$ and 0ualit&

PM provides a histor& or metrics base for future planning as

well as good documentation

Project members learn and grow b& working in a cross-

functional team environment


21/303

21

4ow Project Management )PM*elates to Other :isciplines

Much of the knowledge needed to manage projects

is uni0ue to PM

4owever$ project managers must also haveknowledge and e%perience in general management

the application area of the project

Project managers must focus on meeting specific

project objectives


22/303

22

Project Management and Other:isciplines


23/303

2'

+he Project ManagementProfession

( 1??5 /ortune article called project

management the Bnumber one career choiceC

Professional societies like the ProjectManagement nstitute )PM* have grown

tremendousl&

(verage salaries for project managers are overG>1$AAA


24/303

2F

PM Knowledge ontinues toErow and Mature

PM hosted their first research conference in Hune

2AAA in Paris$ /rance

+he PM!OK Euide I 2AAA 9dition is an (;"standard

PM@s certification department earned "O ?AAA

certification

4undreds of new books$ articles$ and presentations

related to project management have been written

in recent &ears


25/303

2

Project Managementertification

PM provides certification as a Project ManagementProfessional )PMP*

( PMP has documented sufficient projecte%perience$ agreed to follow a code of ethics$ and

passed the PMP e%am

+he number of people earning PMP certification is

increasing 0uickl& PM and other organi=ations are offering new

certification programs


26/303

25

Project Management "oftware

!& 2AA1$ there were tens of different products to

assist in performing project management

+hree main categories of tools# 3ow-end tools# 4andle single or smaller projects well$

cost under G2AA per user

Midrange tools# 4andle multiple projects and users$ cost

G2AA-AA per user$ Project 2AAA most popular 4igh-end tools# (lso called enterprise project

management software$ often licensed on a per-user basis


27/303

+he Project Management onte%tand Processes


28/303

2>

Project Phases and the Project3ife &cle

( project life c&cle is a collection of project

phases

Project phases var& b& project or industr&$ but some general phases include concept

development implementation

support


29/303

2?

Phases of the Project 3ife &cle


30/303


31/303

'1

:istinguishing Project 3ife&cles and Product 3ife &cles

+he project life c&cle applies to all projects$regardless of the products being produced

Product life c&cle models var& considerabl& based on the nature of the product

Most large products are developed as a seriesof projects

Project management is done in all of the product life c&cle phases


32/303

'2

Wh& 4ave Project Phases andManagement eviews6

( project should successfull& pass through

each of the project phases in order to

continue on to the ne%tManagement reviews )also called phase e%its

or kill points* should occur after each phase

to evaluate the project@s progress$ likel&success$ and continued compatibilit& with

organi=ational goals


33/303

''

Man& Organi=ations /ocus onthe "tructural /rame

Most people understand what organi=ational charts

are

Man& new managers tr& to change organi=ationalstructure when other changes are needed

' basic organi=ation structures functional

project

matri%


34/303

'F

/unctional Organi=ation


35/303


36/303

'5

Weak Matri% Organi=ation


37/303

'8

!alanced Matri% Organi=ation


38/303

'>

"trong Matri% Organi=ation


39/303

'?

omposite Organi=ation


40/303


41/303


42/303

F2

ecogni=e the mportance ofProject "takeholders

ecall that project stakeholders are the people

involved in or affected b& project activities

Project managers must take time to identif&$

understand$ and manage relationships with all

project stakeholders

"enior e%ecutives are ver& importantstakeholders


43/303

F'

;eed for +op Managementommitment

"everal studies cite top managementcommitment as one of the ke& factors

associated with project success +op management can help project managers

secure ade0uate resources$ get approval foruni0ue project needs in a timel& manner$

receive cooperation from people throughoutthe organi=ation$ and learn how to be betterleaders


44/303

FF

;eed for Organi=ational"tandards

"tandards and guidelines help project managers be

more effective

"enior management can encourage the use of standard forms and software for project

management

the development and use of guidelines for writing project

plans or providing status information the creation of a project management office or center of

e%cellence


45/303

F

/ifteen Project Management Hob/unctionsD

9valuate project re0uirements

dentif& and evaluate risks

Prepare contingenc& plan

dentif& interdependencies

dentif& and track criticalmilestones

Participate in project phase

review

"ecure needed resources Manage the change control

process

eport project status

:efine scope of project

dentif& stakeholders$

decision-makers$ and

escalation procedures

:evelop detailed task list)work breakdown

structures*

9stimate time re0uirements

:evelop initial projectmanagement flow chart

dentif& re0uired resources

and budget


46/303

F5

"uggested "kills for aProject Manager

• ommunication skills# listening$ persuading

• Organi=ational skills# planning$ goal-setting$ anal&=ing

• +eam !uilding skills# empath&$ motivation$ esprit de corps

• 3eadership skills# sets e%ample$ energetic$ vision )big

picture*$ delegates$ positive

• oping skills# fle%ibilit&$ creativit&$ patience$ persistence

•

+echnological skills# e%perience$ project knowledge


47/303

F8

Project Management ProcessEroups

Project management can be viewed as a number of

interlinked processes

+he project management process groups include initiating processes

planning processes

e%ecuting processes

controlling processes closing processes


48/303


49/303

F?

What do &ou need$ to bea good Project Manager6

( communicator

( manager

(n nnovator

+echnicall& competent$ respected$ and aware

(n (dministrator

( 3eader

(ble to work well under pressures

Eoal-oriented

Knowledgeable about the compan&

"enior


50/303

A

Project Manager esponsibilities

eporting to "enior Manager and the "teeringommittee

ommunication with ,sers

Planning and "cheduling Obtaining and allocating resources ontrolling isk :elivering esults

People Management oordination Jualit& (ssurance !udget ontrol


51/303

1

Project ntegration Management# project plan development$

project plan e%ecution$ and

overall change control.

Project "cope Management# initiation$

scope planning$ scope definition$

scope verification$ and

scope change control.

PM Knowledge (rea


52/303

2

PM Knowledge (rea

Project +ime Management# activit& definition$ activit& se0uencing$

activit& duration estimating$ schedule development$ and schedule control.

Project ost Management# resource planning$ cost estimating$ cost budgeting$ and

cost control.


53/303


54/303

F

Project ommunications Management# ommunications planning$ information distribution$

performance reporting$ and administrative closure.

Project isk Management# risk identification$ risk 0uantification$ risk response development$ and risk response control.

PM Knowledge (rea


55/303

Project Procurement Management# procurement planning$

solicitation planning$ solicitation$

source selection$

contract administration$ and

contract close-out.

PM Knowledge (rea


56/303


57/303

8

PO9"" EO,P"


58/303


59/303

?

PO9"" EO,P"

M i PM P t +h P


60/303

5A

Mapping PM Process to +he ProcessEroup and Knowledge (reas )pg '5*

l ti hi


61/303

51

elationship amongthe PM Process Eroups


62/303

52


63/303

5'


64/303

5F


65/303

5


66/303

55

PO9"" ;+9(+O;"

nputs documents or documentable items that will be

acted upon.

+ools and techni0ues mechanisms applied to the inputs to create the

outputs.

Outputs documents or documentable items that are a

result of the process.


67/303

58

nput$+ools L +echni0ues$Output

INITIATION PHASE

INITIATION authorizing the project or phase

Input Tools & Techniques Output

Product description Project selection methods Project charterStrategic plan Expert judgement PM identified /assigned

Project selection criteria Constraints

Historical information Assumptions


68/303

5>

PLANNING PHASESCOPE PLANNING developing a written scope statement as the basis for the future project decisions


Product description Product analysis Scope statement

Project charter Benefit/cost analysis Supporting detail

Constraints Alternative identification Scope management plan

Assumptions Expert judgement

SCOPE DEFINITION subdividing the major project deliverables into smaller, manageable components


Scope statement or! "rea!do#n structure

templates

or! "rea!do#n structure

Constraints $ecomposition Scope statement updates

Assumptions

%ther planning outputs

Historical information

ACTIVITY DEFINITION identifying the specific activities that must be performed to produce the various project deliverables


or! "rea!do#n structure $ecomposition Activity list

Scope statement &emplates Supporting detail

Historical information or! "rea!do#n structure updates

Constraints

Assumptions

Expert judgments



69/303

5?

AC TIVITY SEQUENC ING identifying and documenting interactivity dependency


Activity List P recedence diagramming

method (PDM)

P roject network diagrams

P roduct description Arrow diagramming method

(ADM)

Supporting detail

Mandatory dependencies Conditional diagramming

methods

Activity list updates

Discretionary dependencies etwork templates

!"ternal dependencies

Milestones

AC TIVITY DURATION estimating the number of work periods that will be needed to co mplete

ESTIMATING individual activities


Activity List !"pert judgement Activity duration estimates

Constraints Analogous estimating #asis o$ estimates

Assumptions %uantitatively &ased durations Activity list updates

'esource reuirements 'eserve time (contingency)

'esource capa&ilities

istorical in$ormation

*denti+ed risks



70/303

8A

SCHEDUE DEVEO!MENT analyzing activity sequences, activity durations, and resource requirements to create

project schedule


Project network diagrams Mathematical analysis Project schedule

Activity duration estimates Duration compression Supporting detail

'esource reuirements Simulation Schedule management plan

'esource pool description 'esource levelling heuristics 'esource reuirement updates

Calendars P roject management so$tware

Constraints Coding structure

Assumptions

Leads and lags

'isk management plan

Activity attri&utes

RIS" MANAGEMENT !ANNING deciding how to approach and plan the risk management activities for a project


P roject charter P lanning meetings ' isk management plan

,rgani-ation.s risk management

policies

De+ned roles and responsi&ilities

Stakeholder risk tolerances

/emplate $or the organi-ation.s

risk

0ork &reakdown structure



71/303

81

RESOURCE !ANNING determining what resources (people, equipment, materials ) and what quantities of

each should be used to perform project activitiesInput Tools & Techniques Output

0ork &reakdown structure !"pert judgment 'esource reuirements

istorical in$ormation Alternatives identi+cation

Scope statement P roject management so$tware

'esource pool description

,rgani-ational policiesActivity duration estimates

COST ESTIMATING developing an approximation (estimate) of the costs of the resources needed

to complete project activities


0ork &reakdown structure Analogous estimating Cost estimates

'esource reuirements Parametric modelling Supporting detail

'esource rates #ottom1up estimating Cost management plan

Activity duration estimates Computeri-ed tools

!stimating pu&lications ,ther cost estimating methods


Chart o$ accounts

'isks



72/303

82

COST #UDGETING allocating the overall cost estimate to individual work activities

Input Tools & Techniques OutputCost estimates Cost &udgeting tools and

techniues

Cost &aseline

0ork &reakdown structure

P roject schedule

'isk management plan

!RO$ ECT ! AN DEVEO!MENT integrating and coordinating all project plans to create a consistent, coherent docume


,ther planning outputs Pro ject P lanning

methodology

P roject plan

istorical in$ormation Stakeholder skills and

knowledge

Supporting detail

,rgani-ational policies Project management

in$ormation system (PM*S)

Constraints !arned value management

(!2M)

Assumptions

QUAITY ! ANNING identifying which quality standards are relevant to the project and determining how

to satisfy them


%uality policy #ene+t3cost analysis %uality management plan

Scope statement #enchmarking ,perational de+nitions

P roduct description 4low1charting Checklists

Standards and regulations Design o$ e"periments

*nputs to o ther processes,ther process outputs C ost o$ uality



73/303

8'

ORGANI%ATIONA !ANNING identifying, documenting, and assigning project roles, responsibilities, and

reporting relationships


P roject inter$aces /emplates 'ole and responsi&ility assignments

Sta5ng reuirements uman 'esource practices Sta5ng management plan

Constraints ,rgani-ational theory ,rgani-ation chart

Stakeholder analysis Supporting detail

STA ACQUISITION getting the needed human resources assigned to and working on the project


Sta5ng management plan egotiations P roject sta6 assigned

Sta5ng pool description P reassignment P roject team directory

' ecruitment practices P rocurement

COMMUNICA TIONS ! ANNING determining the information and communications needs of the stakeholders:

who needs what information,when they will need it, and how it will be given to them

Input Tools & Techniques OutputCommunications reuirements Stakeholder analysis Communication management plan

Communications technology

Constraints

Assumptions



74/303

8F

RIS" IDENTIICATION determining which risks might aect the project and documenting their characteristics


'isk management plan Documentation reviews 'isks

Project planning outputs *n$ormation1gathering

techniues

/riggers

'isk categories Checklists *nputs to other processes

istorical in$ormation Assumptions analysis

Diagramming techniues

QUAITATIVE RIS" ANAYSIS performing a qualitative analysis of risks and conditions to prioritize their eects

on project objectives


'isk management plan 'isk pro&a&ility and impact ,verall risk ranking $or the project

*denti+ed risks P ro&a&ility impact risk rating

matri"

List o $ prioriti-ed risks

P roject status Data precision ranking List o$ risks $or additional analysis and

management

P roject type /rends in ualitative risk analysis

results

Data precision

Scales o$ pro&a&ility and impact

Assumptions



75/303

8

QUANTITAT IVE RIS" ANAYSIS measuring the probability and consequences o f risks and estimating their

implication for project objectives


'isk management plan *nterviewing P rioriti-ed list o$ uanti+ed risks

*denti+ed risks Sensitivity analysis P ro&a&ilistic analysis o$ the project

List o$ prioriti-ed risks

Decision tree analysis P ro&a&ility o$ achieving the cost and

time o&jectives

Llist o$ risks $or additional analysis

Simulation /rends in uantitative risk analysis

results


!"pert judgment

,ther planning ouputs


l h i


76/303

85

RIS" RES!ONSE !ANNING developing procedures and techniques to enhance opportunities and reduce

threats from risks to the project!s objectives


'isk management plan Avoidance 'isk response plan

List o$ prioriti-ed risks /rans$erence 'esidual risks

'isk ranking o$ the project Mitigation Secondary risks

Prioriti-ed list o$ uanti+ed risks Acceptance Contractual agreements

P ro&a&ilistic analysis o$ the

project

Contigency reserve amounts needed

P ro&a&ility o$ achieving the cost

and time o&jectives

*nputs to o ther processes

List o$ potentital responses *nputs to a revised project plan

'isk thresholds

'isk owners

Common risk causes

/rends in ualitative and

uantitative risk analysis results

!R OCUREMENT !ANNING determining what to procure and when


Scope statement M ake1or1&uy analysis P rocurement management plan

P roduct description !"pert judgement Statement(s) o$ work

Procurement resources Contract type selection

Market conditions

,ther planning outputs

Constraints

Assumptions


l L h i O


77/303

88

SOICITATION !ANNING documenting product requirements and identifying potential resources


Procurement management plan Strandard $orms Procurement documents

Statement(s) o$ work !"pert judgement !valuation criteria

,ther planning outputs Statement o$ work updates


+ l L + h i O


78/303

8>

E'ECUTING ! HASE

!RO$ ECT ! AN E'ECUTION carrying out the project plan by performing the activities included therein

Input Tools & Techniques OutputP roject plan 7eneral management skills 0ork results

Supporting detail Product skills and knowledge Change reuests

,rgani-ational policies 0ork authori-ation system

P reventive action Status review meetings

Corrective action P roject management

in$ormation system

,rgani-ational procedures

QUAITY ASSURANCE evaluating overall project performance on a regular basis to provide con"dence

that the project will satisfy the relevant quality standards


%uality management plan %uality planning tools and

techniues

%uality improvement

'esults o$ uality control

measurements

%uality audits

,perational de+nitions

TEAM DEVEO!MENT developing individual and group skills to enhance project performance


P roject sta6 /eam1&uilding activities P er$ormance improvements

P roject plan 7eneral management skills *nput to per$omance appraisals

Sta5ng management plan 'eward and recognition

systems

P er$ormance reports Collocation

!"ternal $eed&ack /raining


+ l L + h i O


79/303

8?

SOICITATION obtaining quotations, bids, oers, o r proposals, as appropriate


P rocurement documents #idder con$erences P roposals

%uali+ed seller lists Advertising

SOURC E SEECTION choosing from among potential sellers


P roposals Contract negotiation Contract

!valuation criteria 0eighting system

,rgani-ational policies Screening system

*ndependent estimates

CONTRA CT ADMINISTRAT ION managing the relationship with the seller


Contract Contract change control

system

Corresponce

0ork results P er$ormance reporting Contract changes

Change reuests Payment system Payment reuests

Seller invoices

INORMATION DISTRI#UTION making needed information available to project stakeholders in a timely manner


0ork results Communications skills P roject records

Communication management plan *n$ormation retrieveal systems P roject presentations

P roject plan *n$ormation distri&ution

methods



80/303

+ l L + h i O


81/303

>1

SCO!E C HANGE C ONTRO controlling changes to the project scope


0ork &reakdown structure Scope change control system Scope changes

Per$ormance reports Per$ormance measurement Corrective action

Change reuests Additional planning Lesson learned

Scope management plan Adjusted &aseline

SCHEDUE C ONTRO controlling changes to the project schedule


P roject schedule Schedule change control

system

Schedule updates

Per$ormance reports Per$ormance measurement Corrective action

Change reuests Additional planning Lesson learned

Schedule management plan P roject management so$tware

2ariance analysis

COST CONTRO controlling changes to the project budget


Cost &aseline Cost change control system 'evised cost estimates

Per$ormance reports Per$ormance measurement #udget updates

Change reuests !arned value management Corrective action

C ost management plan A dditional planning !stimate at completion

Computeri-ed tools P roject clo seout

Lesson learned


t + l L + h i O t t


82/303

>2

QUAITY CONTR O monitoring speci"c project results to determine if they comply with relevant

quality standard and identifying ways to eliminate causes of unsatisfactory performanc


0ork results *nspection %uality improvement

%uality management plan Control charts Acceptance decisions

,perational de+nitions P areto diagrams 'ework

Checklists Statistical sampling Completed checklists

4low1charting P rocess adjustments

/rend analysis

RIS" MONITORING AND C ONTRO monitoring residual risks, identifying new risks, executing risk reduction plans,

and evaluating their eectiveness throughout the project life cycle


'isk management plan Project risk response audits 0orkaround plans

'isk response plan Periodic pro ject risk reviews Corrective action

Pro ject communication !arned value analysis Pro ject change reuests

Additional risk identi+cation andanalysis

/echnical per$ormancemeasurement

8pdates to the risk response plan

Scope changes Additional risk response

planning

'isk data&ase

8pdates to risk identi+cation

checklists


t + l L + h i O t t


83/303

>'

COSING !HASE

CONTRAC T COSEOUT co mpletion and settlement of the contract, including resolution of any open items


Contract documentation P rocurement audits Contract +le

4ormal acceptance and closure

ADMINISTRATIVE C OSURE generating, gathering, and disseminating information to formalize phase or project completion


P er$ormance measurement

documentation

P er$ormance reporting tools

and techniues

P roject archives

P roduct documentation P roject reports P roject closure

,ther project records P roject presentations Lesson learned



84/303

Project "cope Management

What is Project "cope Management6


85/303

>

What is Project "cope Management6

"cope refers to all the work involved in creatingthe products o t!e project and t!e processes used to create them

Project scope management includes the processesinvolved in defining and controlling what is or isnot included in the project

+he project team and stakeholders must have thesame understanding of what products will be

produces as a result of a project and what processeswill be used in producing them

P j t " M t P


86/303

>5

Project "cope Management Processes

nitiation# beginning a project or continuing to the ne%t

phase

"cope planning# developing documents to provide the

basis for future project decisions

"cope definition# subdividing the major project

deliverables into smaller$ more manageable components

"cope verification# formali=ing acceptance of the projectscope

"cope change control# controlling changes to project

scope

Project "cope Management


87/303

>8

j p g

Project nitiation# "trategic


88/303

>>

j gPlanning and Project "election

+he first step in initiating projects is to look

at the big picture or strategic plan of an

organi=ation "trategic planning involves determining

long-term business objectives

Projects should support strategic andfinancial business objectives

d tif i P t ti l P j t


89/303

>?

dentif&ing Potential Projects

Man& organi=ations follow a planning

process for selecting projects

/irst develop an strategic plan based on theorgani=ation@s overall strategic plan

+hen perform a business area anal&sis

+hen define potential projects +hen select projects and assign resources

M th d f " l ti P j t


90/303

?A

Methods for "electing Projects

+here are usuall& more projects than

available time and resources to implement

them t is important to follow a logical process for

selecting projects to work on

Methods include focusing on broad needs$categori=ing projects$ financial methods$ and

weighted scoring models

/ocusing on !road


91/303

?1

gOrgani=ational ;eeds

t is often difficult to provide strong justification for

man& projects$ but ever&one agrees the& have a

high value

Bt is better to measure gold roughl& than to count

pennies precisel&C

+hree important criteria for projects#

+here is a need for the project +here are funds available

+here@s a strong will to make the project succeed

ategori=ing Projects


92/303

?2

ategori=ing Projects

One categori=ation is whether the projectaddresses a problem an opportunit&$ or a directive

(nother categori=ation is how long it will

take to do and when it is needed (nother is the overall priorit& of the project

/i i l ( l i f P j


93/303

?'

/inancial (nal&sis of Projects

/inancial considerations are often an

important consideration in selecting projects

+hree primar& methods for determining the projected financial value of projects# ;et present value );P


94/303

?F

;et Present


95/303

?

p

t t t


96/303

?5

eturn on nvestment

eturn on investment )O* is income

divided b& investment

O )total discounted benefits - totaldiscounted costs* 7 discounted costs

+he higher the O$ the better

Man& organi=ations have a re0uired rate ofreturn or minimum acceptable rate of return

on investment for projects


97/303

;P


98/303

?>

& &Project 1

;P


99/303

??

Project 2

Weighted "coring Model


100/303

1AA

Weighted "coring Model

( weighted scoring model is a tool that provides a s&stematic

process for selecting projects based on man& criteria

/irst identif& criteria important to the project selection process

+hen assign weights )percentages* to each criterion so the&add up to 1AAN

+hen assign scores to each criterion for each project

Multipl& the scores b& the weights and get the total weighted

scores +he higher the weighted score$ the better

"ample Weighted "coring Model for


101/303

1A1

p g gProject "election

Project harters


102/303

1A2

Project harters

(fter deciding what project to work on$ it isimportant to formali=e projects

( project charter is a document that formall&recogni=es the e%istence of a project and providesdirection on the project@s objectives andmanagement

Ke& project stakeholders should sign a projectcharter to acknowledge agreement on the need andintent of the project

"ample Project harter


103/303

1A'

"ample Project harter

Project T"t#e$ nformation +echnolog& )+* ,pgrade ProjectProject %tart &ate$ March F$ 2AA Projected F"n"s! &ate$ :ecember F$ 2AA2Project Manager$ Kim ;gu&en$ 5?1-28>F$ kngu&enabc.com Project O'ject"(es$ ,pgrade hardware and software for all emplo&ees )appro%imatel& 2$AAA* within ?months based on new corporate standards. "ee attached sheet describing the new standards. ,pgrades ma&affect servers and midrange computers as well as network hardware and software. !udgeted G1$AAA$AAA forhardware and software costs and GAA$AAA for labor costs.Approac!$

• ,pdate the + inventor& database to determine upgrade needs

• :evelop detailed cost estimate for project and report to O

• ssue a re0uest for 0uotes to obtain hardware and software

•

,se internal staff as much as possible to do the planning$ anal&sis$ and installation

"ample Project harter )continued*


104/303

1AF

p j ) *

Name Ro#e Respons"'"#"t)

Walter "chmidt$ 9O Project "ponsor Monitor project

Mike wack O Monitor project$ providestaff

Kim ;gu&en Project Manager Plan and e%ecute project

Heff Hohnson :irector of + Operations Mentor Kim

;anc& e&nolds


105/303

"cope :efinition and the Work


106/303

1A5

!reakdown "tructure

(fter completing scope planning$ the ne%t step is to

further define the work b& breaking it into

manageable pieces

Eood scope definition helps improve the accurac& of time$ cost$ and resource

estimates

defines a baseline for performance measurement and

project control

aids in communicating clear work responsibilities

+he Work !reakdown "tructure


107/303

1A8

+he Work !reakdown "tructure

( work breakdown structure )W!"* is an

outcome-oriented anal&sis of the work

involved in a project that defines the totalscope of the project

t is a foundation document in project

management because it provides the basis for

planning and managing project schedules$

costs$ and changes

"ample ntranet W!" Organi=ed b&


108/303

1A>

Product

"ample ntranet W!" Organi=ed b&


109/303

1A?

Phase

ntranet W!" in +abular /orm


110/303

11A

ntranet W!" in +abular /orm1.A oncept

1.1 9valuate current s&stems1.2 :efine e0uirements

1.2.1 :efine user re0uirements

1.2.2 :efine content re0uirements

1.2.' :efine s&stem re0uirements

1.2.F :efine server owner re0uirements1.' :efine specific functionalit&

1.F :efine risks and risk management approach

1. :evelop project plan

1.5 !rief web development team

2.A Web "ite :esign

'.A Web "ite :evelopment

F.A oll Out

.A "upport


111/303

ntranet W!" and Eantt hart Organi=ed b&Project Management Process Eroups


112/303

112

Project Management Process Eroups

(pproaches to :eveloping W!"s


113/303

11'

(pproaches to :eveloping W!"s

,sing guidelines# "ome organi=ations$ like the:O:$ provide guidelines for preparing W!"s

+he analog& approach# t often helps to reviewW!"s of similar projects

+he top-down approach# "tart with the largestitems of the project and keep breaking them down

+he bottoms-up approach# "tart with the detailedtasks and roll them up

!asic Principles for reating W!"sD


114/303

11F

s c c p es o e g W "s

+leland$ :avid . Project Management% Strategic $esign and Imp#ementation , 1??F

1. ( unit of work should appear at onl& one place in the W!".

2. +he work content of a W!" item is the sum of the W!" items below it.

'. ( W!" item is the responsibilit& of onl& one individual$ even though man& people ma&

be working on it.

F. +he W!" must be consistent with the wa& in which work is actuall& going to be

performedQ it should serve the project team first and other purposes onl& if practical.

. Project team members should be involved in developing the W!" to ensure consistenc&

and bu&-in.

5. 9ach W!" item must be documented to ensure accurate understanding of the scope of

work included and not included in that item.

8. +he W!" must be a fle%ible tool to accommodate inevitable changes while properl&

maintaining control of the work content in the project according to the scope

statement.

"cope


115/303

11

hange ontrol

t is ver& difficult to create a good scope

statement and W!" for a project

t is even more difficult to verif& project scopeand minimi=e scope changes

"uggestions for educing ncompleted h i i t


116/303

115

and hanging e0uirements

:evelop and follow a re0uirements management process

9mplo& techni0ues such as protot&ping$ use case modeling$and Hoint (pplication :esign to thoroughl& understand user

re0uirements Put all re0uirements in writing and current

reate a re0uirements management database

Provide ade0uate testing

,se a process for reviewing re0uested changes from as&stems perspective

9mphasi=e completion dates


117/303

Project +ime Management



118/303

11>

Processes

Project time management involves the

processes re0uired to ensure timel&

completion of a project. Processes include# (ctivit& definition

(ctivit& se0uencing

(ctivit& duration estimating

"chedule development

"chedule control



119/303

11?

Where :o "chedules ome /rom6: fi i ( ti iti


120/303

12A

:efining (ctivities

Project schedules grow out of the basic document

that initiate a project Project charter includes start and end dates and budget

information "cope statement and W!" help define what will be done

(ctivit& definition involves developing a more

detailed W!" and supporting e%planations tounderstand all the work to be done

(ctivit& "e0uencing


121/303

121

nvolves reviewing activities and determiningdependencies Mandator& dependencies# inherent in the nature of the

workQ hard logic :iscretionar& dependencies# defined b& the project

teamQ soft logic 9%ternal dependencies# involve relationships between

project and non-project activities Rou must determine dependencies in order to use

critical path anal&sis

Project ;etwork :iagrams


122/303

122

j g

Project network diagrams are the preferred

techni0ue for showing activit& se0uencing

( project network diagram is a schematic displa& ofthe logical relationships among$ or se0uencing of$

project activities

Precedence :iagrammingM th d )P:M*


123/303

12'

Method )P:M*

(ctivities are represented b& bo%es

(rrows show relationships between activities

More popular than (:M method and used b& project management software

!etter at showing different t&pes of

dependencies

Tas, &ependenc) T)pes


124/303

12F

"ample Precedence :iagramming Method )P:M* ;etwork :iagram for Project S


125/303

12

g j

(ctivit& :uration 9stimating


126/303

125

& g

(fter defining activities and determining

their se0uence$ the ne%t step in time

management is duration estimating :uration includes the actual amount of time

worked on an activit& p#us elapsed time

People doing the work should help createestimates$ and an e%pert should review them

"chedule :evelopment


127/303

128

"chedule development uses results of the other timemanagement processes to determine the start andend date of the project and its activities

,ltimate goal is to create a realistic project schedulethat provides a basis for monitoring project progressfor the time dimension of the project

mportant tools and techni0ues include Eantt charts$

P9+ anal&sis$ critical path anal&sis$ and criticalchain scheduling

Eantt harts


128/303

12>

Eantt charts provide a standard format for displa&ing project schedule information b& listing projectactivities and their corresponding start and finish

dates in a calendar format "&mbols include#

( black diamond# milestones or significant events on a project with =ero duration

+hick black bars# summar& tasks 3ighter hori=ontal bars# tasks (rrows# dependencies between tasks

Eantt hart for "oftware 3aunch Project


129/303

12?

"ample +racking Eantt hart


130/303

1'A

white diamond# slipped milestone

two bars# planned and actual times

ritical Path Method )PM*


131/303

1'1

) *

PM is a project network anal&sis techni0ue used

to predict total project duration

( critical path for a project is the series of

activities that determines the ear#iest time b&

which the project can be completed

+he critical path is the #ongest path through the

network diagram and has the least amount of slackor float

/inding the ritical Path


132/303

1'2

g

/irst develop a good project network

diagram

(dd the durations for all activities on each path through the project network diagram

+he longest path is the critical path

"imple 9%ample of :eterminingthe ritical Path


133/303

1''

the ritical Path

onsider the following project network diagram.

(ssume all times are in da&s./

s ar n s

a. 4ow man& paths are on this network diagram6

b. 4ow long is each path6

c. Which is the critical path6

d. What is the shortest amount of time needed to completethis project6

:etermining the ritical Path forProject S


134/303

1'F

Project S

More on the ritical Path


135/303

1'

f one of more activities on the critical path takes

longer than planned$ the whole project schedule will

slip un#ess corrective action is taken

Misconceptions# +he critical path is not the one with all the critical

activitiesQ it onl& accounts for time

+here can be more than one critical path if the lengths oftwo or more paths are the same

+he critical path can change as the project progresses

,sing ritical Path (nal&sis toMake "chedule +rade-offs


136/303

1'5

Make "chedule +rade-offs

Knowing the critical path helps &ou make

schedule trade-offs

&ree s#ack or free f#oat is the amount of time an

activit& can be dela&ed without dela&ing the earl&

start of an& immediatel& following activities

"ota# s#ack or tota# f#oat is the amount of time an

activit& ma& be dela&ed from its earl& startwithout dela&ing the planned project finish date

+echni0ues for "hortening aProject "chedule


137/303

1'8

Project "chedule

"hortening durations of critical tasks for

adding more resources or changing their

scope

Crashing tasks b& obtaining the greatest

amount of schedule compression for the least

incremental cost

&ast tracking tasks b& doing them in parallel

or overlapping them

mportance of ,pdatingritical Path :ata


138/303

1'>

ritical Path :ata

t is important to update project schedule

information

+he critical path ma& change as &ou enteractual start and finish dates

f &ou know the project completion date will

slip$ negotiate with the project sponsor

Multitasking 9%ample


139/303

1'?

Program 9valuation and eview+echni0ue )P9+*


140/303

1FA

+echni0ue )P9+*

P9+ is a network anal&sis techni0ue used to

estimate project duration when there is a

high degree of uncertaint& about theindividual activit& duration estimates

P9+ uses probabilistic time estimates based

on using optimistic$ most likel&$ and pessimistic estimates of activit& durations


141/303

ontrolling hanges to theProject "chedule


142/303

1F2

Project "chedule

Perform realit& checks on schedules

(llow for contingencies

:on@t plan for ever&one to work at 1AANcapacit& all the time

4old progress meetings with stakeholders

and be clear and honest in communicatingschedule issues

Working with People ssues


143/303

1F'

"trong leadership helps projects succeed

more than good P9+ charts

Project managers should use empowerment

incentives

discipline

negotiation

,sing "oftware to (ssist in+ime Management


144/303

1FF

+ime Management

"oftware for facilitating communications

helps people e%change schedule-related

information :ecision support models help anal&=e trade-

offs that can be made

Project management software can help invarious time management areas

Project ?> /eatures elated to Project +imeManagement


145/303

1F

g

Reports -"e.s and Ta'#e -"e.s F"#ters

• Overview reports# criticaltasks and milestones

• urrent activities reports#

unstarted tasks$ tasks startingsoon$ tasks in progress$completed tasks$ should havestarted tasks$ and slippingtasks

• (ssignment reports# who

does what when

• Eantt chart$ P9+chart$ +racking Eantt$schedule$ tracking$

variance$ constraintdates$ and dela&

• (ll tasks$completed tasks$critical tasks$

incomplete tasks$and milestonetasks

Words of aution on ,sing ProjectManagement "oftware


146/303

1F5

Management "oftware

Man& people misuse project management software

because the& don@t understand important concepts

and have not had good training

Rou must enter dependencies to have dates adjust

automaticall& and to determine the critical path

Rou must enter actual schedule information to

compare planned and actual progress


147/303

Project ost Management

What is ost and Project ostManagement6


148/303

1F>

Management6

ost is a resource sacrificed or fore-gone toachieve a specific objective or somethinggiven up in e%change

osts are usuall& measured in monetar& unitslike dollars

Project cost management includes the

processes re0uired to ensure that the project iscompleted within an approved budget

Project ost Management Processes


149/303

1F?

esource planning# determining what resourcesand 0uantities of them should be used

ost estimating# developing an estimate of the

costs and resources needed to complete a project ost budgeting# allocating the overall cost estimate

to individual work items to establish a baseline formeasuring performance

ost control# controlling changes to the project budget

Project ost Management


150/303

1A

esource Planning


151/303

11

+he nature of the project and the organi=ation willaffect resource planning

"ome 0uestions to consider# 4ow difficult will it be to do specific tasks on the project6 s there an&thing uni0ue in this project@s scope statement

that will affect resources6 What is the organi=ation@s histor& in doing similar tasks6 :oes the organi=ation have or can the& ac0uire the people$

e0uipment$ and materials that are capable and availablefor performing the work6


152/303

+&pes of ost 9stimates


153/303

1'

T)pe o Est"mate W!en &one W!) &one Ho. Accurate

Roug! Order o

Magn"tude /ROM0


154/303

1F

' basic tools and techni0ues for costestimates# analogous or top-down# use the actual cost of a

previous$ similar project as the basis for the newestimate

bottom-up# estimate individual work items and

sum them to get a total estimate parametric# use project characteristics in a

mathematical model to estimate costs

+&pical Problems with ost9stimates


155/303

1

9stimates

:eveloping an estimate for a large project is a comple% taskre0uiring a significant amount of effort. emember thatestimates are done at various stages of the project

Man& people doing estimates have little e%perience doingthem. +r& to provide training and mentoring

People have a bias toward underestimation. eviewestimates and ask important 0uestions to make sureestimates are not biased

Management wants a number for a bid$ not a real estimate.Project managers must negotiate with project sponsors tocreate realistic cost estimates


156/303


157/303


158/303

9arned


159/303

1?

+he p#anned (a#ue /P-01 formerl& called the budgeted cost of

work scheduled )!W"*$ also called the budget$ is that portion

of the approved total cost estimate planned to be spent on an

activit& during a given period

Actua# cost /AC01 formerl& called actual cost of work

performed )(WP*$ is the total of direct and indirect costs

incurred in accomplishing work on an activit& during a given

period

+he earned (a#ue /E-01 formerl& called the budgeted cost of

work performed )!WP*$ is the percentage of work actuall&

completed multiplied b& the planned value

9arned


160/303

15A

+o estimate what it will cost to complete a project or howlong it will take based on performance to date$ divide the

budgeted cost or time b& the appropriate inde%.

!WP7(WP

!WP7!W"

!WP - !W"

!WP - (WP


161/303

ules of +humb for 9


162/303

152

;egative numbers for cost and schedule

variance indicate problems in those areas.

+he project is costing more than planned ortaking longer than planned

P and "P less than 1AAN indicate

problems

9arned


163/303

15'

9arned


164/303

15F

!WP

(WP !W"

,sing "oftware to (ssist in ostManagement


165/303

15

"preadsheets are a common tool for resource

planning$ cost estimating$ cost budgeting$ and

cost control

Man& companies use more sophisticated and

centrali=ed financial applications software for

cost information

Project management software has man& cost-

related features

P j J li M


166/303

Project Jualit& Management

What s Project Jualit&Management6


167/303

158

g

+he nternational Organi=ation for "tandardi=ation

)"O* defines 0ualit& as the totalit& of

characteristics of an entit& that bear on its abilit& to

satisf& stated or implied needs Other e%perts define 0ualit& based on

conformance to re0uirements# meeting written

specifications

fitness for use# ensuring a product can be used as it was

intended

Project Jualit& ManagementProcesses


168/303

15>

Jualit& planning# identif&ing which 0ualit&standards are relevant to the project and how tosatisf& them

Jualit& assurance# evaluating overall project performance to ensure the project will satisf& therelevant 0ualit& standards

Jualit& control# monitoring specific project results

to ensure that the& compl& with the relevant 0ualit&standards while identif&ing wa&s to improve overall0ualit&

Project Jualit& Management


169/303

15?


170/303

Jualit& 9%perts


171/303

181

:eming was famous for his work in rebuilding Hapan and

his 1F points

Huran wrote the Jualit& ontrol 4andbook and 1A steps to

0ualit& improvement

rosb& wrote Jualit& is /ree and suggested that

organi=ations strive for =ero defects

shikawa developed the concept of 0ualit& circles and

using fishbone diagrams

+aguchi developed methods for optimi=ing the process of

engineering e%perimentation

/eigenbaum developed the concept of total 0ualit& control

"ample /ishbone or shikawa:iagram


172/303

182

Malcolm !aldrige (ward and"O ?AAA


173/303

18'

+he Malcolm !aldrige Jualit& (ward was started in

1?>8 to recogni=e companies with world-class

0ualit&

"O ?AAA provides minimum re0uirements for an

organi=ation to meet their 0ualit& certification

standards

Jualit& Planning


174/303

18F

t is important to design in 0ualit& andcommunicate important factors that directl&contribute to meeting the customer@s re0uirements

:esign of e%periments helps identif& whichvariable have the most influence on the overalloutcome of a process

Man& scope aspects of + projects affect 0ualit&

like functionalit&$ features$ s&stem outputs$ performance$ reliabilit&$ and maintainabilit&

Jualit& (ssurance


175/303

18

Jualit& assurance includes all the activities relatedto satisf&ing the relevant 0ualit& standards for a

project

(nother goal of 0ualit& assurance is continuous0ualit& improvement

!enchmarking can be used to generate ideas for0ualit& improvements

Jualit& audits help identif& lessons learned that canimprove performance on current or future projects

Jualit& ontrol


176/303

185

+he main outputs of 0ualit& control are acceptance decisions

rework

process adjustments "ome tools and techni0ues include

pareto anal&sis

statistical sampling

0ualit& control charts

testing

Pareto (nal&sis


177/303

188

Pareto anal&sis involves identif&ing the vital few

contributors that account for the most 0ualit&

problems in a s&stem

(lso called the >A-2A rule$ meaning that >AN of

problems are often due to 2AN of the causes

Pareto diagrams are histograms that help identif&

and prioriti=e problem areas

"ample Pareto :iagram


178/303

18>

"tatistical "ampling and "tandard:eviation


179/303

18?

"tatistical sampling involves choosing part

of a population of interest for inspection

+he si=e of a sample depends on howrepresentative &ou want the sample to be

"ample si=e formula#

"ample si=e .2 S )certaint& /actor7acceptable error*2

ommonl& ,sed ertaint&/actors


180/303

1>A

&es"red Certa"nt) Certa"nt) Factor

?N 1.?5A

?AN 1.5F

>AN 1.2>1

?N certaint "ample si=e A.2 S )1.?5A7.A* 2 '>F

?AN certaint "ample si=e A.2 S )1.5F7.1A*2

5>>AN certaint "ample si=e A.2 S )1.2>17.2A*2 1A

"tandard :eviation


181/303

1>1

"tandard deviation measures how much variation

e%ists in a distribution of data

( small standard deviation means that data cluster

closel& around the middle of a distribution andthere is little variabilit& among the data

( normal distribution is a bell-shaped curve that is

s&mmetrical about the mean or average value of a population

;ormal :istribution and "tandard:eviation


182/303

1>2


183/303

+esting


184/303

1>F

Man& professionals think of testing as a

stage that comes near the end of product

development

+esting should be done during almost ever&

phase of the product development life c&cle

mproving Project Jualit&


185/303

1>

"everal suggestions for improving 0ualit& for

projects include

3eadership that promotes 0ualit&

,nderstanding the cost of 0ualit&

/ocusing on organi=ational influences and

workplace factors that affect 0ualit&

/ollowing maturit& models to improve 0ualit&

3eadership


186/303

1>5

Bt is most important that top management be

0ualit&-minded. n the absence of sincere

manifestation of interest at the top$ little willhappen below.C )Huran$ 1?F*

( large percentage of 0ualit& problems are

associated with management$ not technicalissues


187/303

/ive ost ategories elated to Jualit&


188/303

1>>

Prevention cost# the cost of planning and e%ecuting a project so it is error-free or within an acceptable errorrange

(ppraisal cost# the cost of evaluating processes and their

outputs to ensure 0ualit& nternal failure cost# cost incurred to correct an identified

defect before the customer receives the product

9%ternal failure cost# cost that relates to all errors notdetected and corrected before deliver& to the customer

Measurement and test e0uipment costs# capital cost ofe0uipment used to perform prevention and appraisalactivities

Project Management Maturit& Model


189/303

1>?

1. (d-4oc# +he project management process is described as disorgani=ed$ andoccasionall& even chaotic. +he organi=ation has not defined s&stems and

processes$ and project success depends on individual effort. +here are chronic cost

and schedule problems.

2. (bbreviated# +here are some project management processes and s&stems in place to

track cost$ schedule$ and scope. Project success is largel& unpredictable and cost

and schedule problems are common.

'. Organi=ed# +here are standardi=ed$ documented project management processes and

s&stems that are integrated into the rest of the organi=ation. Project success is more

predictable$ and cost and schedule performance is improved.

F. Managed# Management collects and uses detailed measures of the effectiveness of

project management. Project success is more uniform$ and cost and schedule performance conforms to plan.

. (daptive# /eedback from the project management process and from piloting

innovative ideas and technologies enables continuous improvement. Project

success is the norm$ and cost and schedule performance is continuousl&

improving.

Project 4uman esource


190/303

Management

+he mportance of 4umanesource Management


191/303

1?1

People determine the success and failure of

organi=ations and projects

What is Project 4uman esourceManagement6


192/303

1?2

Project human resource management

includes the processes re0uired to make the

most effective use of the people involved

with a project. Processes include Organi=ational planning

"taff ac0uisition

+eam development


193/303

Ke&s to Managing People


194/303

1?F

Ps&chologists and management theorists have

devoted much research and thought to the

field of managing people at work

mportant areas related to project

management include motivation

influence and power effectiveness

Motivation


195/303

1?

(braham Maslow developed a hierarch& of

needs to illustrate his theor& that people@s

behaviors are guided b& a se0uence of needs

Maslow argued that humans possess uni0ue

0ualities that enable them to make

independent choices$ thus giving them

control of their destin&

Maslow@s 4ierarch& of ;eeds


196/303

1?5

4er=berg@s Motivational and4&giene /actors


197/303

1?8

/rederick 4er=berg wrote several famous books and

articles about worker motivation. 4e distinguished

between

motivational factors# achievement$ recognition$ the workitself$ responsibilit&$ advancement$ and growth$ which

produce job satisfaction

h&giene factors# cause dissatisfaction if not present$ but

do not motivate workers to do more. 9%amples includelarger salaries$ more supervision$ and a more attractive

work environment

McEregor@s +heor& S and R


198/303

1?>

:ouglas McEregor populari=ed the human relations approach

to management in the 1?5As

+heor& S# assumes workers dislike and avoid work$ so

managers must use coercion$ threats and various control

schemes to get workers to meet objectives

+heor& R# assumes individuals consider work as natural as

pla& or rest and enjo& the satisfaction of esteem and self-

actuali=ation needs

+heor& # introduced in 1?>1 b& William Ouchi and is based

on the Hapanese approach to motivating workers$ emphasi=ing

trust$ 0ualit&$ collective decision making$ and cultural values

+hamhain and Wilemon@s Wa&s to4ave nfluence on Projects


199/303

1??

1. (uthorit the legitimate hierarchical right to issue orders

2. (ssignment# the project managerVs perceived abilit& to influence aworkerVs later work assignments

'. !udget# the project managerVs perceived abilit& to authori=e othersV useof discretionar& funds

F. Promotion# the abilit& to improve a workerVs position

. Mone the abilit& to increase a workerVs pa& and benefits

5. Penalt the project managerVs abilit& to cause punishment

8. Work challenge# the abilit& to assign work that capitali=es on a workerVsenjo&ment of doing a particular task

>. 9%pertise# the project managerVs perceived special knowledge that othersdeem important

?. /riendship# the abilit& to establish friendl& personal relationships between the project manager and others

Wa&s to nfluence that 4elp and4urt Projects


200/303

2AA

Projects are more likel& to succeed when projectmanagers influence with e%pertise

work challenge Projects are more likel& to fail when project

managers rel& too heavil& on authorit&

mone& penalt&

Power


201/303

2A1

Power is the potential abilit& to influence behavior

to get people to do things the& would not otherwise

do

+&pes of power include oercive

3egitimate

9%pert

eward

eferent

mproving 9ffectiveness - ove&@s8 4abits


202/303

2A2

Project managers can appl& ove&@s 8 habits to

improve effectiveness on projects !e proactive

!egin with the end in mind Put first things first

+hink win7win

"eek first to understand$ then to be understood

"&nergi=e

"harpen the saw

9mpathic 3istening and apport


203/303

2A'

Eood project managers are empathic listenersQthe& listen with the intent to understand

!efore &ou can communicate with others$ &ou

have to have rapport Mirroring is a techni0ue to help establish rapport

Professionals often need to develop empathiclistening and other people skills to improve

relationships with users and other stakeholders


204/303

"ample Organi=ational hart for a3arge + Project


205/303

2A

Work :efinition and (ssignmentProcess


206/303

2A5

"ample esponsibilit& (ssignmentMatri% )(M*


207/303

2A8

(M "howing "takeholder oles


208/303

2A>


209/303

"taff (c0uisition


210/303

21A

"taffing plans and good hiring procedures are importantin staff ac0uisition$ as are incentives for recruiting andretention

"ome companies give their emplo&ees one dollar for

ever& hour a new person the& helped hire works "ome organi=ations allow people to work from home as

an incentive

esearch shows that people leave their jobs because the&

don@t make a difference$ don@t get proper recognition$aren@t learning an&thing new$ don@t like their coworkers$and want to earn more mone&

esource 3oading and 3eveling


211/303

211

esource loading refers to the amount of individual

resources an e%isting project schedule re0uires

during specific time periods

esource histograms show resource loading

Over-allocation means more resources than are

available are assigned to perform work at a given

time

"ample esource 4istogram for a3arge + Project


212/303

212

"ample 4istogram "howing anOverallocated ndividual


213/303

21'


214/303

esource 3eveling 9%ample


215/303

21

+eam :evelopment


216/303

215

t takes teamwork to successfull& completemost projects

+raining can help people understand

themselves$ each other$ and how to work better in teams

+eam building activities include

ph&sical challenges ps&chological preference indicator tools


217/303

eward and ecognition "&stems


218/303

21>

+eam-based reward and recognition s&stems can

promote teamwork

/ocus on rewarding teams for achieving specific

goals (llow time for team members to mentor and help

each other to meet project goals and develop human

resources

Eeneral (dvice on +eams


219/303

21?

/ocus on meeting project objectives and producing positive results

/i% the problem instead of blaming people

9stablish regular$ effective meetings ;urture team members and encourage them to help

each other

(cknowledge individual and group accomplishments

,sing "oftware to (ssist in 4umanesource Management


220/303

22A

"oftware can help in producing (M" and

resource histograms

Project management software includes several

features related to human resource managementsuch as viewing resource usage information

identif&ing under and over-allocated resources

leveling resources

esource ,sage


221/303

221

esource ,sage eport fromMicrosoft Project


222/303

222

Project esource Management nvolvesMuch More +han ,sing "oftware


223/303

22'

Project managers must +reat people with consideration and respect

,nderstand what motivates them

ommunicate carefull& with them

Eoal is to enable project team members to

deliver their best work

Project ommunications


224/303

Management

mportance of Eood ommunications


225/303

22

+he greatest threat to man& projects is a failure tocommunicate

Our culture does not portra& PM professionals as

being good communicators esearch shows that PM professionals must be able

to communicate effectivel& to succeed in their positions

"trong verbal skills are a ke& factor in careeradvancement for PM professionals

Project ommunications ManagementProcesses


226/303

225

ommunications planning# determining theinformation and communications needs of thestakeholders

nformation distribution# making needed informationavailable in a timel& manner

Performance reporting# collecting and disseminating performance information

(dministrative closure# generating$ gathering$ anddisseminating information to formali=e phase or project completion


227/303

ommunications Planning


228/303

22>

9ver& project should include some t&pe of

communications management plan$ a document that

guides project communications

reating a stakeholder anal&sis for projectcommunications also aids in communications

planning

ommunications Management Planontents


229/303

22?

( description of a collection and filing structure forgathering and storing various t&pes of information

( distribution structure describing what information goes to

whom$ when$ and how

( format for communicating ke& project information

( project schedule for producing the information

(ccess methods for obtaining the information

( method for updating the communications management

plans as the project progresses and develops

( stakeholder communications anal&sis

"ample "takeholder (nal&sis for Projectommunications

%ta,e!o#ders &ocument Name &ocument

Format

Contact Person &ue


230/303

2'A

ustomer Management

Monthl& "tatuseport

4ard cop& Eail /eldman$+on& "ilva

/irst of month

ustomer !usiness "taff

Monthl& "tatuseport

4ard cop& Hulie Erant$

Heff Martin

/irst of month

ustomer +echnical "taff

Monthl& "tatuseport

9-mail 9van :odge$

;anc& Michaels

/irst of month

nternalManagement

Monthl& "tatuseport

4ard cop& !ob +homson /irst of month

nternal!usiness and+echnical "taff

Monthl& "tatuseport

ntranet (ngie 3iu /irst of month

+raining"ubcontractor

+raining Plan 4ard op& Honathan Kraus 117171???

"oftware"ubcontractor

"oftwaremplementationPlan

9-mail !arbara Eates 57172AAA

nformation :istribution


231/303

2'1

Eetting the right information to the right people at

the right time and in a useful format is just as

important as developing the information in the first

place mportant considerations include

using technolog& to enhance information distribution

formal and informal methods for distributing

information

Media hoice +able


232/303

2'2

+he mpact of the ;umber of People onommunications hannels


233/303

2''

Performance eporting


234/303

2'F

Performance reporting keeps stakeholders informedabout how resources are being used to achieve

project objectives "tatus reports describe where the project stands at a

specific point in time Progress reports describe what the project team has

accomplished during a certain period of time Project forecasting predicts future project status and

progress based on past information and trends "tatus review meetings often include performance

reporting

(dministrative losure


235/303

2'

( project or phase of a project re0uires

closure

(dministrative closure produces project archives

formal acceptance

l

pmbok for 5 days

Documents