project management or property management roger carroll pmp, cppm harris corporation

Project Management or Property Management Roger Carroll PMP, CPPM Harris Corporation

Learning Objective At the end of this session you will: Understand the basic of Project Management and the PMP certification process. Understand how Project Management processes can assist in Property Management. Tools of Project Management and how they can be used in Property Management Application of Project Management processes during Government audits and special projects

Why Project Management?

Why Project Management How often does the Property Manager act as a Project Manager and how often is the property group heading up projects? Implementing a new Property Management System (NEMS/SAP) New contracts Audits Contract Changes New Contract Requirements (FAR Changes, PICS) Audits Procedure re-writes Audits Financial Reporting Audits

What is a PMP?

The Project Management Institute (PMI) is a not for profit organization for the project management professional with the purpose of advancing project management. Launched in 1984, PMI's first certification was the PMP. Around 370,000 people now hold the PMP certification. In 2007, it earned the ANSI/ISO/IEC 17024 accreditation from the International Organization for Standardization (ISO).International Organization for Standardization To initially obtain a PMI credential, candidates must document that required education and experience requirements. Candidates must pass an examination consisting of multiple choice questions. 200 questions and four hours to take. (VERY HARD TEST) Credentials must be renewed every three years.

Over time, PMI has introduced many other certifications and credentials. A full, updated list can be viewed at PMI official web site http://www.pmi.org.http://www.pmi.org Certified Associate in Project Management (CAPM) Project Management Professional (PMP) Program Management Professional (PgMP) PMI Agile Certified Practitioner (PMI-ACP) PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP) OPM3 Professional Certification

Numerous books on how to pass the PMP test Numerous Web sites on how to pass the test Velocitech.com Passthepmp.com test-king.com AMAnet.org pmperfect.com Seminars and Boot Camps

Basics of Project Management

Project Management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. The primary constraints are scope, time, quality and budget. The secondary and more ambitious challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.

A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a book which presents a set of standard terminology and guidelines for project management. The American National Standards Institute (ANSI) which assigns standards in the USA, assigned it (ANSI/PMI 99-001-2008). The PMBOK Guide is meant to offer a general guide to manage most projects most of the time. The Project Management Bible

The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000. Processes overlap and interact throughout a project or its various phases. Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.) A Guide to the Project Management Body of Knowledge - provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle. The Guide recognizes 42 processes that fall into five basic process groups and nine knowledge areas that are typical of almost all projects.

The process framework is the structure on which all of PMIs process material is built. Organized into nine knowledge areas and five foundational process groups The five process groups are: Initiating Planning Executing Monitoring and Controlling Closing The Nine knowledge areas are: Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management

Project A project is time limited, unique and undertaken for a purpose. Program A program is a larger effort than a project because it is a group of related projects coordinated together Progressive Elaboration Means that you do not know all of the characteristics about a product when you begin the project Project Life Cycle Is a representative of the phase that a typical project goes through. Project Manager The PM is the person untimely responsible for the outcome of the Project. Formally empowered to use resources In control of the project Authorized to spend money Decision maker for the project

Project Managers Power Depends on the type of organization ( see next slide) Project Managers Skill set Leading Communicating Negotiating Problem solving Influencing Stakeholder Stakeholders are the individuals who are involved in the project or whose interests may be positively or negatively affected as a result of the completion of the project The Triple Constraint The triple constraint or the iron triangle is simply the concept that scope, time and cost are closely related and changing any one of these and they are all effected.

TypeDescriptionIn ChargeBenefitsDrawbacks Functional Very Common Work for a department May be loaned from another department Project management has low influence or power Functional manager in charge High degree of specialization Deeper company expertise by function Defined career paths for team members Project manager is weak Projects have a lower priority Resources are often not dedicated to the project Projectized Organization is structured by projects Project Manager in charge Project manager has complete authority Project communication is easier Resources are easily obtained Team members only report to the project Limits professional growth Work yourself out of a job Matrix A hybrid organization Can be strong or weak matrix Power Shared between project manager and functional manager Can be the best of both worlds Transfer of information and empowerment easier High overhead Report to functional manager dotted lined to another High probability for contention Less loyalty Organizational Structures

Foundation Terms And Concepts Common Project life cycle Project Life cycle is simply a representation of the phases that a project typically goes through. These phases are general, but they are representative of the common flow of activities on a project ConceptualPlanningConstructionTestingImplementationcloser ConceptualPlanningConstructionTestingImplementationcloser

Project Management Inputs and Outputs

Inputs are the starting points for the processes. There are specific and unique inputs into each project management process that are used as the building blocks of the processes groups. Some examples of Inputs: Contract requirements Regulations FAR, NASAFAR supplement Information Management Systems Corporate Business Processes Manuals and work instructions

Every process contains at least one output. The outputs are the ends of our efforts. The outcome my be a document (Passing an Audit) a product or services or a result. Usually outputs from one process can be an input to another. Examples of outputs Project Plan Budgets Schedules Stakeholders Register Audit results letter

Graphical Summary

Process 1 Inputs Tools & Technique s OutputsInputs Tools & Technique s Outputs As the above diagram illustrates, the outputs from one process are often used as inputs into one or more processes. Process 2

Project Management Tools and Techniques

Tools and Techniques are the actions or methods that are used to transform inputs into outputs. Tools can be many things such as software, corporate knowledge, which can be used as a tool to help plan a project and analyze the schedule. Techniques are methods, such as flowcharts, which help us to frame, approach and solve problems. These are combined since they both are used to solve problems. Common Tools Software systems Expert knowledge Consultants or outside professionals Ishikawa diagrams or cause & effect diagrams Common Techniques Creating teams Brain storming Leadership styles

Process Group Knowledge Areas InitiatingPlanningExecutingMon/ControlClosing Integration Develop Project Charter Develop Plan Direct and Manage Execution Monitor & Control Integrated Control Close Project or Phase Scope Collect Req Define Scope Create WBS Verify Scope Control Scope Time Define Activities Sequence Activities Estimate resources Duration Develop Schedule Control Schedule Cost Estimate Cost Budget Control Cost Quality Plan Quality Perform QA Perform Quality Control Human Resource Develop HR plan Acquire team Develop team Manage team Communications ID Stakeholders Plan Comm. Distribute Information Manage Stakeholders Report Performance Risk Plan Risk ID Risk Qual & Quant Analysis Risk Response Procurement Plan Procurement Conduct Procurement Administer Procurement Close Procurement Project Management Processes & Knowledge Areas

Initiating Integration Develop Project Charter Scope Time Cost Quality H/R Comm. Identify Stakeholders Risk Procurement The Project Charter is basically your marching orders! Its what you are going to do Build a Bridge Develop New Software Manage Government Property Audits Identification of stakeholder Customers Upper management Functional managers Inventory control manager Warehouse manager Custodians Users

Planning IntegrationDevelop the Plan ScopeCollect Requirements Define the Scope Create WBS TimeDefine Activities Sequence Activities Estimate Activity resource Estimate Duration Develop Schedule CostEstimate Cost Determine Budget QualityPlan Quality H/RDevelop H/R Plan Comm.Plan Communication RiskPlan Risk Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Response Procurement Integration Develop the plan How are you going to handle the Audit Scope Collect the requirements What's going to be audited What contract What is the auditor going to audit Define Scope Universe Sample size Sample dates Create WBS Does not easily apply

Planning IntegrationDevelop the Plan ScopeCollect Requirements Define the Scope Create WBS TimeDefine Activities Sequence Activities Estimate Activity resource Estimate Duration Develop Schedule CostEstimate Cost Determine Budget QualityPlan Quality H/RDevelop H/R Plan Comm.Plan Communication RiskPlan Risk Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Response Procurement Time Define Activities What do we need to do How do we prepare Sequence Activities What are we doing first, second Which Location, building, room Estimate Activity Resources How many people will be needed Which functional areas need to be involved Estimate Activity Duration Pre planning Pre audit How long will the auditor be onsite How long will it take Develop Schedule Planning continued next slide

Planning IntegrationDevelop the Plan ScopeCollect Requirements Define the Scope Create WBS TimeDefine Activities Sequence Activities Estimate Activity resource Estimate Duration Develop Schedule CostEstimate Cost Determine Budget QualityPlan Quality H/RDevelop H/R Plan Comm.Plan Communication RiskPlan Risk Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Response Procurement Cost How many man hours are spent in support of an Audit Quality Plan Quality How are you going to ensure the data given to the auditor is accurate How do you insure the data given to the auditor is what is needed H/R Develop HR plan Employee minimum qualifications Cross training Continued training of property personnel Certifications

Planning IntegrationDevelop the Plan ScopeCollect Requirements Define the Scope Create WBS TimeDefine Activities Sequence Activities Estimate Activity resource Estimate Duration Develop Schedule CostEstimate Cost Determine Budget QualityPlan Quality H/RDevelop H/R Plan Comm.Plan Communication RiskPlan Risk Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Response Procurement Plan Procurements Communications Plan Communications How are you going to get the information out to the right people at the rights time. Too much information Feed back Noise Risk Plan Risk Problem solving skills Identify Risk Pre audit / walk-downs Contractor self assessments Perform Qualitative and Quantitative Analysis Metrics used heavily Plan Risk response

Executing Integration Direct and Manage Project Execution Scope Time Cost Quality Perform Quality Assurance H/R Acquire Project Team Develop Project Team Manage Project Team Comm. Distribute information Manage Stakeholders expectations Risk Procurement Conduct Procurements Integration Direct and Manage Project Execution How do you ensure all activities are being performed Changes Start to finish All ten outcomes Quality Perform Quality Assurance Review of data Right information

Executing Integration Direct and Manage Project Execution Scope Time Cost Quality Perform Quality Assurance H/R Acquire Project Team Develop Project Team Manage Project Team Comm. Distribute information Manage Stakeholders expectations Risk Procurement Conduct Procurements Human Resources Acquire Project Team Develop Team Manage Team Team focused on project Right people doing the work Tools needed to complete the work Communication Distribute Information Email Flyers Phone calls Manage Stakeholders expectations What information is top management looking for? Reports Perfect audit or close enough

Monitoring & Controlling Integration Mon/Cont Project Work Perform Integrated Change Control Scope Verify Scope Control Scope Time Control Schedule Cost Control Cost Quality Perform Quality control H/R Comm. Report Performance Risk Monitor & control Risks Procurement Administer Procurements Integration Monitor & control Project Work Perform Integrated change control Capture changes, update plans Making sure the changes are documented and communicated Scope Verify Scope What is being audited Make sure within contract Control Scope Validate contract specific Time Control Schedule Update schedule as needed

Monitoring & Controlling Integration Mon/Cont Project Work Perform Integrated Change Control Scope Verify Scope Control Scope Time Control Schedule Cost Control Cost Quality Perform Quality control H/R Comm. Report Performance Risk Monitor & control Risks Procurement Administer Procurements Cost Minimal impact for Property However the capturing of any project cost helps determine future needs/constraints. Key Part of the Triple Constraint Quality Perform quality control Reviewing of the data Communication Report Performance Different levels of management are looking for different communication. Risk Monitor & control

Closing Integration Close Project Scope Time Cost Quality H/R Comm. Risk Procurement Close Procurements Integration Close Project or Phase The group of process that focus on closing out the project. Closing processes focus on closing out the contract, releasing resources and delivering the product and gaining formal approval or acceptance from stakeholder. Audit completion to include corrective actions

PMIs Process Groups as it relates to a Property Audit InitiatingPlanningExecuting Monitoring & Controlling Closing Receipt of Audit Letter Scheduled Audit Communicate with Stakeholders What is going to be audited Define Audit Scope Determine timelines Check Data Make sure you have enough people to support Communication Clean up records Entrance Briefing Procedure review Walk-downs Interviews Communication Exit Briefing Closeout letter Corrective Actions Entrance Briefing Procedure review Walk-downs Interviews Communication

Summary Project Management Basics The five process groups are: Initiating Planning Executing Monitoring and Controlling Closing The Nine knowledge areas are: Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management

Summary Project Management Basics Inputs Tools and Techniques Outputs

AcquisitionReceiptRecords Subcontractor Control UtilizationMaintenance Physical Inventory Reports Contract Closeout Relief of Stewardship InitiationPlanningexecution Monitoring and Controlling Closing Applying Project Management Process to the Ten Property Outcomes

project management or property management roger carroll pmp, cppm harris corporation

Documents