project management (x470)
DESCRIPTION
Project Management (x470). Module 05 : Closing, Organizational Structures, & Beyond the Basics. Module 5 Topics. Project Closure. Knowing What the Project Is. Knowing Where the Project Is. Product / Service Processes. The Last Words. - PowerPoint PPT PresentationTRANSCRIPT
Module 05 : Closing, Organizational Structures, & Beyond the Basics
*Project Management (x470)
*Module 5 TopicsClosure
Closure Sign-Off
Turnover of Project
Products
Lessons Learned
Account Closure
Organizational Structure
Functional, Traditional
Projectized
Matrix
Beyond the Basics
Project, Programs, Portfolio
Project Manageme
nt Office
Maturity Models
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*Project ClosureMonitoring and Control
Project Approval
•Formal “Go” decision
•Project Charter
•Project Manager assigned
Project Plan
•Clear and approved project or phase definition
•Stakeholders•Scope (Deliverables)
•Schedule•Cost
Project Execution
•Complete deliverables per the project management plans
•Determine and communicate project status
Project Closure
•Formal end of all project work
•Turn-over of project products
•Project completion / termination sign-off
•Lessons learned
•Contracts and Accounts closedKnowing What the Project Is
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Knowing Where
the Project Is
*The Last WordsMonitoring and Control
Project Approval
•Formal “Go” decision
•Project Charter
•Project Manager assigned
Project Plan
•Clear and approved project or phase definition
•Stakeholders•Scope (Deliverables)
•Schedule•Cost
Project Execution
•Complete deliverables per the project management plans
•Determine and communicate project status
•Knowing Where the Project Is
Project Closure
•Formal end of all project work
•Turn-over of project products
•Project completion / termination sign-off
•Lessons learned
•Contracts closed
Product / Service Processes
4
5
*Organizational SystemProject based (driven) - work is characterized
through projects, with each project as a separate cost center having its own P&L statement (ex. construction, aerospace) Non-project based (driven) - projects exist to support product or functional lines, P&L measured on vertical or functional lines, priority given to revenue producing functional line activities
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*Organizational StructuresTypes are described in terms of the project manager level of authority• Functional (Traditional,
Classical)• Matrix• Projectized
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*Functional Organizational Structure
CEO
Sales Finance Operations …
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*Projectized Organizational Structure
CEO
Project Manager
A
Sales Finance Operations
Project Manager
B
Sales Finance Operations
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*Matrix Management Structure
CEO
Project Management Finance Operations Sales
Project Manager 1
Project Manager 2
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*Organizational Structure & PM Authority
PM Authority
Organizational Structure
High
Low
Functional Matrix Projectized
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*Project Hierarchy.
Temporary endeavor undertaken to create a unique product, service or result
A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives
Portfolio
Program 1
Project 1.1
Project 1.2
Program 2
Project 2.1
Project 2.2
Project A
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*Project or Program?
Deliverable complexity (low or high) Deliverable quantity (few or many) Deliverable size (small or large) Number of people (few or many) Degree of interdependence (simple or
complex) Details of Agreements (tasks only or
detailed interfaces) Co-location of teams
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*Project Management Office
Centralizes and coordinate the management of projects under its domain
Operates on a continuum from providing only project management support functions to actual direct management and responsibility for meeting project objectives
Sometimes called Center of Excellence (COE)
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*Project Management Maturity Models
Level 1Common Language
Level 2Common Processes
Level 3Singular
Methodology
Level 4Benchmarki
ng
Level 5Continuous
Improvement
Level 1Initial
Level 2Repeatabl
eLevel 3
DefinedLevel 4
ManagedLevel 5
Optimizing
Level 1Standardized
Level 2Measure
Level 3Control
Level 4Continuously
Improve
Harold Kerzner
SEI, CMM
OPM3, PMI
Standard methodology. Should include development of project
portfolio management process
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*The End
*May bliss, with its causes and conditions, be with you!