welcome to session 3 – project management process overview instructor:phyllis sweeney instructor:...

Welcometo

Session 3 – Project Management Process Overview

Welcometo

Session 3 – Project Management Process Overview

Instructor: Phyllis Sweeney

Project Management Certificate Program


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Class 3 - 5 Outline

· Discuss Project Management Processes over the next 3 classes– Processes– Major Activities– Deliverables

· Distinguish the difference between a project life cycle and project management process


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Session 3 Learning Objectives

· Identify the Project Management Processes· Produce a Project Overview Statement· Work within their teams

The student will be able to:


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Project Management Processes

• Projects are composed of processes

• Processes are defined as a series of actions bringing about a result

• Project processes fall into one of two major categories

• Product-oriented Processes• Specify and create the project through the lifecycle – previous

exercise

• Project Management Processes• Describe and organize the work of the project


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• Project management processes and product-oriented processes overlap and interact throughout the project.

• Project management processes; however, are not discrete, one-time events

• Are overlapping activities, which occur at varying levels of intensity through each phase of the project/product lifecycle.

Initiation

Planning

Control

Execution

Closeout




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Initiating Closing

Phase

Lifecycle

Planning

Executing

Monitoring and Control

Initiating Closing

Phase

Planning

Executing

Planning

Monitoring and Control


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Lifecycle or Project Management Processes?

· Requirements· Design· Implementation· Stabilization· Release


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Initiation• Initiate the Project• Identify Scope Baseline• Establish Basis for Future Decisions

Monitoring and Controlling

Close Out the Project

Execution

Planning


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Initiation Process

• Recognizes that a project or phase should begin and committing to do so

• Authorizes the project or phase


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Project Selection

· All organizations have more ideas on needs to spend money on than they have money

· Needs must be studied and priorities set· Selection of the right project to do is the first and

most important decision made– Not doing the project may be the answer!


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Project Selection

• Many organizations have a two-step project approval process.

• Step 1 – Pick projects to study out of a large list of opportunities.

• Step 2 – Final approval to proceed after detailed scoping and planning done

• How is it done in your organization?

• Formal Process• Informal Process


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Project Selection Process

- Business/Product Marketing

- Operations/Finance/Planning

- Legal/ Environmental/Technical

-Vision

- Strategies

- Policies

- Data

-Resources

- Project Opportunity

- Establish Objectives

- Gather Data/Identify alternatives

-Select Business Case

- Prepare Conceptual Estimate

-Analyze Risk- Business- Legal- Technical- Environmental

- Make go/no go Decision

- Identify key project team members

Outputs

-Business Objectives

- Broad Scope

- Estimate & Schedule

- Go/No Go Decision

- Key Team Members

Customers

Suppliers

Input

Process Output


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Investment Concerns

· Uncertainty and Risk

– Future economic conditions

– Future Laws

· Expected Return on Investments

· Accuracy of Resource Estimates

· Accuracy of Benefit Estimates

· Other examples (by Class)


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Investment Concerns

· Some Common Evaluation Methods

– Depreciation

– Net Present Value

– IRR


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STEP 1: Scope the Project

• What is the Problem or Opportunity?

• Who wants this project complete? Who is the sponsor?

• What is to be done?

• When must the project be completed by?


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STEP 1: Scope the Project

• State the Problem and/or Opportunity

• Establish the Project Goal

• Define the Project Objectives

• Identify Assumptions, Constraints, Risks, and Success Criteria

Deliverable: PROJECT OVERVIEW STATEMENT (POS)


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Identify the Project Goal

· Defines the final outcome

· Should have only one goal, which may identify several objectives: Goal + Objectives = Scope

· Should be understandable to outsider


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Objectives: “S.M.A.R.T.”

Specific Be specific in targeting objectives

Measurable Establish a measurable indicator(s) of progress

Assignable Make the objective assignable to one person for completion

Realistic State what can be realistically be achieved with the available resources

Time-related State when the objective can be achieved; i.e. - Duration

"Management by objectives works if you know the objectives. Ninety percent of the time you don't"

Peter Drucker


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Identify Success Criteria

· Condition of Satisfaction

· State success criteria in terms that senior management will understand - both product and project

· Management wants to deal with deliverables and to assign business values

· What are some common success criteria?

– Product

– Project


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Identify Assumptions, Risks, Constraints

· Assumptions

– What assumptions can be made to avoid delays in completing the project with given resources and constraints?

– Decisions

What decisions must be made now?

What decisions cannot be made until work commences on the project?

– Resources

What resources are required?


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· Risks What risks occur if resources are not obtained in timely manner?

– Delays

What problems and delays are likely to occur in this project?

What effects will delays have on the project?

What are the probable budget and schedule overruns to complete this project?

· Constraints What are examples of constraints?


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· Assumptions– Factors that, for planning purposes, are considered to be true, real, or

certain. May involve a degree of “risk.”

· Risks– An uncertain event or condition that, if it occurs, has a positive or

negative effect on a project’s objectives.

· Constraints– Any factor that affects when an activity can be scheduled.

– Absolutes

Definitions Adapted from PmBok


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Other POS Components

· Risk analysis

· Financial analysis

– Feasibility Study

– Cost-benefit evaluation

– Break-even analysis

– Return on investment (ROI)

– Preliminary Budget and Schedule


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POS Approval

· How important is this project?

· How does this project relate to our Lines of Business?

· Do the objectives relate directly to the problem or opportunity?

· Is the relationship between the objectives and success criteria clearly defined?

· Are the risks too high, or the business value too low?

· Can senior management mitigate the identified risks?


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POS Approval

• Team Leadership Assignments

• Can be used to “sell” the project to management and potential team members

The POS should be used to gain project approval

Project Manager should plan, implement and manage the project as defined in the POS


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ASSIGNMENT # 2:Setting Up Teams and POS Statements

1. Choose teams of x people. Team Rules:

• No individual project assignments

• Each team member must present at final presentation

2. Determine project to work on. Develop a project notebook that demonstrates ability to use the tools and techniques learned from the Project Management Certificate Program. Demonstrate ability to work as a team.

3. Write POS for project.


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ASSIGNMENT # 2:Setting Up Teams and POS Statements

4. Turn POS in by Session 4:

1) List of team members with email addresses

2) Name of project and names of team members

3) Provide 1 page typed POS statement following format provided (2 pages maximum). Use Word format provided on next page.

4) Provide POS via email to [email protected], by 4:00 p.m. the day of Session 4.

mailto:[email protected]


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Project Overview Statement

Project Name: Project Team Name and Members:

Problem/Opportunity Overview: (Provide a short paragraph as to the problem/opportunity the project is addressing.

Project Goal: (Clearly define the scope of the project)

Business Case Justification: (Clearly define how the scope of the project will address the issue/opportunity at hand).Product Success Criteria: Sales of 50% share in the marketplace.

Project Objectives:

Assumptions: (include any project success criteria i.e. Timely approval by the Executive Sponsor will be provided within 48 hours of the request).

Risks:

Constraints:

welcome to session 3 – project management process overview instructor:phyllis sweeney instructor:...

Documents

right project

result project processes

project life cycle

project overview statementwork

processes processes

pick projects

final approval

learning objectivesidentify