Introduction to Project

Management
The Project Management Institute (PMI) Approach
Cindy Zak, MS RHIA, PMP, FAHIMA
May 2019
 Session Objectives
2

 Defining the Project

 Organizing the Project
 Planning the Project
 Controlling the Project
 Ending the Project
 Project Management Knowledge Areas
3
4 Process Groups
 Initiation
 Process performed to define a new project or phase of an existing project
 Planning
 Establish the scope of the project, refine the objectives and define the course
of action to attain the objectives
 Executing
 Process performed to complete the work define in the Project management
plan
 Monitoring and Controlling
 Process required to track, review and regulate the project and performance of
the project along with any changes to the plan that are required
 Closing
 The process to formally complete or close a project, phase or contract
 A Project: Defined
5
An organized effort to achieve a
predefined goal

 A temporary endeavour
undertaken to create a unique
product, service or result
 The project has a definite
beginning and end
 Projects drive change in
organizations
 The project charter formally
authorizes the existence of a
project and the business need
 IRON TRIANGLE
6

Scope

Time

Cost
 Project Success
7

 A statement of “doneness
 Business Value
 Measured & Quantifiable

 Success criteria
 Higher revenue
 Improved productivity
 Increased sales

Wider definition of Value

 Project Life Cycle
8 Projects
Definition Temporary endeavor undertaking to create a unique
product, service or result
Scope The work performed to deliver a product, services, or
result with the specified features and functions
Change Project managers expect change and must implement
change control process to keep change managed and
controlled
Planning Project managers progressively elaborate high-level
information into detailed plans throughout the project life
cycle
Management Project managers manage the project team to meet the
project objectives
Monitoring Project managers monitor and control the work of
producing the products, services, or results that the
project was undertaking to produce
Success Success is measured by product and project quality,
timelines, budget, compliance and degree of customer
satisfaction
 Project Life Cycles
9

Scope the Project

If most projects fit this

Develop Detailed model - why don’t people
Plan follow it?

Launch the Plan

Monitor the
Project Progress

Close out the

Project
 The Big Question
10

 Who is the most important/critical on a project?

Business Sponsors
Project Manager
Team Members
 Project Structure
11

 Functional
 Projectized
 Matrix
 Project Coordinator
Typically in a matrix organization
 Project Manager’s Environment
12

Executive
Sponsor

Steering Project
Committee Sponsor

Project
Manager

Subject Matter Third Development

Experts Parties Team
 Project Manager’s Responsibilities
13
PLANNING THE PROJECT CONTROLLING THE PROJECT

 deliver expected value  team performance

by achievable end dates
 anticipated benefits are not
 estimating resources compromised
 assessing risks  progress reporting
 project management plan  problem resolution
 project schedule  managing contractors
 team morale
 client relationship

ACTIVATING THE PROJECT

ENDING THE PROJECT
 team preparation
 client relationship
 team motivation
 team member evaluation
 client relationship
 celebration for team
 final reckoning
 Characteristics of Project Manager
14

 Knowledge of Project Management

 Practical Application of Tasks
 Excellent Communication Skills
 Leader
 Team Builder
 Enterprise Perspective
 Supported by Management
15 PLANNING THE PROJECT
 Planning
16

Why Plan?
What makes a good plan?

How do you plan?

When should I plan?

What is there to help me?

 Reasons for Planning
17

 Achievable
 Help identify key milestones
 Aids in thought process
 Aids delegation
 Basis of costing
 Resource management
 Includes:
 Scope
 Work Breakdown Structure
 Activity list/duration
 Budget
 A Good Plan
18

 Covers all the processes that make up

project planning
 Timescales clearly shown
 Resources clearly marked
 Defines deliverables
 Components include:
 Quality Management Plan
 Risk Management Plan
 Vendor Management Plan
19 Project Charter Elements: ICD-10 Charter
 Project Purpose/Business Justification
 Project Objective
 Areas Impacted
 Systems Impacted
 Operational Impacts
 Financial Impacts
 Project Approach
 Major Risks
 Project Success
 So what is the best way to approach this?
20

 You decide to invite 4 friends

around for a proper sit down
chicken dinner
 You check with your partner
and they agree (‘agreement
to proceed’)
 However, you have to
organize as your partner is
busy

So what does the plan look like?

 The Work Breakdown Structure
21
A Hierarchical Breakdown of Activities

Produce
PROJECT Meal

STAGE Plan Prepare Cook Serve

 The Work Breakdown Structure
22
A Hierarchical Breakdown of Activities

PROJECT Produce
Meal

STAGE Plan Prepare Cook Serve

STEP Cook Cook Finalize

Vegetables Chicken Dessert
 The Work Breakdown Structure
23
A Hierarchical Breakdown of Activities
PROJECT Produce
Meal

STAGE Plan Prepare Cook Serve

Cook Cook Finalize

STEP Vegetables Chicken Dessert

TASK Stuff Baste Place in Monitor

Chicken Chicken Oven Chicken
 Components of a Plan
24
 Components of a Plan (cont’d)
25

Stage

Step

Task
 Components of a Plan (cont’d)
26
Task Name Effort

Who will do it

Effort
When
“person time”
“elapsed time”
27 Critical Path

 The sequence of activities that represents the longest path

through a project which determine the shortest possible
duration

 Any activity on the critical part is on the project schedule

 A method used to estimate the minimum project duration and

determine the amount of schedule flexibility on the logical
network paths within the schedule model
 Critical Path
28

Path Activities Path

Duration

A-D-H-J 2+5+7+4 18
C-G-I-J 4+7+3+4 18
B-F-J 3+15+4 22
B-E-H-J 4+6+7+4 21
 Project Templates
29

 Improves Quality
 Speeds up the Process
 Learn from the Experience of Others
 Tried and Tested Approach
 Easy to Build New Approaches
 Tips on Planning
30

 Use Microsoft Project or similar

scheduling tool – Makes life easier!!
Project Management
The End Stage
 Objectives
32

 To understand the Final Tasks that need to be

completed on a Project, and the importance of each
of those tasks
 Project Closure
33

 The process of finalizing all activities for the project, phase or

contract.
 The Project is archived, the planned work is completed and
organization tem resources are release to pursue new
endeavors
 Outputs
 Lessons learned
 Final product, service or result transition
 Final Report
 Organizational process assets updates
 Ending a Project - The Tasks
34

 Prepare completion report

 De-equip project
 Turn over results
 Finalize documentation
 Release project resources
35
Determine Impact on the Business

 Do the deliverables meet the

business needs?
 Do the deliverables meet the
user needs?
 Are the deliverables
maintainable?
 De-Equip Project
36 Logistical Support
 Facilities
 Desks,
 Chairs,
 Whiteboards, etc
 Computers/Software
 Other Resources
 Phones,
 Printers,
 Coffee machine,
 Borrowed stuff, etc
 Turn Over Results
37
 Scope
 Close open issue list
 Deliverables
 Models,
 Designs,
 Software, etc
 Intermediate products
 Presentations,
 Work papers, etc
 Final signatures
 Finalize Documentation
38

Financials
 Final labor costs
 Final non-labor costs
 Payment of final
invoices
 Release Project Resources
39

 Complete team member performance

evaluations
 Reassign team members to other
projects
 Summary
40

 Collect suggestions for improving or updating the policies and

procedures of the organization

 Measure stakeholder satisfaction

 Don’t forget the party