Introduction to Project Management Principles and Practices Lesson | - Introduction to Project Management a UCIRVINE | ExTENSIONLesson Overview In this first lesson, we'll ook at some basic concepts of project management, listed below. ‘This will just be a first pass-through. These concepts willbe developed in a more detailed ‘manner throughout this course. ‘+ The PMBOK® Guide ‘+ The PMP® Designation + Projects and Programs ‘The Triple Constraint ‘+ The Project Manager ‘+ Organizational inuences + Stakeholders + Lifecycle Concepts ++ Project Management at a Glance PAMBOK and PMP ae registered marks oe Project Managem inte, he. &Mad 11@) nese (0 EXTENSION A Guide to the Project Management Body of Knowledge (PMBOK® Guide) has been developed by the Project Management Institute (PMI)® to promote generally recognized good practices in project management that: NP + are applicable to most projects most ofthe time: Project Management Institute * have widespread consensus on its applicability and usefuiness Click the logo to visit the PMI website + can enhance the success ofa wide range of different projects * provide a glossary of terms commonly used by project managers ‘Pra an te PI ogo are og atared marks of he Project Managem iat, ne.UCTRVINE | EXTENSION ‘The PMBOK® Guide describes ten Project Management Knowledge Areas’ Ea Project integraion Management Processes and activities needed to identily, define, combine, unity and 5 5 coordinate the various processes and project management activities within od ee the Project Management Process Groups Ei ‘A Guide ote Project Management Body of Krone (PMBOK® Gute) Fifth Eton. Project Management sien. 2013, Page 60.UCIrvINE Project Human Resources Management Processes that organize and manage the project team ‘A Gusde tthe Project Menagemen Boy f Knowles (PMBOKE Guide) - Fit Eon, Project Management Insite In. 2013, Page 60. EXTEN: ONKnowledge Areas ’ X TENSION The PMBOK® Guide describes ten Project Management Knowledge Areas: Project Communications Management Processes required to ensure timely and appropriate generation, collection, = ES distribution, storage, retrieval, and ultimate disposition of project information — pc | ied | Gute woe Project Management Body of Krone (PMBOK® Gusto) Fith Eaton. Project Managoment nse nc, 2013, Page 60.Knowledge Areas UCTRVINE | EXTENSION ‘The PMBOK® Guide describes ten Project Management Knowledge Areas: ioe Project Time Management Processes required to accomplish timely completion of the project —- a Ea A Guide tothe Project Masagnmant Body of Knowledge (PAGORS Guide) - Fit Eton Project Manogoment iste, In. 2013. Page 60edge Areas UCT rvINE | ExTENSION ‘The PMBOK® Guide describes ten Project Management Knowledge Areas frolect isk Management Processes concerned with conducting risk management planning, identification, analysis " a | Gok ote roc Management By of Koonedg (BONE Cute - Filth Eton, Project Managunrt Insite, Inc, 2013 Page 0. responses, and monitoring and control on the projectKnowledge Areas UCTrvine ‘The PMBOK® Guide describes ten Project Management Knowledge Areas: Prokec! Cosi Menegemnen! Processes involved in plaming, estimating, budgeting and controling costs a 0 that the project can be completed within the approved budget om pe | ‘A Guide tthe Project Menagement Body of Krowtede(PMBOKS Guide) - Filth Eden Project Management Insite, nc. 2013 Page 60.‘The PMBOK® Guide describes ten Project Management Knowledge Areas: aoe eee remeny Management Processes to purchase or acquire the products, services, or results needed | (caiman —_— a ‘A Guide ote Project Management Body of Krowlede (PMBOKS Gut) - Fit Econ, Project Management Insite, nc. 2013, Page 60UCTrvine | Ex ‘The PMBOK® Guide describes ten Project Management Knowledge Areas: Project Quality Management a quality policies, objectives, and responsibilities so that the project will satisfy =< A Gude ote Project Management Body of Kroseie (PMBOKE Gude) - Fit Elton Project Magenta in. 2013, Page 60.‘The PMBOK® Guide describes ten Project Management Knowledge Areas: a Project Stakeholder Management Processes to identify the people, groups or orgarizations, that could impact ‘or be impacted by the project, to analyze stakeholder expectations and their impacton the project and to develop appropriate strategies for effectively mas = ‘engaging stakeholders in project execution Time na A Gude fo the Project Managemen Body of Kroner (PMBOK Gut) - Fit Ecin, Project Management ints, re. 2013, Page 2The PMP® Designation ‘The Project Management Professional (PMP)® designation is a professional distinction, sponsored by PMI°, identifying the holder as knowledgeable within the field of project management. To obtain a PMP certification, one must complete 4,500 hours of project experience with an undergraduate degree or 7,500 hours of project experience without an undergraduate degree. In addition, a minimum of 35 hours of project management education must be obtained. This is followed by an examination covering the main sections of project management knowledge.Projects and Programs UCTRVINE | ExTENSION We've seen the term "project" used several times already. Let's take a moment to define it: A project is @ temporary endeavor undertaken to create a unique product (a component of another item or an end item in itsel), a service, or a result (such as a document that develops knowedge in support of a business function) The temporary nature of projects indicates a definite beginning and end. The end is reached When the project's objectives have been achieved or when the projects terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. A project has an expected output, a start and end date, and limited resources, & Creating a new, ‘software pr: The unique characteristic of output ofthe project does not mean that a project will not include various repetitive tasks. you want to build a Formula 1 race car, the engineering will ypically go {from prototype to finished product through a series of iterations. Obviously, you will carry out certain activiies again and again as you go through various design revisions. iron adapted Kom th Glossary oA Gud oho Frye! Manazereat Bayo Kaleo (PUBON® Gut) «Filth EdtonPrjet Management asi, re. 2013Projects are composed of processes. A process is a series of actions bringing about a result~an output. The processes encompassed by a project are performed by people and generally fall no one of two major categories. Project management processes support the effective conduct of the project throughout its life, These processes serve to define, organize, execute, and assess the work of the project. They encompass multiple tools and techniques. ‘The project management processes that are applicable to most projects, most of the time, are described in Chapters 4 through 12 of the PMBOK® Guide. Product-oriented processes ensure the specification and creation of the product (output) of the project. These processes vary by application area and are typically defined by the project lfe cycle. This course will focus on and address only project management processes.ns and Portfo UCIRVINE | EXTENSION Let's place some context around other terms you've heard: ‘A program is a group of related projects managed ina coordinated way to obtain benefits and control not available from managing them individually A portfolio is a collection of projects and programs managed as a group to actieve strategic objectives. ‘This class focuses on how to run a project. The PMBOK® Guide does have some interesting discussion on programs and portfolios. Click on the image to the right to see how portfolios, programs, and projects are related. Read ‘sections 1.4 through 1.6 of the PMBOK® Guide for more information. Detinonsacpts rom the Glosary oA Gusto the Project Management Boy of Kroaloye (PHBORE Guid) - ith Exton, Project Management tut, ne, 2013Sela rites ‘Progesie eibasion Depaton neque charges ‘nga fe curs noner * Stata an pres ‘Progestin pos one charges imac fom change hohe rls, pars ope Potts peas ets st ios “| Proj ae Peano ae ea Permareraprs * charge reat wi * Charge res wh pac once als, Ima on ober ats, roan, rps Prorat + Seto rites * Pogresse obsatin ener * Drgasten cn equ chrges * ina om canes none rons pga orn | Programs “= Pertmene eprs + charge eqns Fn ono prot, 3 prog ores Projects Figure 1-4. Portfolio, Program, and Project Management Interactions A Gul tothe Project Management Body of Knowledge (PMBOK" Gulde)~ Ft Edtion. €2043 Project Management Inst, Ic Al iets reserveOperations SN ELS You should understand the distinction between a project and operations. Which one is a project? Operations may be confused witha Out ofthe items below click the one which i a project and is not operational work project due tothe fact that both are cartied out by people, are imited due ae to scarce resources (people, material, one ete), are rood tobe planed and nw controlled. The main difference is that operations are ongoing and repetitive whereas a projects unique and temporary. Operational work is not project work eed wsThe Triple Constraint LOO Ina: The triple constraints a framework for balancing competing project demands. For example, you and the team have a specific time period within which you are to produce an end product or service. This is the constraint of time or schedule. 4 ‘You and the team also have a specific amount of money and other resources Ce, allocated to your project. This is the constraint of money or resources. As things \ change, you will find yourself having to balance these constraints with each other and with the third constraint: scope or quality. Quality These three constraints are often represented by a triangle. Just as the sides of a d triangle are connected, so too are the constraints. How do you add more scope to your project without impacting the schedule or the budget? How do you decrease the budget without impacting scope or schedule? ‘A Guide ote reect Managemen Body of Kronadie (PMBOK® Guide - Fit Eaton, Project Managurnt Insitute, he, 2013 Page 6Because projects seldom go according to plan, trade-offs are often necessary among these ‘constraints. The project manager and project management team may recommend and will need to manage any modifications to the project objectives of scope, time, and cost. As the project proceeds, the trade-offs that may be considered will likely vary. For example, in the later stages of a project with a firm scope requirement, time (schedule) and/or cost targets/expeciations may need to be modified through a formal change control system (Le., additional time and/or money). Many factors go into the decision to modify or change any one of these objectives. The determination of what to modify or change is based on the prionties assigned to each constraint and the available altematives. F "time to markets the top priority, then trade-offs in cost and/or ‘scope are more likely to occur. These priorities must be set by the sponsor andior customer at, or near, the time of the project startup.per, Faster Mod: UCIRVINE | Ex Of the three constraints discussed earlier, only one of them may be fixed. The relationship among these constraints is such that if any one constraint changes, at least one other is ikely to be affected ((.e., need to change). in projects, the sponsor and/or customer often demands that a specific scope (productiresuit that adheres to the required and specific quality standards) be completed “yesterday, but within an imposed budget and by a certain date. In these cases, the project manager will have to negotiate for some flexbilty in one ; (or more of the constraints. the sponsor insists on executing the project under the fixed constraints demanded, then the project is doomed Cy The project will fal if scope, time, and cost objectives are set arbitrarily! One of the project manager's greatest challenges is managing to this triple constraint.The Project Manager Let's take a closer look at the people involved in projects. The project manager is the person assigned by the performing organization to achieve the project objectives. The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager focused on providing management oversight for an ‘administrative area, and operations managers are responsible for a facet of the core business ‘The project management team consists of those members of the project team who are directly involved in project ‘management activities. On some smaller projects, the project ‘management team may include virtually all of the project team members. A project team is comprised of the project manager, project ‘management team, and other team members who camry out the Work of the project, but who are not necessarily directly involved with the management of the project. This team is comprised of individuals from different groups with knowledge of a specific Subject matter or with a specific skill set who carry out the work of the project. ‘The project manager and the project management team must identify both internal and external project stakeholder in order to determine the project related requirements and, expectations of all parties involved. tis the responsibility of the project manager to manage stakeholder expectations.UCIRVINE | EXTENSION nsibilities of the Project Man As a project manager, you are the link between the strategy and the team. You provide knowledge of project management and perform while applying that knowledge. Inother words, you dor't just know something, you know how to do something You accomplish your work through others and this requires you to draw upon your interpersonal skils! Your personal effectiveness, atitudes, core personality characteristics, and leadership skils all play a role. You don't just push your team to create a product or service by a certain date, for a specific amount of money-you ‘motivate and support them along the way. You are: + Abuilder of teams ‘* A motivator of people a A coraict sokiborigiet Cre a Tn Cees + A skilled communicator ae i" SCC ‘© And so much more. nee ‘A Gusdo oth Pojct Monogenat Body of Krowedy (PMBOK® Gu) - Fit Eton, Project Managem nati, ne, 2012 Pg 1618 ccOrganizational Influences Just as your behavior influences the success of your project, the behavior of your organization also impacts the success of your project, or at @ minimum, itimpacts how you manage your project. This organizational behavior, also known as organizational culture, is the personality of your organization. Your organization might be your company, a division or a department, but every organization has a personality Consider what is norma! for your organization. l.can be small things like having a pizza lunch every Friday or it can be something larger ike a company-wide program to instil organizational values. The culture of your organization shows up in what people believe about ‘+ Communications ‘+ The Company Mission @ ‘= Company Policy + Leadership ‘A Gute ote Project Management Body of Krowedge (PBOKE Gude) - Fit Eaton, Preect Managed i.e, ne 2019 Page 20-21. UCIrv1inizational Structure: UCTIRVINE | E Organizational Structures refers to how your project team is organized. Different structures are used for different purposes. The following are the most commonly used structures. Click each one to view the diagram Common Structures ‘An organization may use one or all of these structures, The best practice is to use the structure which best supports successful project completion. Functional eeeFunctional Organization ‘The standard functional ere) organization is where each Project member of the staff has a Coordination clear superior and they are grouped by their area of expertise. The project manager must negotiate with the project team and the functional managers. ‘A Guid othe Prost Monogoment Body of Krowedye (PMEOK® Gust) - th Eaton, Project Management Insitte In, 2013, gue 21, Page 22Functional Organization TE, 5 Limited conversation } between team members -No project team meetingsFunctional Organization -Works well for groups wno do notrun many projects af Projects which are not complicated and not onatight deadlineProjectized Organization ‘Team members generally are co-located and resources are dedicated to the project; Cece project managers have "ee Project ted ete ened strongest autonomy and Manager? | Manager2 | Manager3 | Manager 4 authority loo Cos ou Cars Project Coordination A Guido othe Prec! Management Body of Kronedye(PBOKE Gul) - Fit Eaton, Prec! Managumt Ista, in, 2013 Fue 25 Page 25Projectized Organization - Project manager is king or queen -The team works on one project - Project manager acts as the manager of the team - Project manager may wite performance appraisalsMatrix-Based Organization ‘Acombination of functional and projectized distinctiveness, from weak (predominantly functional) to strong (predominantly projectized) Electrical | Mechanical | Software ecg Cee Project Coordination A ude fo the Prt Manazament Body of Krowede PMBOK® Gute). Fit Eaton Pooct Management rstue, nc. 2073 Fue 2-3, Page 24Weak Matix Organization -Functional managers in charge -He orshe has the assistance of a project coordinator -The coordinator helos maintain + the schedule and status, but 2 does not have decision-making Ser Fesponsibility CoordinationBalanced Matrix Organization -Recognition that having a project manager assigned wil help ensure project success -The project manager has some decision-making responsibilities -The project manager manages the team to stay within scope, schedule and budgetStrong Matrix Organization - Project manager has much more authority and responsibility, but not complete authority and responsibility ME - Project manager stil cannot make ‘ aa} ALL of the decisionsMatrix Organizations (weak, balanced, strong) Works well when team members are assigned to multiple projects and other work -The project manager will most likely run multiple projectsComposite Organization This often includes elements of a projectized structure that will focus on project activities within a larger blended organizational Electrical | Mechanical | Software | Manager of structure Peg PTs og ce Gone Project B Coordination Project A Coordination A Gude fo the Pret Managemen 8209 of Krowedge(PMBOK® Gite) -Fith Eien, Prec Management insite, nc, 2073, Figure 2.6, Page 26Organizational Proc UCIRvINE Tae Organizational process assets are the plans, processes, policies and procedures used by your organization. They influence your project and how you manage it. Organizational process assets can be grouped into two categories: + Processes and procedures + Corporate knowledge base Organizational process assets should be available to the project manager and include items such as templates and guidelines. h fact, these items can help a project manager get a good start on the project and can help the project manager throughout the project.Enterprise Enviro Factors UCTrvINE Conditions not under the control of the project team, yet will inuence the project, are considered enterprise environmental factors. These vary widely but may include: ‘© Organizational culture + Government or industry standards ‘+ Existing human resources ‘+ Marketplace conditions * Political climate ‘+ Commercial databases ‘+ Project management information systemSelf Check tale Read the items below and drag them to the appropriate category: Organizational Process Asset _ Enterprise Environmental Factor er ene Government or Industry Standards Corporate Knowledge Base eeeStakeholders UCTRVINE | EXTENSION Project stakeholders are persons and organizations who are actively Common Stakeholders invcived in ie proect or hose wise: Cock on each siakehokir to eam more about ther oe interests may be positively or negatively Ea The person aegned by oe performing organizations affected by the performance or pea cee annie Weis } completion of the project. Various ——SSS ‘stakeholders may exert influence over ‘The enterprise whose personnel are most directly involved in the project objectives and its not doing the work of the project uncommon for them to have contrasting BITE 0 csorbers of te project wam aireclyivolved in the Cr conficting interests. One of the PE eOtE CEEEE project management and leadership activi challenges that a project manager faces is to effectively address, and The person or group that provides the financial resources, in | cash or kind, for the project, where possible resolve in favor of the clients/end users, the issues End users porioio managers program managers project management office, functional mana rations surrounding the competing interests of Rane Seen } the various stakeholders. manageA project's product-oriented work can be divided into phases to provide better management control, Collectively, these phases are known as the projectllfe cycle. The project life cycle defines the phases that connect the beginning of a project to its end. Each phase comes to an end when a pre-determined set of deliverables is, completed. Although the phases in one project may share similar names with other projects, almost all projects are different Central to the project life cycle is the concept of a deliverable, A deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Deliverables are described via nouns that may be qualified by adjectives. Some examples of deliverables include: a requirements document, a working prototype, or a design specification. UCTIrvintFeasibility Studie: UCIRvINE eee some large corporations, the risk of carrying out a poorly conceived and developed projects extremely high and the project life cycle may include a feasibility study as a separate phase. A feasibility study may be planned and conducted as a separate project to ensure that a project is ‘ot undertaken unless it fully aligns with company objectives and there is a likelihood of its success. Or, the feasibility study may be the first part ofthe project, in which case the project ‘manager leads the team in conducting the study before moving ahead with project planning.Central to project management are the processes that transform inputs into outputs. A process is a set of interrelated actions and activities performed to achieve a specified set of products, resuls, or senvces. There are 47 defined processes in the PMBOK® Guide.Process Groups & Knowledge Areas ‘This is a good time to open up your PMBOK® Guide and take a look at Table 3-1 (or lick on the image). Notice that the PMI organizes the processes into five major Process Groups. Notice also that the processes are divided into the Knowledge ‘Areas we looked at earlier in this lesson. Consider these the major topics you should think about as you run your project, Whether or not you walk around using the same terms as the PII (and as part of this lass, you will begin to), these Knowledge Areas make sense. For example, when youre starting a project, who needs to know? This is covered in the integration Body of Knowledge. You wor't be handed an unimited amount of money to run your project. The processes in the Cost Management Body of Knowledge will help you estimate your costs and determine your budget For the rest of the course, we'llbe using these Process Groups and Knowledge Areas, and applying the PMI approach to understanding project management. lal] i qa i i fg ge vein nang —— ee Soe ea sar ee ae ee aren] omen a ae fae a = 5 == reat a es