Untitled

Project Introduction (Module 1 - Part 1)

• Project Management: Module 1 - Part 1

Learning Outcomes (Module 1 - Part 1)

• Define what a project and its attributes are.
• Understand what business value is.
• Identify the key constraints within which a project must be managed.
• Understand the reasons to start or end a project.

Project Definition

• A project is a temporary endeavor.
• A project creates a unique product, service, or result.
• A project has a predetermined beginning and an end.
• Projects drive changes in the organization.
• Projects enable business value creation.

Business Value

• Business value is the whole value of the business.
• This includes tangible assets, equity, etc. & intangibles like brand recognition and goodwill.
• If an organization does not realize increased business value as a result of sponsoring a project, then the project will not (or should not) be pursued.

Project Attributes

• Clear objective
• Series of interdependent activities
• Various resources
• Specific time frame
• Unique, one-time endeavor
• Sponsor or customer
• Degree of uncertainty

Project Constraints

• The balance of scope, quality, resources, schedule and cost impact customer satisfaction
• These inputs contribute to the outcomes.

Why Initiate Projects?

• To meet regulatory, legal, or social requirements.
• To satisfy stakeholder requests or needs.
• To create, improve, or fix products, processes, or services.
• To implement or change business or technological strategies.

Why a Project Ends?

• Project objectives have been achieved.
• Project is terminated because the objective won't be met.
• A customer wants to end it.

Introduction to Project Management (Module 1 - Part 2)

• Project Management: Module 1 - Part 2

Leaning Outcomes (Module 1 - Part 2)

• Define what is project management.
• Understand the principles of project management.
• Identify the process groups.

Project Management Definition

• Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
• The PMBOK® Guide 6th & 7th editions cover the different process, tools & techniques.

Project Management Principles

• Stewardship: Be a diligent, respectful, and caring steward.
• Team: Create a collaborative project team environment.
• Stakeholders: Effectively engage with stakeholders.
• Value: Focus on value.
• Systems Thinking: Recognize, evaluate, and respond to system interactions.
• Leadership: Demonstrate leadership behaviors.
• Tailoring: Tailor based on context.
• Quality: Build quality into processes and deliverables.
• Complexity: Navigate complexity.
• Risk: Optimize risk responses.
• Adaptability and Resiliency: Embrace adaptability and resiliency.
• Change: Enable change to achieve the envisioned future state.

Process Groups

• Initiating
• Planning
• Executing
• Monitoring & Controlling
• Closing

Initiating Process Group

• Activities include obtaining authorization, defining initial scope, committing financial resources, identifying internal & external stakeholders, and selecting the project manager.
• The purpose is to align stakeholders' expectations with the project purpose, give stakeholders visibility of the goals and objectives, and clarify what is expected of them.
• Outputs include the Project Charter and Stakeholder Register.
• "Authorize the Work"

Planning Process Group

• Activities involve establishing the total scope of the project, defining and refining the objectives, and developing the plan to achieve those objectives.
• The purpose is to delineate the strategy and tactics, and the action plan to successfully complete the project or phase.
• Outputs include the Project Management plan and related documents like Scope, Requirements, Cost, Schedule, Quality, Resources, Communication, Risk, Procurement, Change, Stakeholders.
• "Plan the Work"
• The complex nature of PM may require the use of repeated feedback loops.

Executing Process Group

• Activities include coordinating people & resources, managing stakeholders' expectations, and integrating and performing the activities according to the project plan.
• The purpose is to create the result, product or service.
• Outputs include Project deliverable, Work performance data, Team performance assessment and the Issue log.
• Here we spend most of the budget.
• "Work the Plan"

Monitoring & Controlling Process Group

• Activities involve tracking, reviewing, and orchestrating the progress and performance of the project; identifying areas where changes are required; and initiating the required changes.
• The purpose is to identify variances in the project plan.
• Outputs include Change logs, Approved change requests, Work performance information, and Quality control changes.
• "Control the Plan"

Closing Process Group

• Activities consist of finalizing all activities and formally closing a project or phase.
• The purpose is to deliver the product, service, or result for which the project was conducted.
• Outputs include Final product, Closed procurement and Lessons learned.
• "End the Work"

Introduction to Project Management (Module 1 - Part 3)

• Project Management: Module 1 - Part 3

Learning Outcomes (Module 1 - Part 3)

• Understand the knowledge areas.
• Understand the project performance domains.
• Understand the correlation between the knowledge areas and the performance domains.

Understanding 10 Knowledge Areas

• Project Integration Management
• Project Scope Management
• Project Schedule Management
• Project Cost Management
• Project Quality Management
• Project Resource Management
• Project Communications Management
• Project Stakeholder Management
• Project Risk Management
• Project Procurement Management

Knowledge Area Overviews

• Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
• Project Scope Management includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully.
• Project Schedule Management includes the processes required to manage the timely completion of the project.
• Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget.
• Project Quality Management includes the processes for incorporating the organization's quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders' expectations.
• Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.
• Project Communications Management includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
• Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.
• Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.
• Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Project Performance Domains

• PMBOK 7th Edition changed the knowledge areas for performance domains.
• Performance Domains are a group of related activities that are crucial for the effective delivery of project outcomes.

Performance Domains Overview

• Stakeholder Performance Domain addresses activities and functions associated with the stakeholders.
• Team Performance Domain addresses activities and functions associated with the people who are responsible for producing project deliverables that realize business outcomes.
• Development Approach & Life Cycle Performance Domain addresses activities and functions associated with the development approach, cadence, and life cycle phases of the project.
• Planning Performance Domain addresses activities and functions associated with the initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes.
• Project Work Performance Domain addresses activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment.
• Delivery Performance Domain addresses activities and functions associated with delivering the scope and quality that the project was undertaken to achieve.
• Measurement Performance Domain addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
• Uncertainty Performance Domain addresses activities and functions associated with risk and uncertainty.

Correlation: Knowledge Areas & Performance Domains

• Stakeholder is related to Stakeholder Management.
• Team is related to Resource Management.
• Development Approach & Life Cycle is related to Integration Management.
• Planning is related to Integration, Schedule, Costs, Communications, & Procurement Management.
• Project Work is related to Integration, Communications, Resources & Procurement Management.
• Delivery is related to Scope & Quality Management.
• Measurement is related to Scope, Schedule, Costs, & Resources Management.
• Uncertainty is related to Risk Management

System for Value Delivery (Module 1 - Part 4)

• Project Management: Module 1 - Part 4.

Learning Outcomes (Module 1 - Part 4)

• Understand what is organizational project management.
• Understand the relationship between project and operations management.
• Identify the difference between organizational and project governance.
• Identify the internal and external project environment.

Organizational Project Management (OPM)

• OPM provides a strategic framework to use and guide portfolio, program, and project management to achieve the organization's strategic goals.
• Portfolio Management selects and prioritizes programs and projects that will best achieve the organization's strategic goals.
• Program Management coordinates the management of related projects to achieve specific benefits that support the organization's strategic goals.
• Project Management manages efforts to develop specific scope, which supports the portfolio or program management objectives and, ultimately, the organization's strategic goals.

Relationship Between: Project Management & Operations Management

• Operations (Business) is responsible for overseeing, directing, and controlling business operations.
• Changes in business operations could result in projects whereas organizations are permanent while projects are temporary endeavors.
• Operations Management is outside the scope of formal PM, it manages processes that transform inputs into outputs.
• It is a management area concerned with ongoing production of goods or services.
• Including operational stakeholders in projects provide insights into the operation, avoiding issues that often arise when their inputs are overlooked.
• Examples of operational stakeholders are: call center personnel, salesperson, CSR, supervisors, etc.

Organizational & Project Governance

• Organizational Governance determines and influences the behavior of its members through how the organization is structured.
• Includes people, rules, structure and policies.
• It also includes norms which are typically not written down, provides oversight and uses systems to capture data and provide feedback.
• It is the framework in which authority is exercised.
• Project Governance is the framework, functions, and processes that guide project management activities to create a unique product, service, or result to meet organizational, strategic, and operational goals.

Project Environment

• Internal
• Process assets
  • Governance documentation
    • Data assets
      • Knowledge assets
        • Security & safety
          • Culture, Structure, and governance
            • Geographic distribution - Infrastructure - Information technology - Resource Availability - Employee capability
• External
• Marketplace conditions
  • Social and cultural influences and issues
    • Regulatory environment
      • Commercial databases
        • Academic Research
          • Industry standards
            • Financial considerations - Physical environment

Organizational Structures (Module 1 - Part 5)

• Project Management: Module 1 - Part 5

Learning Outcomes (Module 1 - Part 5)

• Understand the different types of organizational structures.
• Understand the role of the Project Management Office.

Types of Organizational Structure

• Functional
• Matrix
• Project Oriented

Functional Structure

• Characteristics include:
• Typical hierarchy structure
• Grouped by functions with specific roles.
• Each department runs its own projects - The functional manager has PM duties
• Advantages:
• Expertise if the project is run within the department that it has the expertise.
• High degree of flexibility since the resources belong to the department.
• Clear line of authority to functional manager.
• Disadvantages:
• Departments are siloed.
• Resources may not be dedicated full time to the project.
• Project progress may be slow. - Don't have a proper PM and if any is assigned it has little power over decisions.
  • Outside expertise can be obtained if required.

Project Oriented Structure

• Characteristics:
• Organization focus on projects
• Full-time PM with complete authority
• Resources aligned and managed according to each project. - Team members report directly to the PM.
• Advantages:
• PM has clear authority over resources and budget.
• Better cohesion within the project team.
• Better focus and faster execution. - Easy communication
• Disadvantages:
• Projects are isolated.
• PM can lose objectivity.
• Inefficiencies with decentralization causing duplications of roles. - When the project finishes the team dissolves.

Matrix Organization

• Matrix Strength can be:
• Strong
• Balanced or
• Weak
• Advantages:
• Individuals can be chosen based on the needs of the project.
• Efficient resource sharing.
• Dynamic team with major problem-solving capabilities. - Easier to reassign team members.
• Disadvantages:
• Reporting confusion because of the dotted line.
• Power struggles as the manager competes for power.

What is a PMO (Project Management Office)?

• The PMO is responsible for standardizing all the PM processes facilitates sharing of resources, methodologies, tools, and techniques.
• It has the authority to act as a primary stakeholder and key decision maker
• Liaison between the organizational strategies, portfolio, programs and projects in the organization.
• The PMO has the Authority to end projects, and may be involved in resources selection, management and assignment of project resources.

Types of PMO's

Supportive

• Provides a consultative role to projects for templates, access to information and training, but does not manage Project directly.
• The degree of control provided by the PMO is low, it only supports existing project teams.

Controlling

• Involves adopting PM frameworks, tools, using conformance to governance.
• The degree of control provided by the PMO is moderate and requires compliance.

Directive

• PMOs take control of projects by managing projects directly.
• The degree of control provided by the PMO is high and members themselves managed every project.

Mature Types PMO's

Enterprise-Level Project Management Office (EPMO)

• Links implementation of organizational strategy with portfolio-level investments in programs and projects. Agile Center of Excellence (ACoE) or Value Delivery Office (VDO)
• Organizations with flatter structures and customer-centered Initiatives, and more adaptive delivery, may use the ACOE or VDO.
• This office serves an enabling role, instead of management oversight.

PMO Functions

• Support Project Managers
• Managing shared resources
• Coaching, mentoring, oversight
• Developing PM methodologies, best practices. - Monitoring Compliance with PM standard, templates by auditing projects
  • Project Policy and procedures
  • Facilitating communication among projects

Project Manager & Project Stakeholders (Module 2 - Part 1)

• Project Management: Module 2 - Part 1

Learning Outcomes (Module 2 - Part 1)

Learn how to identify project project Stakeholders Understand the differences between the different types of managers. Identify types of power and leadership styles.

Project Manager vs. Functional & Operations Manager

• Functional manager focuses on providing management oversight for a functional or business unit.
• Operations manager is responsible for ensuring that business operations are efficient.
• Project Manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Project Manager Personality Traits

• Authentic
• Courteous
• Creative
• Adaptable to culture
• High degree of emotional intelligence
• Service-oriented
• Understanding politics
• Managerial
• Intellectual or intelligent
• Have a systemic view of the organization
• Social skills

Emotional Intelligence

• Self-Awareness: How do you affect the team, how does it affect you?
• Self Management: Think before you act, build trust.
• Social Awareness: Have empathy, active listening.
• Social skill: Manage attitude, rapport, effective teams.

Project Manager Sphere of Influence

• Project Manager
• Project Team consisting of PPP Managers, Resource manager
  • Sponsors consisting of Governing Bodies, Steering Committees
    • Stakeholders which compromises Suppliers, Customer and End Users

Project Manager Competencies

• Technical Project Management
  • The skills to effectively apply the project management knowledge.
• Strategic and Business Management
  • The ability to see the high-level overview of the organization including effectively negotiate and implement strategic alignment innovation.
• Leadership
  • The ability to guide, motivate, and direct the team.

Leadership Competency Skills

• Knowledge or Technical
• Leadership
• Strategic and Business
• PM's Essential Soft Skills:
• Negotiating
• Political Awareness
• Decision Making
• Influencing
• Communication
• Motivation
• Team Building
• Coaching
• Conflict Management
• Trust Building

Leadership Styles

• Laissez-Faire:
  • "Let them do"
  • Little interference allowing the team to make their decisions.
• Transactional
• Focus on goals and accomplishment then determines rewards ( also management by exception)
• Transformational
  • Empowers followers to become leaders
• Servant Leader
• Servicing the needs of the Team such as Team members have autonomy in making decisions.
• Charismatic
  • Inspiration and is confident that the team will achieve desired outcomes.

Types of Power

• Legitimate / Positional - Power comes with a role
• Informational - Knowledge is power
• Relational - Relies on the people you know or your network
• Expert - Expertise in a specific area
• Referent - Respect on skills and abilities
• Personal/Charismatic Power - Trust misused sometimes

Management vs. Leadership

Project Stakeholders

• Project Organisation
  • Suppliers
  • Customers
  • End Users
  • Government - Community
• Sponsor & Managerial organisation

Project Team

• Project Manager
• Project staff, Expert and Users
• Business Partners and Sellers

Types of Teams

• Dedicated
  • Most Team members work full time on project
• Part Time
• All members do other work too
• Partnership
  • Multicompany - working on the same project
• virtual
  • Remote workers

Project Life Cycle (Module 2 - Part 2)

• Project Management : Module 2 - Part 2

Learning Outcomes (Module 2 - Part 2)

Understand the project life cycle. Identify the correlation between the project and the product life cycles Understand the different development life cycles.

Project Life Cycle - Phases.

• Project Life Cycle - The sequence of phases.
• Depends on each individual project and organisation, and can be one of the four:
• Initiating then > preparing then > Work > completed closure.
• Timescale is key to the Project life cycle, which is not the same as Project management.

The Project Life Cycle

• The life cycle of the project is NOT the same as the PM Process Groups.
• PM Process Groups (e.g., Initiating, Planning, Executing, Monitoring & Controlling, and Closing) are the activities that we will perform within each phase of the project.
• The Phases may be;
  • Sequential,
  • Iterative
  • Overlapping = ("fast tracking").
• With Product, all phases are associated with the "development life cycle"

Phase Relationship

• Sequential Relationship The next phase begins when previous phase ends.
  • Reduce uncertainty
  • The opportunity to cut the timeline.
• Overlapping Relationship
  • Can begin on one with a phase cutting costs and increased risks.
  • The timeline is improving the opportunity to cut the schedule.
• Iterative Relationship Phases will repeated as and re-repeated as needed, cutting the timeline.

Types of Project Life Cycle

• Predictive Life Cycle
  • Waterfall methodology with extensive planning at beginning of the Project.
  • Scope/Schedule set, extensively reporting with formal change control
• Adaptive Life Cycle
  • Agile with incremental change and scope with iterations with each function.
  • All functions are always "iterations" and change is welcome when needs change.
• Hybrid Life Cycle
  • A combination of adaptive and predictive.
  • All elements that are well know and fixed require more elements for a predicted timeline. These then allow adaptive adjustment while its on-going

Predictive vs. Adaptive

• Predictive: Clear plan, with steps of creation, final review and then released.
• Adaptive: A constant cycle of creating, reviewing and planning for iteration.

Project vs. Product life Cycles

• Project moves from "initiating to planing" to "executing to closing"
• While Product is more "Concept" to delivery "Growth to Maturity" to long term retirement and Support

Adaptive Approach (Module 2 - Part 3)

• Project Management : Module 2 - Part 3

Learning Outcomes (Module 2 - Part 3)

Define "agile" Understand agile process Understand Kanban methods Understand agile Vales and principles.

Agile methodology

Agile framework that empowers and trusts the people Allows change as the project goes along Allows constant feedback with the stakeholders

Agile Influencers

• List with Image of 16 contributors
• Kent Beck
• Mike Beedle
• Arie Bennekum
• Alistair Cockburn
• Ward Cunningham
• Martin Fowler
• James Grenning
• Jim Highsmith
• Andrew Hunt
• Ron Jeffries
• Jon Kern
• Brian Maric
• Robert C. Martin
• Steve Mellor
• Ken Schwaber
• Jeff Sutherland
• Dave Thomas

Values (Agile Manifesto)

• Value individuals: Interact + tools
• Work on software: Over comprehensive
• Customer collaboration: Contract negotiation
• Responding to change: Following a plan

Principles [agile manifesto]

• Top goals is customer satisfaction
• Welcome change
• Deliver working software
• Business + Development Team working together
• Build people with Support
• Information: in Person
• Working Software: Primary Measures of success
• All Agiles promote work
• Technical excellence with good design
• Maximize the work not done
• Teams have excellent architecture requirements Teams have good design
• Reflect and to adapt and constantly change and refine

Agile

Umbrella that is a term for group of iterative and incremental product development methods

Agile Release Planning

Product visions drives product road map product road amp drives release plans iteration set feature development - iteration plan priority user features delivered by stories in point form Tasks (in hrs) in stories and deliver using user

Agile

Agile framework with stand up meetings a

• Team member has customer feedback and communication to them
• The team sets top goals and deliver with success, with the backlog at sprint and team at the end of the sprint cycle and end meeting

User Stories

• Stories are all linked at a high priority and in text from
• What is being asked by the role for functionality-

Kanban Method

• Agile- visual tool - To do- testing with a result- always visual

Project Selection (Module 3 - Part 1)

• Project Management: Module 3 - Part 1

Learning Outcomes (Module 3 - Part 1)

Understand opportunities, Understand steps in Business documents Learn financial selection methods to projects,

Opportunity Vs. Project

• All submitted request are ALL opportunities to become projects, but ONLY some selected to BE approved in actual projects.

Selection of actual Project

Evaluate all the opportunities and which ones are projects Select Project opportunities Mix gut feelings With "quantitate information"

Project selection has Steps:

• Criteria:
• Market / Sales Increase -Requirements met by techs satisfaction
• The company risks in the satisfaction
• List / Assumptions: -Each and have opportunities / Financing in the system
• Data points:
  • intelligent data for action
• Action / Opportunity:
• In action are set using using "select list / evaluation form containing the" the selection

Project to have

The sponsor, or agent must developing and has all accountability.

Types Project Document/Definition

• Project business case = economically visible when validity for the the benefits are not sufficient to further authorization from
• Management plan = documented explained the plan for the project
• Benefits to the process, project are in Net Present Value (business)

Business Cases include

• Business cases need to be assessed and address
• Value delivered with stake holders and scopes
• Alignment / Goals- success and alignment. -
• Critical success can be optional for success

Methods in selection can include

• Most are that to quantify and and benefit in compare for desirable features
• Method: Ratio
• Return value