Project Management: An Introduction

Chapter 1: Intro to Project Management

1.1 What is a Project?

• A project is a unique, time-bound endeavor with a distinct beginning and end.
• Every project aims to create a unique product or service to add business value.
• Stakeholders can either influence or be influenced by a project.
• Project Management is the application of knowledge, skills, tools, and techniques to achieve project goals.

1.2 History of Project Management

• Projects have occurred all throughout history.
• Formal project management started around the 1950s with emphasis on scheduling and control.
• The IT and telecom industries drove rapid growth in project management during the 1990s and 2000s.
• Recent trends include a greater focus on communication, leadership, teamwork, and Agile methodologies.

1.3 Project Work

• Projects are temporary, unlike operations, which are ongoing.
• Skills include hard (technical) and soft (leadership, communication) skills.
• The Project Life Cycle includes Initiating, Planning, Executing, and Closing.
• Agile approaches are iterative, adaptive, and flexible.

1.4 Understanding Projects

• PMI means Project Management Institute.
• PMBOK® means Project Management Body of Knowledge.
• The PMI Talent Triangle encompasses Technical, Leadership, and Strategic skills.
• Project Selection is based on goals, constraints, and success criteria.
• Project Types vary based on industry, size, and scope.
• Project tools should be scalable, using tailoring based on project complexity.

1.5 Project Roles

• Traditional Project Roles:
  • Executive roles include Sponsor, Customer, Steering Team, and PMO.
  • Managerial roles include Project Manager, Functional Manager, and Facilitator.
  • Associate roles include Core Team Member and SME (Subject Matter Expert).
• Agile Roles:
  • Executive roles include Customer (Product Owner), Sponsor, and Portfolio Team.
  • Managerial roles include Scrum Master, Functional Manager, and Coach.
  • Associate roles include Team Member.

1.6 Guide to the PMBOK 7th Edition

• ANSI/PMI 99-001-2021 Standard is the standard.
• It covers updated principles and guidelines for managing projects.

1.7 Agile

• Agile is iterative, while plan-driven such as traditional is sequential.
• Agile Manifesto Principles exist.
• Common Agile terms are relevant in project management.

Chapter 3: Project Charter

3.1 What is a Project Charter?

• A project charter represents an informal contract between the project team and the sponsor.

3.2 Project Charter Use

• A project charter authorizes the project manager, ensures common understanding, helps commitment, and screens out weak projects.

3.3 When is a Charter Needed?

• Decision Criteria which is based on project size and complexity.

3.4 Project Charter Elements

• Common elements: Title, Scope Overview, Business Case, Background, Milestone Schedule, Risks/Assumptions/Constraints, Resource Estimates, Stakeholder List, Team Operating Principles, Lessons Learned, Signatures/Commitment.

3.5 Constructing a Project Charter

• Collaboration: Ideally drafted by the team and approved by the sponsor.
• Scope Overview & Business Case should be a concise and clear statement.
• Milestone Schedule uses a table with key dates and evaluation criteria.
• Risk Analysis to identify and plan for risks.
• Resource Needs that estimate budget and staffing.
• The Stakeholder List prioritizes key stakeholders.
• Team Principles & Lessons Learned include guidelines for team collaboration.
• Signatures for formal approval.

3.6 Ratifying the Project Charter

• Discussion & Approval with sponsor and team before finalizing.

3.7 PMBOK Guide 7e

• Focus areas include stakeholders, team, development, planning, measurement, and uncertainty.

3.8 Agile Project Charters

• Agile terminology is used in project chartering.

Chapter 7: Scope Management & WBS

7.1 Plan Scope Management

• Defines how scope is managed.
• Product Scope outlines Features and functions.
• Project Scope outlines the work required.

7.2 Collect Requirements

• Ensure clarity in Objectives.
• Needs should be gathered from stakeholders using various methods.
• Needs must be defined as Requirements and traceability is key.

7.3 Define Scope

• Purpose is that defines foundation for planning and prevents scope creep.
• Steps:
  • List deliverables and acceptance criteria.
  • Establish project boundaries.
  • Create a scope description.

7.4 Work Breakdown Structure (WBS)

• Definition represents a hierarchical breakdown of project deliverables.
• WBS ensures completeness and aids in planning.
• Formats of a WBS include indented outline, org chart, and free form.
• Work Packages are the lowest level, used for planning.
• Steps to Construct a WBS: Identify deliverables, decompose, review for completeness.

7.5 Establish Change Control

• Must manage and evaluate changes effectively.

7.6 PMBOK Guide 7e Domains

• Encompasses team, planning, delivery, measurement, and uncertainty.

7.7 Agile Projects

• Agile handles scope flexibly through prioritized backlogs.

7.8 Using MS Project for WBS

• Set up WBS using software tools.

Chapter 8: Project Scheduling

8.1 Plan Schedule Management

• PMI's 7 time management processes include defining, sequencing, and controlling activities.

8.2 Purposes of a Project Schedule

• Determine project completion date and track progress.

8.3 Historical Development

• PERT & CPM originally from the 1950s are now modern software tools.

8.4 How Schedules are Created

• Consider logical order, duration, resources, and constraints.

8.5 Define Activities

• Activities are derived from WBS work packages.

8.6 Sequence Activities

• Sequence activities with consideration of Leads & Lags, Dependency Types (FF, SS, SF).

8.7 Estimate Activity Duration

• When estimating activity duration, consider uncertainty, learning curves, and scheduling risks.

8.8 Develop Project Schedules

• Identify the Critical Path using forward/backward pass.
• Gantt Charts offer visual representation.

8.9 Uncertainty in Schedules

• PERT & Monte Carlo Simulations handle uncertain estimates.

8.10 Agile Scheduling

• Incorporate rolling wave planning and backlog prioritization.

Chapter 9: Resourcing and Scheduling Adjustments

9.1 Resourcing Skills

• Technical & Behavioral skills are required.
• The Science vs. Art of resource management matters.

9.2 Estimating Resource Needs

• Identify resource availability and constraints.

9.3 Plan Resource Management

• Use Resource Breakdown Structure (RBS).

9.4 Team Composition Issues

• Types of teams include Cross-Functional, Co-Located, Virtual, and Outsourced Teams.

9.5 Assigning Resources

• Use RACI Chart and Gantt Chart.

9.6 Resolving Resource Overloads

• Potential methods include reassigning work, delaying non-critical activities, or adding resources.

9.7 Compressing Schedules

• Crashing involves trading cost for time.
• Fast-Tracking involves trading risk for time.

9.8 Alternative Scheduling Methods

• Alternative methods include Critical Chain Project Management (CCPM), Reverse Phase Scheduling, and Rolling Wave Planning.