CLO1 2023 wk1 Introduction.pptx

CIS 4603 PROJECT MANAGEMENT CLO1-Introduction DOCUMENT REVISION CONTROL Versio Date Change Description Author/ n Reviewers 1.1 10-July-2020 Added sections. Shar...

CIS 4603 PROJECT MANAGEMENT CLO1-Introduction DOCUMENT REVISION CONTROL Versio Date Change Description Author/ n Reviewers 1.1 10-July-2020 Added sections. Sharmila Siddartha, Reorganized Content Rula Al Kayyali Improved slides on organization structure and skills of a project manager. Added Summary Slides 2.0 27-June-2022 Reorganized Content Yun-Ke Chang, Removed redundant materials Sharmila Siddartha Added a few concepts from PMBOK 7th Ed Added key terms and concepts slides 2.1 20-June-2023 Updated key terms for compliance with 7th Sharmila Siddartha, Ed. Improved formatting, added activities Heba Mohammad and supporting material. Identified self study material. LEARNING OBJECTIVES  At the end of this lecture, student should be able to  Understand foundation elements of projects  Understand the objectives of project management  Analyze project environments: Enterprise Environmental Factor (EEF) and Organizational Process Assets (OPA)  Understand project manager roles – Self Study  Discuss organizational structure and understand the power and authority of PM- Self Study CLO1-Introduction FOUNDATION ELEMENTS OF PROJECTS  5 Foundation Elements What is a project? A project is a temporary endeavor undertaken to create a unique product, service, or outcomes known as deliverables. Projects can be independent or can be a subset of other projects Examples of projects include, but are not limited to: Constructing a building Developing a new software application Improving a business process within an organization Training offered to employees to understand the importance of AI Exploring for oil in a region  6 Foundation Elements Difference between Projects and Operations PROJECTS OPERATIONS  Are temporary  Are ongoing activities in any  Have specific start and end organization​ dates  Are daily activities of a  Have well defined scope business​  Create a unique output and  Are repetitive tasks ​ business value  Use standard operational procedures  Sustain the business  7 Foundation Discussion: Elements Are these projects or Operations? Explain why? 1. Building the Museum of Future in Dubai 2. Building a new terminal at the Abu Dhabi International Airport 3. Preparing annual reports for the CEO of Projects Vs HCT Operations 4. Upgrading communication infrastructure in HCT 5. Resolving student laptop issues at your college 6. Registering students for the new semester 7. A teacher preparing a test for his/her course 8. Developing a new training courses for pilots in an airline  8 Foundation Elements Context for Project Initiation: Why are projects necessary? Senior management and leaders or user groups initiate projects in response to four fundamental demands as shown in the figure  9 Project Selection Criteria: Example Source, Page 47: dubai-government-innovation-framework (dgep.gov.ae)  10 Foundation Elements Projects Create Value Organizational State Transition via a Project Projects drive change and create business value: Organizations move from current state to future state by implementing projects. Time is used up and business value is achieved.  11 Foundation Elements Flow of information is necessary support the delivery of value in organizations: Value can be gained by:  creating a new product/service,  improving organizational efficiency,  facilitating change in the environment,  contributing positively to governmental/social initiatives. Information flows from leadership to portfolio managers, program and projects and to operations after product/service is deployed  12 Foundation Elements Grouping Projects facilitate efficient management and utilization of recourses Project, Programs, and Portfolios enable the delivery of value to organizations  13 Foundation Project must have clearly stated objectives that are Elements measurable. Projects are evaluated for the degree to which these objectives are attained. Organizations are evaluated on project performance based some of these criteria: Project Success  Evaluating project performance compared to plan Measures  Tracking the utilization of resources, work completed, budget spent quality achieved  Demonstrating accountability of project team and project manager  Providing information to stakeholders;  Assessing whether project deliverables are on track to deliver planned benefits  Management of resources and risks  Ensuring the project deliverables will meet customer acceptance criteria Foundation Elements: The Director has authorized the building of a 14 Discussion mini-hospital within the campus at Dubai Men’s College. The Mini hospital includes 1. Why is this project facilities and essential medical equipment to necessary? treat emergencies and injuries. Employees of the hospital should have access to computing 2. What is the unique and other comfort facilities. product created by Duration – 1.5 years; Budget – 3 million Dhs. this project? Requirements: Clinic with 2 emergency 3. What is the rooms, 2 in-patient rooms, 1 resting room, 1 business value of office with 4 workstations for medical staff this project? and pharmacy, 2 restrooms and 1 pantry. Must have a ramp access wheelchairs and 4. What changes will stretchers and special parking for this project create? ambulances. CLO1-Introduction PROJECT MANAGEMENT, STAKEHOLDERS, CONSTRAINTS, ENVIRONMENT  16 Project Management Project Management Project Management is the successful management of projects so that the objectives are achieved “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” “Project management is accomplished through the appropriate application and integration of the project management processes identified for the project”. PMBOK Guide (2021). ® Project Management Body of Knowledge (PMBOK) is a term that describes the knowledge within the profession of project management  17 Project Management Project Constraints: Scope, Schedule and Resources  Scope is the work performed to deliver a product/ service/ result with the specified features and functions.  Schedule is the time available to produce the project deliverables.  Resources are people, money, material necessary to produce project deliverables.  Quality is the degree to which a set of inherent characteristics of a product fulfills its requirements. Foundation Elements: The Director has authorized the building of a 18 Discussion mini-hospital within the campus at Dubai Men’s College. The Mini hospital includes 1. What is the scope facilities and essential medical equipment to of this project? treat emergencies and injuries. Employees of the hospital should have access to computing 2. What is schedule and other comfort facilities. constraint for this Duration – 1.5 years; Budget – 3 million Dhs. project? Requirements: Clinic with 2 emergency 3. What are the rooms, 2 in-patient rooms, 1 resting room, 1 resources office with 4 workstations for medical staff necessary for this and pharmacy, 2 restrooms and 1 pantry. project? Must have a ramp access wheelchairs and stretchers and special parking for ambulances.  Discussion: Project Constraints 19 What does a constraint mean? What are some examples of scope, resource and schedule constraints? Why is the quality of a product affected when the resources of a project are reduced? Why does a delay in the project schedule increase the cost of a project? 19 08/31/2024  20 Project Management Project Stakeholders: Are individual or groups who may be affected by the outcome or the activities of the project. Directly or indirectly influence the project it's activities or the outcome either positively or negatively. 20 08/31/2024 CLO1-Introduction PROJECT ENVIRONMENTS  22 Project Environments Projects exist and operate in environments that may have influence on them. Influences can have favorable or unfavorable impact on the project. Two major categories of influences are  Enterprise Environmental Factors(EEF): Conditions, not under the immediate control of the project team, that influence, constrain, or direct the project, program, or portfolio. They can be internal or external  Organizational Process Assets (OPA): Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.  23 Project Environments Breakdown of project influences into EEF and OPA. Project Environments - EEF External: Internal: Financial Market Changes Organizational culture, Government or industry structure, and governance standards (e.g., product Geographic distribution of standards, quality standards, facilities and resources safety standards, and Infrastructure workmanship standards) Information technology Legal and regulatory software requirements and/or Resource availability constraints Employee capability Marketplace conditions Physical environment 24 08/31/2024  25 Project Environments – EEF Examples External: Internal: Changes in currency rates – Vision and strategy of the pound to dirham organization Regulatory requirements Change in management relating to project risk policies regarding project and assessment mandated by the risk management, government Fear of unemployment, Inflation in marketplace Motivation of employees, leading to higher costs Change in working hours per week – from 40 to 36 Change in week ends – from Fri/Sat to Sat/Sun 25 Introduction of service tax for 08/31/2024  26 Project Environments - simplify OPAs grouped into two categories:  Processes, policies, and procedures: not updated as part of the project work  Organizational knowledge bases: that are updated throughout the project  Examples of OPA Charters of current and previous projects Completed schedules Risk Data Data relating to purchase of materials for projects Lessons learned on projects Discussion - Categorize the following as EEF/ OPA 27 Data relating to project risks, lessons learned, project schedules and budgets of past projects. Company policies relating to overtime working, health and safety regulations, vacation time. Government policies relating to working hours, health, and travel benefits. Laws relating to intellectual properties, data privacy and security, Company rules relating to use of resources such as people and facilities. CLO1-Introduction PROJECT MANAGER** This section on Project Manager is to be reviewed by students as flipped learning material. Answers to the activity must be discussed in class.  29 Responsibilities of a Project Manager 1 2 3 4 Project managers are Project managers must Project managers must Project managers must expected to deliver understand constraints to maintain stakeholder balance constraints and projects that create value deliver successful satisfaction while make trade-offs to deliver for the organization and to projects. managing competing results stakeholders within the constraints. organization's system for value delivery. 29 08/31/2024  30 Project Manager – Skills and Expertise Technical project management The knowledge, skills, and competencies related to specific domains of the project. Eg. IT, construction, event management, health care etc. Leadership The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help the project achieve goals Strategic and business management The knowledge of and expertise in the industry and the operations of the organization that helps to deliver better project performance  31 Project Manager - Management and Leadership of projects Features of Centralized management Features of Distributed management and leadership and leadership Management activities are Project management centralized, accountability activities are shared among (being answerable for an a project management outcome), is usually team, and project team assigned to one individual, members are responsible such as the project for completing the work. manager or similar role. A person within the project A project charter or other team may serve as authorizing document can facilitator to enable provide approval for the communication, project manager to form a collaboration, and project team to achieve engagement. This role may the project outcomes. shift among project team members.  32 Leadership Skills for Project manager and for Project team members Manager – Establishing and Maintaining Vision Critical Thinking and communication Leadership Motivating oneself and team members skills Interpersonal skills Emotional intelligence Decision making Conflict management Coaching and Mentoring team members “Leadership Leaders create high performance teams comprises the facilitate collaborative decision making. They attitude, lead by example and empathize with team talent, members character, and behaviors to influence individuals within and outside the project team toward the desired outcomes” PMBOK (2021)  33 Discussion – Skills and expectations of a project manager Your university has a vacant post for an IT project manager. The university has 12 branches and executes projects in creating/updating Information Systems, and Network and Security projects. The HR manager has requested you to create a set of expectations and requirements for this position. 1. What are the expectations of a project manager? 2. What are the technical skills required of a project manager? 3. What are leadership skills required of a project manager? CLO1-Introduction Organizational structure & project manager’s authority This section on Organizational Structure is to be reviewed by students as flipped learning material. Answers to the activity must be discussed in class.  35 Organizational Structure  Projects and project managers operate within Functional organizations.  Organizational structure Projectized determines the hierarchy of people, their function, workflow, and reporting Matrix system Strong  Organizational structure Balanced influences the project Weak manager’s role and authority  There are several types of organization structures. This course will focus on the following:  36 Organizational Structure Functional Organization Structure – Employees are grouped as per their specializations  37 Organizational Structure Functional Organizations: Employees are grouped by the work they do  38 Organizational Structure Projectized Organization Structure: Employees are grouped by their projects  39 Organizational Structure Projectized Organization Structure Upsides  The focus of the organization is the project.  The organization’s resources are focused on projects and project work.  Project managers have the ultimate authority over the project.  Project budget and resources are managed by the project manager  Team members are collocated  Communication is good within a project  Loyalties are formed to the project, not to a functional manager. Downsides  Resources may be duplicated  Project team may be dissolved or removed at the end of the project  40 Organizational Structure Matrix Organizational Structure is a blend of Functional and Projectized Matrix organizations are termed as weak matrix, balanced matrix and strong matrix depending on the power and influence of the project manager. There two chains of command. Employees 40 08/31/2024report to two bosses  41 Organizational Structure Strong Matrix Org Chart Weak Matrix Org Chart Balanced Matrix Org Chart Project Manager’s Authority  42 Organizational Structure Project Management Office (PMO)  A project management office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. There are several types of PMOs in organizations. Each type varies in the degree of control and influence it has on projects within the organization, such as:  Supportive  Controlling  Directive  Discussion: Organizational Structure and authority of the Project Manager 43 What does authority mean to a project manager? How does the organizational structure impact the project manager’s authority? Functional organizations undermine a project manager’s authority. Why? Projectized organizations support successful implementation of projects. Why? 43 08/31/2024 CLO1-Introduction KEY TERMS AND CONCEPTS  45 KEY TERMS AND CONCEPTS Outcome Portfolio Program Project Product System for value Project Project delivery management constraints Project manager Project Organizational Power and responsibilities Environment structures authority of and their project influences managers 800 MyHCT (800 69428) www.hct.ac.ae