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International Project Management Unit 1. Introduction to Project Management International Project Management Degree in International Relations Faculty of Law University of Alicante Unit 1. Introduction to Project Management 1 ...

International Project Management Unit 1. Introduction to Project Management International Project Management Degree in International Relations Faculty of Law University of Alicante Unit 1. Introduction to Project Management 1  International Project Management Unit 1. Introduction to Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview 2. The environment in which projects operate 3. Life cycles and project development phases 4. Project, Portfolio and Program governance 5. PMO. The Project Management Office 6. Role and responsibilities of the Project Manager 2  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview 1. Projects and Project Management. Overview money is the key 3  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview What is a Project? An endeavour in which human, material and financial resources are organized in a novel way, to undertake a unique scope of work, of given specification, within the constraints of cost and time, in order to achieve beneficial change defined by quantitative and qualitative objectives. Temporary endeavour. temporary effort To create a unique product, service or result. create something new The outcome may be tangible or intangible. the creation of a new service A project can create: - A product that can be either a component of another item, an enhancement of an item, or an end item in itself. - A service or a capability to perform a service. - An improvement in the existing product or service lines. - A result, such as an outcome or document. 4  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview Types of Projects Different types of projects depending on: Size Kind of organization Industry Purpose and scope of the project Different stakeholders and customers Duration Business areas related 5  International Project Management Characteristics of Projects Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview Each project has 3 main characteristics in common: Limited Unique Risky Temporary character Different objectives, Involve Beginning and end context, uncertainty. clearly defined. organizations... Requirement can The value of the Non-routine change quickly. outcome should endeavours. Risk has to be justify the resources managed. invested. 6  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview What is Project Management ? The process by which projects are defined, planned, checked, monitored, controlled and delivered such that the agreed benefits are realized. Project Management creates value for organization. Reduces complexity and ensures efficiency. Application of knowledge, skills, tools and techniques. Includes identifying requirement, managing expectations of the stakeholders, creating project deliverables while balancing the projects constraints. Progressive elaboration. Project Management is an iterative activity which allows to define work and involve continuous improvement. 7  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview Project Management Process Groups 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing Process Groups have dependencies and highly interact with one another. Process Groups are independent of application areas or industry focus. The nature of these interactions varies form project to project. Process Groups are not project life cycle phases. The iterative nature of Project Management means that processes from any group may be reused throughout the project life cycle. 8  International Project Management Unit 1. Introduction to Project Management 1. Projects and Project Management. Overview Project Management Process Groups 9  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate 2. The enviroment in which projects operate 10  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate 2. The enviroment in which projects operate Internal Processes, policies and Procedures Entreprise Environmental Organizational Factors Process Assets (OPAs) (EFFs) Organizational External Knowledge bases 11  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Enterprise Environmental Factors (EFFs) Conditions, not under the control of the project team, that influence, constrain, or limit the project. EFFs are considered inputs to most planning processes. May have a positive or negative influence on the outcome. These factors need to be considered for the project to be effective. INTERNAL TO ORGANIZATION EXTERNAL TO ORGANIZATION Culture, structure and Market conditions governance Social, cultural and political climate Geographic distribution Legal restrictions Infraestructure Academic researches Technology Government or industry standards Resources availability Financial considerations Employee capability Physical environment 12  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Organizational Process Assets (OPAs) Plans, processes, policies, procedures, and knowledge bases specific to and used by the organization that can be used to perform or govern the project. Throughout the project, the project team members may update them. Organizational process assets are inputs to most planning processes. PROCESSES, POLICIES & PROCEDURES CORPORATE KNOWLEDGE BASE Guidelines, criteria, standards and Knowledge repositories of all templates. organization. Change, financial or risk control, Historical informational and lesson management procedures. learned. Organizational communication Metrics and data repositories. requirements. Project files from previous projects. Validation or authorization procedures. 13  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Organizational Structure types Organizational structure is an EFF, which can affect the availability of resources and influence how projects are conducted. Organizational structures range from functional to projectized, with a variety of matrix structures in between. 14  International Project Management Organizational Structure types Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Functional Organization Lineal hierarchy Specialties are grouped into focused functional units Each department will do its project work independently of other departments. 15  International Project Management Organizational Structure types Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Projectized Organization Opposite of functional organization Resources are involved in project work Project manager has independency and authority Virtual collaborations techniques 16  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate Organizational Structure types. Matrix organizations Blend of functional and projectized characteristics Weak: Coordinator role of the PM Balance: PM with no autorithy over the project and funding Strong: Full-time PM and high authority 17  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate A 1 1. Functional 2. Strong Matrix 3. Balanced Matrix 2 4. Weak Matrix B 5. Projectized  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate 4 C 1. Functional 2. Strong Matrix 3. Balanced Matrix 5 4. Weak Matrix 5. Projectized D  International Project Management Unit 1. Introduction to Project Management 2. The enviroment in which Projects operate 3 1. Functional E 2. Strong Matrix 3. Balanced Matrix 4. Weak Matrix 5. Projectized  International Project Management Unit 1. Introduction to Project Management 3. Project Life cycle 3. Life cycles and Project development phases A project lice cycle is the series of phases that a project passes through from its initiation to its closure. A project may be divided into any number of phases. This will depend on the size, complexity, and the degree of control required in the project. A phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. Single-Phase projects present a generic life cycle structure: Initiating, planning, executing, monitoring and controlling and closing. Project Lifecycle Product Phases Lifecycle (Example) 21  International Project Management Project Life cycles. Phase-to-phase relationships Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Single-Phase Project Multi-phase Project Sequential relationship Multi-phase Project Multi-Phase Project. Overlapping relationship Parallel relationship 22  International Project Management Life cycles selection Unit 1. Introduction to Project Management 3. Life cycles and Project development phases 23  International Project Management Life cycles selection Unit 1. Introduction to Project Management 3. Life cycles and Project development phases 24  International Project Management Life cycles types Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Predictive Life cycles (Plan-Driven, Waterfall, Serial) Project scope, time and cost are defined at the beginning of the project. Preferred when the product is well understood, there is a substantial base of industry practice, or product is required to be delivered in full. Work performed in each phase is different to the preceding and subsequent phases. No deliver business value until the end of the project. 25  International Project Management Life cycles types Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Iterative life cycle Iterative life cycles improve the product or result through successive prototypes or proofs of concept. Iterations help identify and reduce uncertainty in the project. High complexity and frequent changes projects. Optimized for learning rather than speed of delivery. 26  International Project Management Unit 1. Introduction to Project Management Life cycles types 3. Life cycles and Project development phases Incremental life cycle Speed and frequent of smaller deliverables, single features or finished piece of work. The degree of change and variation is less important than ensuring customers get value sooner than at the end of the project. Reduce potential rework and customer dissatisfaction. 27  International Project Management Life cycles types Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Adaptive life cycle (change-driven, agile methods) 28  International Project Management Life cycles types Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Adaptive life cycle (change-driven, agile methods) Combine both iterative and incremental approaches in order to adapt to high degrees of change and deliver project value more often. Preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders.. An incremental deliverable that is functional and provides value is the primary measure of progress. Hybrid methods. A hybrid life cycle is a combination of a predictive and an adaptative life cycle. 29  International Project Management Planning is always there Unit 1. Introduction to Project Management 3. Life cycles and Project development phases Incremental Agile Several successive Planning while deliveries are planned iterating in advance. Iterative Predictive Prototypes and Planning is performed proofs are intended upfront. to modify the plan No planned, no created at the executed. beginning. 30  International Project Management Unit 1. Introduction to Project Management 5. Project, Portfolio and Program governance 5. Project, Portfolio and Program governance Project Program Portfolio A temporary A group of related Collection of projects, endeavour projects, subsidiary programs, subsidiary undertaken to create programs and portfolios and a unique product, programs activities operations managed service or result. that are managed in a as a group to achieve Scope is coordinated manner to strategic objectives. progressively obtain benefits that Projects or programs elaborated are not available when of the portfolio may throughout the managed individually. not necessarily project life cycle. interdependent or directly related. Governance role: Governance role: Governance role: Project manager Program manager Portfolio manager 31  International Project Management Unit 1. Introduction to Project Management 5. Project, Portfolio and Program governance 5. Project, Portfolio and Program governance 32  International Project Management Unit 1. Introduction to Project Management 6. PMO. The Project Management Office 6. PMO. The Project Management Office Management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. Primary functions and responsibilities of a PMO: ü Providing support functions ü Coaching, mentoring, training and oversight to projects ü Project management ü Coordination of communications across projects 33  International Project Management Unit 1. Introduction to Project Management 7. Role and responsabilities of the Project Manager The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives Interpersonal Skills Technical and methodological knowledge Sectoral knowledge 34  International Project Management Role and responsabilities of the Project Manager Unit 1. Introduction to Project Management 7. Role and responsabillities of the Project Manager Technical project management. Skills to effectively apply Project Management knowledge. Leadership. The knowledge, skills, and behaviours needed to guide, motivate, and direct a team, to help an organization achieves its goals. Strategic and business management. The knowledge and expertise in the industry and organization enhance performance and deliver better business outcomes. Performing INTEGRATION. The PM becomes the link between the strategy and the team, creating Business value. 35  International Project Management Personality of the Project Manager Unit 1. Introduction to Project Management 7. Role and responsabillities of the Project Manager 36  International Project Management Personality of the Project Manager Unit 1. Introduction to Project Management 7. Role and responsabillities of the Project Manager Influencer Leadership Managerial Creative Political Service-oriented Cultural awareness Social Emotional Decision maker Intellectual Trust builder Systemic 37