Project Management Styles PDF

Module 1: Introduction to Project Management PM is used in all industries, at all levels 2  Why Project Management? 3  Better control of financial, physical, and human resources  Accountability  Learn f...

Module 1: Introduction to Project Management PM is used in all industries, at all levels 2  Why Project Management? 3  Better control of financial, physical, and human resources  Accountability  Learn from mistakes of others!  Improved customer relations  More Managed Outcomes:  Lower costs  Higher quality and increased reliability  Higher profit margins  Improved productivity  Better internal coordination  Higher worker morale  Why Project Management? 4  Learn from lessons, success, and mistakes of others.  Better understanding of financial, physical, and human resources.  Successful Project Management Contributes to:  Improved customer relations  Shorter development times  Lower costs  Higher quality and increased reliability  Improved productivity  Project Management Generally Provides;  Better internal coordination  Higher worker morale  Why Projects Fail 5  Scope Creep  Poor planning  Weak business case  Communications  Misunderstandings  Not Talking, Emailing etc  Lack of management direction & involvement  Lack of Resources  Talking and Not Building  Incomplete specifications  Excessive Specifications  Mismanagement of expectations  $, RM, ₤, € Why Projects Fail 6 Project Management Benefits for the Individual 7  Develops leaders in organization with a detailed understanding of multiple areas of the organization  Cross departmental communication and networking  Benefits not limited to just the Project  Manager, Team members get same exposure  Attention from executive management team  Reputation of being a team player, problem solver, and a get things done person Project Management Benefits for the Individual 8 Project Management Benefits for the Individual 9 The Evolution of Project Management 10 Projects Drive Change and Enables Value Creation 11  Project 12 What is a project?  Temporary and unique  Definite beginning and end  Unique purpose  Require resources, often from various areas involve uncertainty Note: temporary does not mean short in duration Project 13  Program 14 What is project management? Application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing.  Program 15 What is a program?  A group of projects managed in a coordinated way to obtain benefits not available to managing them individually.  Long Term for: a collection of projects. Same Techniques Work for Projects, Products, & Programs!  Use them where they work! Project Vs. Program Vs. Portfolio 16 Project Vs. Program Vs. Portfolio 17  Project Management Office (PMO) 18 Many large and established project-oriented organizations have a PMO, but PMOs are not a requirement for project management practice.  Organizational project management (OPM) 19 Strategy execution framework that coordinates project, program, portfolio and operations management, and which enables organizations to deliver on strategy. OPM is a system for value delivery includes decisions for investment and approval of efforts at the portfolio level. Organizational project management (OPM) 20  7 Project Management Styles 21 No two projects or project teams are the same. Applying the same approach to every project and every team would be foolish. Fortunately, there are several primary types of project management, each one suitable for a different type of project, team, and work style:  Waterfall project management  Agile project management  Scrum project management  Kanban project management  Lean project management  Six Sigma project management  PRINCE2 project management 7 Project Management Styles 22 7 Project Management Styles 23  Waterfall Project Management 24  Waterfall involves working in stages or waves, each one dependent on the stage before it.  This means certain team members may have to focus on other projects or tasks while waiting on the previous step to complete, making this method slow and rigid.  It is considered a relic by many project managers. While it can be outdated in many regards, this style still has its place.  That being said, it’s great if you crave structure and there’s no hurry to get something done. (Rarely the case in project management!) Waterfall Project Management 25 Waterfall Project Management 26 Waterfall Project Management 27 Waterfall Project Management 28  Agile Project Management 29  Unlike waterfall, agile is all about moving quickly.  The ability to sense, create and respond to change in order to profit in a turbulent business environment.  It is the ability to balance flexibility and stability.  Agile project management is more of a guiding ethos that emphasizes speed.  Oftentimes, agile involves breaking into numerous teams that each handle various pieces of a project at the same time, frequently reconvening to see how things are going. Agile Project Management 30 Agile Project Management 31 Agile Project Management 32 Agile Project Management 33 Agile Project Management 34  Agile/Scrum Project Management 35  Scrum is a popular form of agile management that uses sprints to accomplish goals.  These sprints can last anywhere from a few days to a month, during which time the teams set out to complete micro goals.  These goals all work toward a larger objective, but allow the teams to pivot if needed.  Unlike waterfall, scrum projects are broken up in a way that doesn’t leave teams waiting on other teams to move forward. Because of its maneuverability, Scrum is often used by those building software. Agile/Scrum Project Management 36 Agile/Scrum Project Management 37 Agile/Scrum Project Management 38 Agile/Scrum Project Management 39 Agile/Scrum Project Management 40 Agile/Scrum Project Management 41  Agile/Kanban Project Management 42  While Scrum focuses on time-based sprints, Kanban is all about maximum efficiency.  To do this, Kanban involves examining any task and determining how it can be streamlined, or if it’s necessary at all.  This method is commonly used in factory-like settings, as the output is always the same, while the process itself can be streamlined and trimmed down. Agile/Kanban Project Management 43 Agile/Kanban Project Management 44 Agile/Kanban Project Management 45 Agile/Kanban Project Management 46 Agile/Kanban Project Management 47  Lean Project Management 48  Lean takes a similar approach to Kanban, but puts the customer first while streamlining processes.  Where Kanban might be looking at how a process can be done faster, a Lean project would emphasize delivering the best experience to the customer in as little time and waste as possible.  This makes it great for streamlining retail. Lean Project Management 49 Lean Project Management 50 Lean Project Management 51 Lean Project Management 52  Six Sigma Project Management 53  The Six Sigma method is often supplementary to other management styles, as it’s all about improving the quality of the output.  This makes it a natural follow up to Lean management or Kanban, as those two methods can sometimes result in an output that’s less than satisfactory. Six Sigma Project Management 54 Six Sigma Project Management 55 Six Sigma Project Management 56 Six Sigma Project Management 57  PRINCE2 Project Management 58  The PRojects IN Controlled Environments (PRINCE2) method focuses on reducing errors and risk, while maximizing efficiency.  This is accomplished by looking at how many tasks can be handled at once before the risk of an error goes up.  Because of its emphasis on risk and efficiency, the PRINCE2 method is often used in governments and private sectors, as both areas have little room for error. PRINCE2 Project Management 59 PRINCE2 Project Management 60  7 Project Management Styles 61 The right project management method for you  Knowing which method to pick can be difficult.  Each one offers something drastically different from the other, none of them necessarily better than the rest. 7 Project Management Styles 62  Summary 63  A project is a problem scheduled for solution.  If the problem is not defined correctly, you may find the right solution to the wrong problem!  Focus on desired outcomes. How will you know when you achieve them?  Try to learn from every project by doing a final audit.  There are 7 project management styles.  Sample Questions 64 According to the Project Management Institute (PMI), project management is defined as “the application of knowledge, _____, _____, and techniques to project activities to meet the project requirements”. a. skills, analysis b. tools, analysis c. analysis, theories d. skills, tools  Sample Questions 65 The basic nature of a project is a/an _____ one. a. permanent b. temporary c. (a) or (b) d. Both (a) and (b)  Sample Questions 66 A program can best be defined as: a. A group of projects carried out within an organisation b. A group of projects managed in a coordinated way to obtain benefits not available to managing them individually c. A group of projects carried out under the sponsorship of an organisation d. A range of products and services offered by an organisation  Sample Questions 67 Which one of the following statements is true: a. The business case is owned by the sponsor and is created during the concept phase of the project life cycle b. The business case is owned by the project manager and is created during the concept phase of the project life cycle c. The business case is owned by the sponsor and is created during definition phase of the project life cycle d. The business case is owned by the project manager and is created during the definition phase of the project life cycle  Sample Questions 68 Which project management methodology emphasizes adaptability and iterative development: a. Waterfall b. Agile c. Six Sigma d. Scrum 69