Organization and Project Life Cycle PDF

ORGANIZATION AND PROJECT LIFE CYCLE Overview Organizational influences on project management Project Stakeholders and governance The Project Team Project Life Cycle 2  Norms- Culture and style developed over Organizational time...

ORGANIZATION AND PROJECT LIFE CYCLE Overview Organizational influences on project management Project Stakeholders and governance The Project Team Project Life Cycle 2  Norms- Culture and style developed over Organizational time Can affect availability of resources Cultures and Influence how projects are conducted Styles Range from functional to projectized, with variety of matrix structure 3 Organizational Communications 4 Organizational Influences on Projects Organization Functional Projectized Project Characteristics Structure Matrix Weak Matrix Balanced Matrix Strong Matrix Project Manager's Authority Little or None Limited Low to Moderate Moderate to High to Almost High Total Resource Availability Little or None Limited Low to Moderate Moderate to High to Almost High Total Who controls the project budget Functional Manager Functional Mixed Project Manager Project Manager Manager Project Manager's Role Part-time Part-time Full-time Full-time Full-time Project Management Part-time Part-time Part-time Full-time Full-time Administrative Staff 5 Functional Organisation Structure Project Coordination Represent staff involved 6 in project activities Weak Matrix Project Coordination 7 Balanced Matrix Project Coordination 8 Strong Matrix Project Coordination 9 Projectized Organisation Project Coordination 10 Hybrid/Composite Org Project A Coordination Project X Coordination 11 Project Management and Organizational Levels ✓ Strategic importance of the project ✓ Capacity of stakeholders Strategic to exert influence on the project Mid-Level ✓ Degree of PM maturity ✓ Project Management systems and Operational ✓ Org communications Project manager interacts with all levels depending on factors such as 12 Organizational Process Assets Include: plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization artefacts, practice or knowledge used to govern projects Lessons learnt and Historical Information Fall in 2 Categories: 1. Processes and procedures 2. Corporate Knowledge base Could be formal and informal 13 Organizational Process Assets (Recap) Can be classified into two categories Corporate knowledge Conducting work base Policies Risk register Procedures Lessons learned Standard template Stakeholder register General guidelines Past project files Historical information 14 Corporate Knowledge Base Used for storing and retrieving information Includes, but is not limited to: Configuration management knowledge bases containing the versions and baselines of all performing organization standards, policies, procedures, and any project documents; Financial databases containing information such as labor hours, incurred costs, budgets, and any project cost overruns; Historical information and lessons learned knowledge bases Issue and defect management databases Process measurement databases used to collect and make available measurement data on processes and products; and Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact). 15  Stakeholders Do NOT overlook negative Stakeholders Are those people or They have varying levels of organizations whose Can be: responsibility and authority Interests may Internal or and positively or External Stakeholder identification is a negatively impact continuous process project They determine requirements and expectations Project Manager manages stakeholder expectations throughout the project 16  Examples of project stakeholders Sponsor Portfolio managers/portfolio Customers/users. person or group that provides the Review board Persons or organizations financial resources Responsible for the high-level that will use the project’s Champions project at conception governance of a collection of product or service or Plays key role in development of projects or programs result. initial scope Review each project for its May be internal and/or Acts as escalation path ROI, Value, risks and other external Authorization of changes in attributes of the project May be multiple layers scope especially when risks are high Project Team Comprised of the project Program Manager manager, project Manages related projects Other Team management team, and other Provide support and members team members guidance on individual Project projects. Management Project Manager Team Responsible for communicating with all stakeholders PMO Developing the project management plan Administrative support services and all related component plans, Training, mentoring, and Keeping the project on track in terms of coaching schedule and budget, Resource alignment Identifying, monitoring, and responding to Centralized communication risk, and Providing accurate and timely reporting of project metrics Operations Functional Managers Sellers/Business Managers Partners 17  Governance framework provides the project manager and team with: structure, processes, decision-making models and tools for managing the project, while supporting and controlling for successful delivery. Project It includes a framework for making project Governance decisions; defines roles, responsibilities and accountabilities for the success of the project; and Determines the effectiveness of the project manager. For project governance, the PMO may also play some decisive role. 18  Characteristics of the Project Life Cycle Project Phases can be sequential or overlapping Projects vary in size and complexity They can be mapped into the following life cycle structure which can be documented with a methodology Carrying out the project Organizing work Starting and preparing Closing the the project project 19 Characteristics of the Project Life Cycle Typical cost and staffing levels 20  Comment on the Lifecycle At the beginning of the project, Stakeholder influence, risks and uncertainty are high and decrease as the project progresses Cost of changes are low at the beginning of a project and increase as time progresses This may not be generally present to the same degree, eg. Adaptive life cycles keep stakeholder influences high through out the project than Predictive cycles 21 Product Vs Project Life cycle relationship Product life Cycle Is generally sequential, non-overlapping product phases determined by manufacturing and control needs of the org Last product phase in the life cycle is the product’s retirement Project lifecycle Occurs in one or more phases of a product life cycle An example is that Feasibility study, market research, running an advertisement campaign (facets of product life cycle could render themselves to become projects) 22 Phase-to-Phase relationship 3 basic phase-to-phase relationships – Sequential – start after completion of previous phase – Overlapping – Phase starts prior to completion of previous. Example, Fast tracking: Schedule compression technique. May increase risk and result to rework – Iterative – One phase is planned at any given time. Used in largely undefined, uncertain or rapidly changing environment All the three relationships could occur between different phases of a single project. Project phase depends on the nature of the specific project and the style of the project team or organization 23  24 Predictive - also known as fully plan driven All is determined early in the project life cycle Used when product to be developed is well understood May also use the concept of rolling wave planning Different Iterative – aka iterations Categories of Develops product both iteratively and incrementally End of iteration is a deliverable Life Cycles Detailed scope elaborated one iteration at a time Adaptive – aka change driven or agile methods Also iterative and incremental Iterations are very rapid 2-4 wks with fixed cost and time Overall scope of work decomposed to a product backlog Prefered when dealing with changing environments and difficult to define scope in advance Predictive Predictive Adaptive 25 Organizational Work Work performed in org is either project or Operations work Operations work supports the biz environment where projects are carried out 26 Recap: What can you remember? 27 1. The following are project characteristics other than? A Constrained by limited resources B Planned, executed, and controlled C Creates a unique product or service D Ongoing and repetitive 28 Answer 1. The following are project characteristics other than? A Constrained by limited resources B Planned, executed, and controlled C Creates a unique product or service D Ongoing and repetitive Correct: D Justification : A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end. 29 Question 2 You are managing the release of a new software release in the market. Your role is that of a: A: Functional Manager, because you have good functional knowledge of the Software industry B: Project Manager, because you are creating a unique product within specific time schedules C: Operations Manager, because you have to do several repetitive tasks D: Program Manager, because you have to manage several projects to do your job effectively 30 Question 2 You are managing the release of a new software release in the market. Your role is that of a: A: Functional Manager, because you have good functional knowledge of the Software industry B: Project Manager, because you are creating a unique product within specific time schedules C: Operations Manager, because you have to do several repetitive tasks D: Program Manager, because you have to manage several projects to do your job effectively Correct: B Justification: Every project creates a unique product, service, or result. A project can create a service or a capability to perform a service for example a business function that supports production or distribution. 31 Question 3 Your company is responsible for developing an anti-virus software. You are responsible for managing both the individual product releases and the coordination of multiple releases. Your role is that of a: A Program manager B Project manager C Functional manager D Operations manager 32 Question 3 Your company is responsible for developing an anti-virus software. You are responsible for managing both the individual product releases and the coordination of multiple releases. Your role is that of a: A Program manager B Project manager C Functional manager D Operations manager Correct : A Justification: A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program. 33 Question 4 Your project sponsor recently attended a project management conference where the purposes of the Management-By-Objectives (MBO) approach were discussed. In this context, which of the following is NOT a purpose of MBO? A: Aligning project goals with organization goals B: Aligning project goals with the goals of other sub-units of the organization C: Aligning project goals with the goals of previous projects D: Aligning project goals with individual goals 34 Question 4 Your project sponsor recently attended a project management conference where the purposes of the Management-By-Objectives (MBO) approach were discussed. In this context, which of the following is NOT a purpose of MBO? A: Aligning project goals with organization goals B: Aligning project goals with the goals of other sub-units of the organization C: Aligning project goals with the goals of previous projects D: Aligning project goals with individual goals Correct: C Justification: Management by objectives is a systems approach for aligning project goals with organizational goals, project goals with the goals of other subunits of the organization, and project goals with individual goals. 35 Question 5 You are working in the Project Management Office (PMO) of your organization. Your job responsibility is to: A: Manage the operational activities in the company B: Manage human resource and risk management issues for individual projects C: Provide support functions to project managers in the form of training, providing software, standardizing policies, etc. D: Provide subject matter expertise in the functional areas of the project 36 Question 5 You are working in the Project Management Office (PMO) of your organization. Your job responsibility is to: A: Manage the operational activities in the company B: Manage human resource and risk management issues for individual projects C: Provide support functions to project managers in the form of training, providing software, standardizing policies, etc. D: Provide subject matter expertise in the functional areas of the project Correct : C Justification: A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. 37 Question 6 You are working in an organisation in which the PMO offers consulting services to projects. This type of PMO is best described as: A. Supportive B. Directing C. Controlling D. Consultative 38 Question 6 You are working in an organisation in which the PMO offers consulting services to projects. This type of PMO is best described as: A. Supportive B. Directing C. Controlling D. Consultative Correct: A The structure described is a supportive 39 How did it Go? Questions??