Project Management Presentation Training PDF

Project A project: Creates a unique product, service or result Is time-limited Drives change Enables value creation for a business or organization Project success depends on: Organizat...

Project A project: Creates a unique product, service or result Is time-limited Drives change Enables value creation for a business or organization Project success depends on: Organizational project maturity Project manager effectiveness Funding and resource availability Team member skill levels Collaboration and communication within the team and with key stakeholders Understanding of the core problem and related needs ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 4 The Evolution ca. 1969 – PMI founded of Project The application of knowledge, skills, Management tools and techniques to project activities to meet the project requirements Can you describe, in your own words, how project management has changed during this time? 2022 - Toward a systems view “Projects do not simply produce outputs, but more importantly, enable those outputs to drive outcomes that ultimately deliver value to the organization and its stakeholders.” - PMBOK® Guide - Seventh Edition ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 5 Project Management Life Cycles and Development Approaches Description Key Roles Value Delivery Proposition Plan-based approach: Project sponsor authorizes Deliverables transitioned to Activities completed in a project customer at completion distinct or linear fashion New phase begins only Team led by project manager Value realized in both short and when the previous phase long term is completed Change-based approach: Product owner controls value Iterative or incremental delivery Agile, incremental or proposition to customer during life cycle iterative development Project team delivers work Regular customer feedback Timeboxed cadence Process roles include team cycle enables continuous (iterations/sprints) or lead, scrum master, agile development of value toward a continuous flow coach, facilitator ”final” product Any combination of the above ©2023 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 6 Project Management PMOs can be: Directive​ Office (PMO)* Supportive Manage shared resources​ Coordinate communication across Develop best practices, projects methodologies, standards and templates​ Agile Centers of Excellence (ACoEs) Coach, mentor, train, guide project aka Value Delivery Office (VDO) Many large and managers​ established project- ACoEs enable, rather than manage, oriented organizations Controlling​ project efforts: have a PMO, but PMOs Monitor compliance with project are not a requirement for management standards, policies, Coach teams procedures and templates via Build agile mindset, skills and project management project audits​ capabilities throughout the practice. organization Mentor sponsors and product owners ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 7 OPM: Organizational project management (OPM) – strategy execution framework that coordinates project, program, portfolio and operations management, and A System for which enables organizations to deliver on strategy Value Delivery External Environment Internal Environment System for Value Delivery Program Portfolio A Portfolio B B.1 Program Program Program Projects A.1 A.2 B.1 Projects Projects Projects Projects Operations ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 8 Projects, Programs, Collection of projects, programs, Portfolios Portfolio Management subsidiary portfolios and operations Aligns with business managed in a group to achieve strategic strategies objectives Group of related projects, subsidiary Controls components programs and program activities Program and managed in a coordinated manner to Management interdependencies to obtain benefits not available from realize benefits managing them individually Enables achievement Project Part of a broader program, portfolio or of organizational Management both goals and objectives ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 9 Organizational Structures Organizational structure and governance affects/determines: Functional Matrix How organizational groups and individuals interrelate Project-oriented How much authority the project manager has Composite What resources will be available How the project will be conducted ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 10 Relative Authority in Organizational Structures Functional Matrix Project-oriented Team member Functional Conflicted loyalty Project loyalty department Both functional Team member Functional manager manager and project Project manager reporting manager Project manager Coordinator to full Full-time and Seldom identified role project manager responsible Full-time on project Team member role Part-time on project Part-time on project (preferred) Control of project Nonexistent Medium – shared with manager over team (functional manager functional High members controls) manager/sponsor ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 11 Interactive/Activity Think of your current or a recent project. Can you identify the organizational structure type and describe how it affects your project in the following ways? How organizational groups and individuals interrelate The project manager’s authority Resource availability How the project is conducted ©2023 ©2023 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 12 Project Management a. Be a diligent, respectful and caring steward Principles b. Recognize, evaluate and respond to system interactions Guidance for All c. Navigate complexity Project d. Create a collaborative project team environment Practitioners e. Demonstrate leadership behaviors f. Optimize risk responses g. Effectively engage with stakeholders h. Tailor based on context i. Embrace adaptability and resiliency j. Focus on value k. Build quality into processes and deliverables l. Enable change to achieve the envisioned future state ©2023Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI® course. 13  Framework: Program and Program Management 25 Program encompasses Projects of similar work (or) Correlated activities managed in a coordinated way to attain benefits that could not be achieved separately. This could also involve the program interacting with operations as a result of the integration of a program (and its project) into operations. Framework: Project vs.. Operations Management Project Management is the creation of temporary specific initiatives. Operations Management deals with the ongoing repetitive day to day running of the enterprise.  Framework: Progressive Elaboration 27 When you work on a project, you might not know all the details at the beginning, you can plan what you can determine and begin the work As you progress on the work of the project, future details begin to emerge about the work of the project Framework: Triple Constraint  One of the basic foundations of project management defined by Scope, Time and Cost.  All three constraints are of equal importance (unless otherwise stated) Time Framework: Enhanced Triple Constraint  There is a modern approach to the triple constraint theory.  Developed due to the significant effect on a project of the additional components of Risk, Customer Satisfaction, Resources, etc, the diagram has been enhanced.  The customer satisfaction needs and risk tolerances of key stakeholders can influence  Scope  Time  Cost  Quality goals of the project  Framework: Project Stakeholders 30 A stakeholder is any person or organization that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. They are not necessarily people involved in creation and completion of project alone, but also those that may be impacted by the result and functionality upon project completion. Examples: an end user who will utilize the project result, or someone who may be employed as a result of project completion.  Project Stakeholders: Project Manager 32 This is the person assigned by the performing organization to achieve the project objectives. The role involves communication with all others and integration of activities with all others. The Project Manager: Leads the team in planning the project Manages the constraints including; cost, schedule, scope, quality, risk, resources, etc on the project to achieve project objectives Communicates project status as it evolves Manages change and stakeholder expectations on the project He is responsible for delivering the project objectives  Stakeholders: Project Management Team, Coordinator and Expeditor Project Management Team A project management team member is anyone on the team who is directly working on project management related items Project Coordinator When the organizational structure does not support a full-scale project, or It is used to support the project manager. Project coordinators act as communication links to senior management They have some decision making authority. Project Expeditor The organization structure does not support a full scale project manager. It is used to support the project manager He could act as the communication link to senior management on projects. They do not have decision making authority Project Stakeholders: Customer/User & Project Sponsor Customer/User The person or group that will make use of the result or product of the project. The user could be the “owner of the work” of the project or the person “using the work” of the project Project Sponsor The sponsor is the person or group that provides the financial resources, in kind or in cash for the project: Champions and Nurtures the project from conception Leads the project unto formal authorization, plays key role in creating the project charter and initial scope Protects the interest of the Project. Typically the project manager consults the sponsor for approval on changes to the project that could impact on the charter or that have particularly high risks  Stakeholders: Functional Management Functional Management This position has the responsibility to manage functional areas of an organization e.g. Finance, Human resource, Accounting, etc. Typically this role conflicts with the project manager and direction of the project. Project Management Team Members People who are directly involved in project management activities Project Team Members The group that is performing the work of the project  Enterprise Environmental Factors  Input to a lot of Processes, especially planning processes. They are variables external to the project.  They are factors that make up the project environment  They include:  Company Culture and Structure  Government or industry standards  Infrastructure e.g. facility  Existing human resource  Personnel administration e.g. hiring and firing guidelines  Company work authorisation system  Market conditions  Stakeholder risk tolerances  Information System, e.t.c.  Organisation Process Assets This include formal and informal company policies, procedures, plans and guidelines It includes organisations learning and knowledge from previous projects Two Categories:  Company processes and procedures for conducting work  Policies and procedures e.g. HSE,  Guidelines, work instructions  Templates e.g. risk templates, WBS templates  Organisation communication requirements  Financial controls procedures  Change control procedures  Organisation Process Assets Companies corporate knowledge base for storing and retrieving information.  Project files and filing  Historical information and lessons learned  Configuration management data  Databases  Financial data E.t.c.... 44 2. All of the following are characteristics of a project EXCEPT: A. Temporary B. Definite beginning and end C. Interrelated activities D. Repeats itself every month... 45 3. A manager and the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of: A.Management attention to scope management B.Management Planning C.A project expediter position D.A change control system... 46 4. A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the BEST description of the real problem? A. They have not identified the project objectives B. They are working on a process and not a project C. The end date has not been set D. They have not identified the product of the project The Five Process Groups Initiating Closing Planning Monitoring and Executing controlling  Project Management Process Groups 8 A process group is a logical grouping of activities, inputs, tools, techniques, and outputs required for any type of project. Monitoring Process Groups Initiating Planning Executing & Closing Controlling Define a new project or Develop an integrated Complete the work and Track and review Finalize all activities new phase, identify project management satisfy project project progress and and formally close the Activities stakeholders, and plan to attain project objectives performance; manage project or phase obtain authorization objectives variance and change “Authorize the Work” “Plan the Work” “Work the Plan” “Control the Plan” “End the Work” Project Charter Project Mgt. Plans & Project Deliverables Change Logs Final Product, Stakeholder Register Related Documents Work Performance Approved Change Service, or Result - Scope Data Requests (i.e. purpose of - Requirements Team Performance Work Performance project) - Schedule Assessments Information Outputs - Cost Closed Procurement Project Schedule Forecasts (e.g. formal signature Key - Quality Communications (e.g. Cost Forecasts of acceptance) - Human Resources - Communication status reports) Updates to Project - Risk Selected Suppliers & Plan - Procurement Agreements Quality Control - Change Change Requests Measurements - Stakeholders Issue Log Verified Deliverable Accepted Deliverables 6 Applying Project Management Process Groups 9 The five process groups overlap and follow a basic cycle of “plan, do, check, act” until project closure. Process Group Overlap Executing Planning Closing Initiating Monitoring & Controlling Time “Plan, Do, Check, Act” Initiating No No Monitoring & Change Complete Planning Executing ? ? Controlling Yes Yes Closing 7 Knowledge Areas 10 A project manager is responsible for applying and managing the following ten knowledge areas: Identify, define, combine, unify and coordinate activities within the Project Management Process Integration Groups Scope Ensure the project includes all work required to complete the project successfully Time Manage the timely completion of the project Manage the planning, estimating, budgeting, financing, funding, monitoring, and controlling of Cost cost to enable the project to be completed within the approved budget Determine quality policies , objectives, and responsibilities so that the project will satisfy the needs Quality for which it was undertaken Organize, manage, and lead the project team, including the identification of roles, responsibilities, Human Resources required skills, and reporting relationships Ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, Communication management, control, monitoring and disposition of project information Identify and assess risks, plan responses, and control risk to increase the likelihood and impact of Risk positive events and decrease the likelihood and impact of negative events on the project Purchase or acquire and control products, services, or results needed from outside the project Procurement team Identify people, groups, or organizations that could impact or be impacted by the project; analyze Stakeholders expectations, and develop strategies to engage stakeholders in decisions and activities 8 Knowledge Areas 11 Knowledge Areas 12 Work Breakdown Structure (WBS) 14 The WBS is the decomposition of the work to be performed. The output is called the Scope Baseline. Scope Baseline: Scope Statement – description of project scope, major deliverables, assumptions, and constraints WBS – hierarchical decomposition of the total scope of work WBS Dictionary – provides details regarding the deliverables, activities, and scheduling information of each component of the WBS Illustrative WBS Project Title Break down the Control work into the Deliverable 1 Deliverable 2 Used when Account smallest level for insufficient detail is which cost and time available at the can be assessed and Work Work Planning work package level Packages Packages Packages administered Work Packages 14 Project Communication 15 Project Communication 16 Project Communication 17 Project Risk 18 Project Risk 19 Project Risk 20 Project Risk 21 Project Risk 22 23 Stakeholder Power vs. Interest Grid 24 All stakeholders are different and, therefore, need to be managed differently based on their relative authority (power) and level of concern (interest). Stakeholder High Power vs. Interest Grid Power Keep Satisfied Manage Closely Moderate Monitor Keep Informed Low Moderate High Interest 35