University of Toronto Course 1860 Foundations of Project Management PDF

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 3: Project Management Approaches ~ UNIVERSITY O...

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 3: Project Management Approaches ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 3 - Section 1 Project Management Approaches  Approaches, Methodologies, Life Cycles Life cycles are: - A series of phases that a project goes through from its beginning to its completion Approaches are: - Ways a situation is handled (agile, predictive, hybrid) - Concepts that a project team may use - Ideas on how to plan a project or solve a problem - Generalized , casual, and do not involve steps Methodologies are: - Specific procedures that have been tested (Best Practices) - Organized , scientific, and well researched - Processes, policies, and guidelines on how to execute a project or solve a problem - Executed in detailed steps 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ We have life cycles because projects have a clear beginning and clear end. Traditional/predictive, agile/adaptive, or hybrid of both Scrum could be considered a methodology or approach  Proiect Life Cycle A project life cycle is a series of phases that a project passes through from its start to its completion The project life cycle defines: - What technical work is in each phase - When the deliverables are to be generated in each phase - How each deliverable is to be reviewed, verified and validated - Who is involved in each phase - How to control and approve each phase The project life cycle is different from the product life cycle A project is only part of a product life cycle 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Determine during the planning stage Usually need sign-offs/approvals before moving to the next phase  Five Proiect Approaches 1. Predictive (traditional) 2. Incremental 3. Iterative 4. Adaptive (agile) 5. Hybrid 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~  Predictive - Waterfall Overview Also called Traditional or Plan Driven Scope, schedule and cost are determined early in the project, with the scope driving the cost and schedule Changes, especially to the scope, are tightly managed Emphasis on reducing risk, increasing certainty and predictability The Critical Path Method is the most common methodology with a focus on determining longest path through a network diagram to establish the shortest amount of time the project can be completed within Good for large projects where the requirements and scope are well defined 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Literally plan every single thing before getting started Things must go in this order, cannot stray  Predictive - Waterfall Life Cycle Feasibility Design Build Test Deploy Close 9 Adapted from The Standard for Project Management Seclloo 2.3.5, A Guide to lhe Project Management Body of K1101vledge UN IVERS IT Y OF TO RONTO (PMBOK Guide) - Seventh Edition, Project Management Institute, Inc., 2021 _Copynght and all rights reserved. Material ~ SCHOOL 0 1 CONT INUING ST UOIE~ from this pOOlication has been reproduced with the permission of PML Page 43, Figure 2-9 13 ~ i ~ Predictive - Virtual Conference Feasibility Survey members Investi ated Confirm technology Build technology requirements Verify Create payment website Test process Unit test Created look Alpha Run test and feel Deploy test event Check venue Send email Qua lity notifications reviews Record Close presentations Answer questions Lessons Feedback learned survey Fi nal report 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 14  Incremental Overview A project development "approach in which the deliverable is produced successively, adding functionality until the deliverable contains the necessary and sufficient capability to be considered complete" These iterations successively build and add functionality within a predetermined time frame The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration Phase Approach: - Define the project scope and divide the functions and features into phases - Create the budget and schedule for each phase - At the end of each phase, a 'kill point' or phase gate is used to ~ determine if the project should continue ~ ~~~~~:s~~iT~~.~~~~~o;~ Knowledge, (PMBOK®Gt.11de) - Seventy Ed1tlo~, Protect Management Institute loc., 2021, pa~e 241 15.:r- This defin1llon 1s taken from the Glossary of ProJect Management lnstJtute, A Guide ta the ProJect Management Body of Always submitting complete iterations, a fully functioning piece not editing, just adding another complete part E.g., pieces of a new house (electrical, kitchen, flooring) or houses in a new subdivision Incremental Life Cycle Phase 1 Phase 4 Phase 5 The first image 1s adapted from The Standard for PrQJect Managemert, Section 2.3 5, Gwde to the ProJecl Management Body of Knc,,vfedge (PMBOK Guide) - Seventh Ed1tJon, Pro,ect Management Institute, Inc., 2021 Copyr1gti and all nghts reserved. Matenal from this pub~catJon has been reproduced with the permission of PMI. Page 44, Figure 2-10. The second image 1s taken from An Introduction to Pro1ect 16 Management, 7th Ed1t1on, by Kathy Schwalbe 2021 Copyright and al nghts reserved Matenal from this publicallon has been reproduced with the permissmn. Page 80 ~ i ~ Incremental - Marketing Campaign Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Deliverable Deliverable Deliverable Deliverable Deliverable Overall Content PMExpo Email Social approved logo ca marketing completed mpaigns media Layouts plan co C 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 17  Iterative Overview A project development "approach that focuses on an initial, simplified implementation and then progressively elaborates, adding to the feature set until the final deliverable is complete" Each iteration develops the product through a series of repeated cycles, with increments successively adding to the functionality of the product Rolling Wave Methodology: - Set high level milestones, timeboxing iterations typically at 2 to 3 months apart - After receiving feedback on first iteration, continue and incorporate new information into the next wave - Learn from each of the previous waves to plan the future ones - Improves accuracy and reduces uncertainty ~ ~ UN I VERS I TY OF TORONTO This defirnt1on IS taken from the Glossary of Project Management Institute, A GUide to the Project Man. agementBody of ~ SCHOOL O I CONTINUING STUOI E~ Knowledge, (PMBOK®Guide) - Seventh Edition, Pr()fect Management Institute Inc., 2021 , page 241 18 Working with the stakeholders to get feedback on different versions Determine together - final outcome unclear at the beginning  Iterative Life Cycle --=-.-~,.-." --1 I Build I I 1~ -,,... I l_~B-u-il_d;--_I _ I I 0 Plan i=--:~ 7 21 is ta~~~ from An ~ A ile Practice Guide, Project 7th Edition, by Kathyo Inc.2021 2017. Pa~e a'oo all rights Figure 3-3. rese second The rved. i~gefrom Matenal Management 1n_:~~r:lbe. Copynghl Adapted _from g ·ect Managemen_l, nm;ss;on. Page 8 ~~~~,S-CH_◊_◊_L _ _ UN tVERS fT Y ~~,~~~~S'o;g publicat,on has - 19 lntroduc_t,on to '::n reproduced with peer: =- - - - - - - - - - - - - - CO _N_T _ _ _ _ _ _ _ __ ~i ~ Iterative - Program ~Plan~!.__I_Bu_ild_ _. I , - - I Plan 11 Build 1-r--.----___,,- · · I Plan II I.-------,,... Build I PlanII I Build II Plan Build Wave 1 Wave 2 Wave3 Wave5 Wave 5 Deliverable Deliverable Deliverable Deliverable Deliverable Draft high- Keynote Break out Draft detail Final detail le s pr pr vel speakers peakers ogram ogram pr s co co 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 14  Incremental versus Iterative IC-2.1 Project Approach Answer Rolling out a major software upgrade across a global organization Creating a new product for a new customer segment Moving an organization and staff from a downtown location to three suburb locations Launching a new university course; available in-person and virtually Designing and building a new automated process and equipment 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 15  Adaptive - Agile Overview Means "able to move quickly and easily" An approach where the project scope cannot be defined upfront, incremental releases are desired, and changes are expected Time and cost are fixed; and scope is adjusted to fit into the available time and budget at the start of each cycle Good for projects where the scope is hard to determine or is subject to change Iterations and cycles tend to be shorter, and the product is more likely to evolve based on feedback 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 16 Iterative and Incremental are both agile ‘life-cycles’ Scrum - determine what you need to do at a high level roadmap, then determine what will happen in a ‘sprint’ Adapting quickly to any changes Difference between adaptive & iterative - iterative ~ think product more so something tangible that you are revising; adaptive think programing where things might come out of the woodworks and make you change gears Adaptive Agile Life Cycle (Scrum) Define Project and Product Vision Feedback Feedback Backlog Backlog Prioritization Prioritization 9 UN IVERS IT Y OF TO RONTO Adapted from The Standard for Project Management Sedlon 2.3.5, A Gwde to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition, Project Management Institute, Irie. 2021. Copyright and all rights reserved. Material form this pubfication has ~ SCHOOL 0 1 CONT INUING ST UOIE~ 17 been reproduced with permission from PM. Page 45, Figure 2-12  ~i ~ Adaptive - Website Iteration 1 Iteration 2 Iteration 2 Deliverable Deliverable Deliverable Launch 3-page Launch online Launch basic website registration and expande payment d website with detailed program 9 UN IVERS IT Y OF TO RONTO Adapted from The Standard for Project Management Sedlon 2.3.5, A Gwde to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition, Project Management Institute, Irie. 2021. Copyright and all rights reserved. Material form this pubfication has ~ SCHOOL 0 1 CONT INUING ST UOIE~ 18 been reproduced with permission from PM. Page 45, Figure 2-12 (a combo of both iterative and incremental) And now we need this, and now we can add this, and now we need this GS app  Hybrid (adaptive & predictive) Using a combination of project management approaches to fit the needs of the project - Fixed requirements use a predictive approach - Evolving requirements use an adaptive approach In addition, tools or techniques that are predictive (project charters, milestone reports, Gantt charts, etc.) or agile (daily stand-ups, prioritized backlogs, Kanban boards, etc.) may be useful in other approaches 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 19 ~ Project Management Methodologies IC.1.2 Traditional plan. Well-defined linear work. Gantt Critical Path Chart ar:,pears like a waterfall. Phased. Each phase of work is required , and it Phase builds onto itself. Waves. Learn from each one to improve Rolling Wave accuracy and reduce uncertainty. Adaptive. Scope not defined , time and cost are. Scrum Time-boxed releases. Changes expected. A combination of project management Hybrid approaches and tools. 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 20 ~i ~ PMExpo Examples Life cycle Approach Methodology PMExpo Example Waterfall Predictive Critical path Virtual conference Incremental Incremental Phased Marketing Campaign Iterative Iterative Rolling Wave Program Agile Adaptive Scrum Website Hybrid PMExpo 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 21  Proiect Management Approaches - Questions IC-3.1 IC-3.2 1. A predictive approach to project management is also called a. adaptive b. waterfall c. incremental d. iterative 2. You have started a new project. The project is linked to strategy, but it is not clear what the scope of the project is. The user only wants one deliverable. The project life cycle would be the best choice in this situation. b. predictive c. iterative d. incremental e. hybrid Answers available via Interactive Content on Quercus 28 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 3 - Section 2 What is Waterfall?  Predictive Proiect Life Cycle IC-1.3 Organizing Carrying out the work Ending the & preparing Project 1 Cl).J C) C: f11:1 "-' "C - C: 11:1 C/l 0 u Project Project Project Management Time Accepted Archived Project Management Charter Plan Deliverables Doc uments Outputs 9 UNIVERSITY OF TORONTO ~ SCI-IOOL ()I CONTINUING STUOIEf ::~= Adapted from Part U, Figure 1-2, A Gwde to the PfOject Management Body of Kno.vledge (PMBOK Gwd&)- s,xth Ed1t1on, Pro,ect l~l~ut;~:54~017. Copynght and an nghts reserved. Matenal from this publication has been reproduced With the 30 1. As the project starts to ramp up, so does the cost - the cost of labor for the stakeholders who are brought on to the project at this early step, and potentially some costs related to software or resources needed to get the project started. at each time interval represented by a DOT on the chart the total cost goes up at this point as more people are brought on 2. As the project is further organized and prepared, the costs also steadily rise and for the same reasons as in the first phase, more people and more resources are being gathered 3. While the actual Project work is being carried out the total rate of expenditure will Peak, before steadily declining. this is when parts of the project become completed, so resources May no longer be needed, thus the total cost starts to decline 4. As the project is ending, the expenses and Staffing eventually Falls to nothing - projects must have defined ends so there is no need for ongoing costs, those would be carried over to operations  Five Proiect Process Groups IC-1.4 C: 0 ; (.)....5e. -- -- - -...... Q) Ill I.- ' Ill Q) (.) / ------~ ' I Monitoring and \...0 -1 I Controlling \ Closing a.. 1 Process Group Process Group \ 0 1 \ -- - -,,... ,, ,, \ Q)...J \ '' \ ,, \ \ Start Time Finish 9 UN IVERSITY OF TORONTO Adapted from Part I Figure 1.s, A Guide to the Project Management Body of Knowledge (PMBOK~ Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copynght and alt rights reseived. Material from this pubhcat1on has been ~ SCHOOL 0 1 CONTIN UING ST UOIE~ 31 reproduced with the permrssion of PMI. Page 455 Initiating - thinking about, bringing ppl together executing is starting the project work 1. Initiating: Define a new project or a new phase by obtaining authorization to start the project or face 2. Planning: establishing the scope of the project. defining the course of action required to attain project objectives 3. Executing: performing the work to find in the project management plan 4. Monitoring and controlling: tracking and reviewing the progress and performance of the project. also identify areas in which changes to the plan are required, and initiate these changes 5. Closing: finalizing all activities across all process groups to formally close the project or face  ~ 10 Knowledge Areas IC-1.5 1. Integration Management 2. Scope Management 3. Schedule Management 4. Cost Management 5. Quality Management 6. Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management 1a.Stakeholder Management 9 UN I VERS I TY OF TORONTO Ad~pted from A Guide to t~e Project M.anagement Body of ~no1vledge (PMB_OK~Guide)- Sixth Edition, Project Manag:ment ~ SCHOOL 0, CONTI NUING STUOI E~ ~~~ 1_e pl:~ 2gj_1copynght and all nghts reserved. Matenal from this publ1cat1on has been reproduced with the per!lllss,on 32 I 5 4 1. Overarching function that coordinates all the work in other knowledge areas 2. Working with all stakeholders to define the necessary work to complete the project and obtain written approval to manage this work 3. Estimating how long it will take to complete the work on a project, developing a schedule, and ensuring timely completion of the project 4. Preparing and managing the budget for the project 5. Ensuring the project will satisfy the stated or implied needs of the objectives 6. Acquiring and effectively utilizing all the people and materials required to complete the work of the project 7. Collecting, generating, disseminating, and storing all project information 8. Identifying, analyzing, and responding to risks related to the project 9. Acquiring and procuring goods and services for the project from outside of the organization 10. Identifying stakeholders, understanding their needs and expectations, and engaging them throughout the project  Systems Thinking Almost everything in the world of project management is done through processes Systems thinking entails taking a holistic view of how project management parts interact with each other and with external systems A project is system of interdependent and interacting domains of activities With systems thinking, a project team can navigate through several changes and how they impact the project and their stakeholders 9 UN IVERS IT Y OF TORONTO Adapted from The Standard for Project Management, A Guide to the Project Management Body of Knowledge (PMBOK~ ~ SCHOOL 0 1 CONT INUING ST UOIE~ Guide) - Seventh Edition, Protect Management Institute, Inc., 2021. Copyright and all rights rese,ved. Matenal from thi s publication has been reproduced with the permission of PMI. The Standard for Project Managemem, Page 37-38. 33  Systems Thinking (ITTO) Each process is defined in three (3) elements: In the PMBOK® Guide 6th edition, and on PMI Standards+, process groups and knowledge areas are broken out into separate processes https://standardsplus.pmi.orq/ Inputs Tools & Techniques Outputs What do we need to ----> ->What are we going to ->What will we end start or do this use to create or generate up with once we process? data from the process? have created or Any item, whether generated data? Something tangible, such internal or external to the as a template or software A product, result or project that is required by program , used in service generated by a process before that performing an activity to a process. May be an process proceeds. May be an output from a produce a product or input to a successor predecessor process. result. process. 9 UN IVERS IT Y OF TO RONTO Adapted from A Gwde to the Project Managernent Body of Knowledge (PMBQKliGu,de) - Sixth Ed1t1on, Project ~ SCHOOL 0 1 CONT INUING ST UOIE~ Management lnst1tute, Inc., 2017. Copyright and all rights reserved 34  Proiect Management Plan Subsidiary management Baselines Scope baseline plans: - Scope management plan - Schedule baseline Requirements management - Cost baseline plan Additional components Schedule management plan Change control plan Cost management plan Configuration management Quality management plan plan Resource management Performance measurement plan baseline Communication Project life cycle management plan Development approach Risk management plan Iteration plan Procurement management Release plan plan Test plan ~ UNIVER: -TY 0~ ; ! ~N~ ~ o.9.~!.~~~.2~I~~~ 1 ~.! agemontBodyof Knowladg (PMBOK Gu,c/9) - S,xth Ed,t,on, Prorect Management ""'"·· ~ SCHOOL , 0 C: Q) :l C" Q) a.. u.. 3: 0 ---' Predictive Iterative Low High Degree of Change 9 UN IVERS IT Y OF TO RONTO Adapted from Figure 3-1 , Ag1/ePract1ce Guide, 1"' Ed1tJon, Project Management Institute, Inc., 2017. Copynght and all ~ SCHOOL 0 1 CONT INUING ST UOIE~ nghts reseived. Material from this publication has been reproduced with the permission of PMI. Page 19, Figure 3~ 1. 57 how often do you deliver?  Development Approaches Development Approaches Predictive Hybrid Adaptive Low High 9 UN IVERS IT Y OF TO RONTO Adapted from The Standard for Project Management, A Guide 10 the Project Management Body or Knowledge (PMBOK9 Guide)- seventh Ed11Jon, Project Management Institute. Inc. 2021 Copyright ancl all rights reserved Material from this publication has been reproduced with the permission of ~ SCHOOL 0 1 CONT INUING STUOIE~ PMI Page35. Flgure2-7 58 Requirements are defined Requirements are up-front before elaborated frequently development begins periodic intervals during during delivery project Deliver plans for the Delivery can be divided Delivery happens deliverable. Then deliver into subsets of the overall frequently, each with value only a single final product project for customer at end of project Change is constrained and Change is included at Change is incorporated on managed tightly certain times an ongoing basis Key stakeholders are Key stakeholders are Key stakeholders are involved at specific regularly consulted involved continuously milestones Risk and cost are Risk and cost are managed Risk and cost are controlled by detailed plan by progressively controlled as requirements , and known issues elaborating project with and constraints appear new details Adapted from A Gwde to the Pro1ect Management Body of Kncw,fedge (PMBOK Gw:Je) - Sixth Ed1tJon, Pro,ect Management Institute, Inc., 2017 Copynght and all rights reserved. Matenal from this pub~catJon has been reproctuced with the pemussion of 59 PML page 666, Figure X3-1 @) A1:11:1roach Selection -Requirements 1 -Adaptive Vague 111111 5 - Predictive Well defined PMExpo Project --- Feedback Frequent Limited Changes Frequent Controlled Environment Flexible Highly regulated Culture Innovated Controlling - Team Self-organized Functional Complexity Simplified Complex Constraints Few Many What criteria does Al suggest? 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 54 ~i ~ Predictive Review - Virtual Conference - Requirements Feedback 1 - Adaptive Vague Frequent --- ------- 5 - Predictive X - Well defined Limited Virtual Conference High certainty on requirements Changes Frequent X - Controlled Minimize changes Environment Flexible - Highly regulated ------ Control , tight on cost and Culture Innovated X - Controlling time Team Self-organized X - Functional Plus, software support team Complexity Simplified X- Complex New benefit. Global audience Organization technology readiness , knowledge and Constraints Few X- Many experience of virtual attendees [ Recommended approach: Predictive ] 9 UN I VERS IT Y OF TO RONTO ~ SC HOOL 01 CONT INUING STUOIE~ 55 ~i ~ Incremental Review - Marketing Campaign - - ·#¥@- ---- 5 - Predictive Marketing Campaign Requirements Vague Well defined Known goals Tracking responses after Feedback Frequent Limited each eblast Based on registrations , Changes Frequent Controlled some modifications Some SPAM regulations Environment Flexible Highly regulated to follow Some flexibility , new Culture Innovated Controlling ideas Combo of tech and Team Self-organized Functional marketing staff Basic email , some Complexity Simplified Complex interaction with membership databases Check-ins, gates, Constraints Few Many phased [ Recommended approach: Incremental ] 9 UN I VERSIT Y OF TORONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 56 ~i ~ Iterative Review - Program - - ·#¥@- Requirements Feedback Vague Frequent --- 5 - Predictive Well defined Limited Program Good idea on basic needs of program Based on presenter reviews and evaluations Innovative - depends Changes Frequent Controlled are what good keynotes are available Open to new ideas for Environment Flexible Highly regulated sessions - Check-ins, gates, Culture Innovated Controlling phased Team Self-organized Functional Similar skills, global Utilizing previous Complexity Simplified Complex schedules, format Known budget, few Constraints Few Many constraints [ Recommended approach: Iterative ] 9 UN I VERSITY OF TORONTO ~ SC HOO L 0 1 CONTI NU ING STU OIE~ 57 ~i ~ Adaptive Review - Website 5 Predictive Website - - ·#¥@- - - - ----- Good idea on website, Requirements Vague Well defined but some unknowns Multiple stakeholders; Feedback Fmq,eat Limited sponsors , event team , attendees Changes df;+j+,,e =- - - - - Controlled Frequent changes Basic website Environment - Highly regulated environment Culture Hi:i:i-&i@H --~~----- Controlling Open to new ideas Team -..... Functional Tight, self-managing team Complexity Mi::i+ii - ~ ~ - - - Prefer frequent small Complex deliveries Constraints - Many Get website live quickly [ Recommended approach: Adaptive 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 58  Selection Approach Exercise IC-2.4 Situation Used when there is a high certainty on requirements and high level of risk that may require control mechanisms. Uses adaptive, predictive, incremental and iterative approaches. Combination of approaches. Can be used when there is uncertainty, but when product work can be planned. Customer provides feedback after every iteration. Done in phases. Each increment builds on top of the previous one. Scope, schedule, resources , risk and cost can be defined in the early phases of the project lifecycle. Team is engaged in planning each iteration , determining prioritized work. 9 UN I VERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 59 Q Selection Approach - Questions IC-3.7 IC-3.8 1. The project approach where the work is planned in detail is: a. Predictive b. Iterative c. Incremental d. Hybrid 2. A collection of logically related project activities that are done in stages is called: b. Predictive - Critical path c. Incremental - Phase d. Iterative - Rolling wave e. Adaptive - Scrum Answers available via Interactive Content on Quercus 66