95 - Part I - Project management 7.1.pdf

Advanced Project Management Framework Antonio Bassi, PMP v. 7.0  2 Before the show… THE EXAM  3 Short tests + Final Exam The fi...

Advanced Project Management Framework Antonio Bassi, PMP v. 7.0  2 Before the show… THE EXAM  3 Short tests + Final Exam The final score is defined as the best value between final exam and the average of all the short tests. The Final Test must be positive or Final Exam  4 Short tests (6) – using SOCRATIVE 20 questions (multiple choice) – 30 minutes All the tests must be pass (12 correct answers) For each questions: Correct answer = 1 Wrong answer = 0 No answer = 0  5 Final EXAM 100 questions (multiple choice) – 2 hours The final exam must be PASS (60 correct answers)  6 Project work Develop a project only by the planning point of view IMPORTANT – YOU need to define the project You can work in group (max 4) Minimum Deliverables check list Project Plan Narrative description Define the requirements Define the Stakeholder Define the team role Develop the WBS Define scheduling Define cost Define risks  7 Final Evaluation Tests best result (Short tests or Final Exam) * 0,7 Project Work * 0,3 Short tests are online – the final mandatory EXAM will be in presence here in SUPSI.  8 Lessons Plan (draft) Sept. 17 – Framework Sept. 24 – Framework Oct. 1 – Short test 1 – Team composition – Definition and Work on the project Oct. 8 – Scope Oct. 15 – Short test 2 – Work on the project Oct. 22 – Time Oct. 29 – Short test 3 – Work on the project Nov. 5 – Time – Cost Nov. 12 – Short test 4 – Work on the project Nov. 19 – Cost Nov. 26 – Short test 5 – Work on the project Dec, 3 – Risk Dec, 10 – Short test 6 – Work on the project Dec, 17 – Exam Simulation EXTRA: Oct 21. Conference «Planning the Future»  9 Define your experience relatively Project Management #  9 #  10 Project Management Institute Professional organization founded in 1969 Nearly +700,000 members worldwide Over 1,200,000 certified PMP Headquarters in US More than 250 local representatives in 90 nations PMBOK Guide -ANSI/PMI 99-001-2017 (> 6,500,000 copies) 1 Chapter in Switzerland  11 PMI Certifications  12 PMP Certifications … an opportunity This course gives you the opportunity to certificate your knowledge in project management by the PMI with the certification CAPM (Certified Associate in Project Management) 13  14 PMP Certifications Benefits for the project manager: – professional status internationally recognized – greater opportunity for growth and career – greater influence / visibility in the relationship with stakeholders Benefits for the institution: – greater consistency in planning activities – innovation in the premium system (reward / employee retention) – greater competence / credibility in dealing with customers / suppliers PMP Benefits 1 PMP Benefits 2  15 PMI - Standards  16 PMBOK The Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the body of knowledge within the project management. The PMBOK includes traditional methods widely applied as advanced and innovative methods still little used. It’s 'the result of work carried out by the Committee for Standardization of PMI PMBOK PMBOK VI ed. Some help  17 PMBOK PMBOK is the text that identifies and describes the generally accepted guidelines, which apply to most cases, to project management. It aims to provide a common lexicon within the profession of Project Manager. It became a basic reference point for all who are involved in Project Management. The PMBOK Guide is not intended to be exhaustive. It’s also used as the foundation for preparing the PMP and CAPM certifications.  18 PMBOK 1976 PMBOK: The standards have begun to be documented 1984: First published PMBOK 1987: PMBOK modified 2000: Second edition 2004: Third Edition 2008: Fourth Edition 2012: Fifth Edition 2017: Sixth Edition 2021: Seventh Edition  19 The International Standards #  20 ICB 4.0 Ita ICB 4.0 Eng ISO 21500 ISO 31000 ISO 10006 Hermes 5 https://identity.snv. ch/ à if you need standards to explore  21 Project Definition #  22 Project Before starting with the definition of a project, we need to reflect on the main characteristics of a project. What is a project?  24 Project “A project is a temporary endeavor undertaken to create a unique product, service, or result” PMBOK Project Definition 1 Project Definition 2 Project Definition Main characteristics: Temporary Indicates a definite beginning and end, it’s reached when the project’s objectives have been achieved or, when the project is terminated Project because its objectives will not or cannot be met, or when the need for the project no longer exists. Unique This means that it is different in some way from other products or services that have not been done before. Progressive Elaboration Since the product of each project is unique, the characteristics that distinguish the product must be progressively developed, because you don’t know all the characteristics of the product at the beginning of the project. But also: Limited Resources: a project uses resources that are often available in limited quantities or are expensive. Project Multidisciplinary: projects require many skills that must be coordinated. The relationships between the various tasks of the project can be very complicated. Uncertainty: the projects are planned before their implementation Objectives: A final product, result, or output is typically defined in terms of time, cost, and quality.  27 Project are essentially: Part of a strategy Characterized by general objectives, specific objectives, results, and activities Life goes through phases and changes the character of the project at every stage Uncertainty for time and total cost decreases as the project proceeds The cost of a project acceleration increases exponentially as you get closer to completion Characteristics 1 Characteristics 2 Characteristics 3  29 Don’t forget about stakeholders… or «game changer»  30 Success Factors and this is not a good example à #  31 Success or failure ? Its original plan had a four-year timetable The task of building the canal was judged to be a and an AU $7 million budget, but in the twelve-year undertaking. The cost of digging it and end, it took AU $102 million and 14 years to servicing the debt raised to fund the project in the complete meantime was put at 1.2 billion francs. An initial effort to raise money in 1879 failed with just 60,000 of the 800,000 shares offered being sold. The offering was cancelled and money returned. In response, Lesseps travelled to Panama and reduced his estimate of the total cost from 1.2 billion francs to ‘only’ 659 million. While there, he also turned the first shovel of dirt to officially launch the project.  32 Success factors Time: Time management is defined by the ability to meet deadlines, both interim and final. It is a critical success factor in project management, and adherence to schedules can serve as a key criterion for evaluating project performance. Risks management: Effective risk management significantly enhances the ability to anticipate problems and substantially increases the chances of project success. Costs: The literature considers cost management to be of paramount importance, second only to time management. Consequently, a detailed schedule of costs is vital to the success of a project  33 Success factors Quality: The literature consistently emphasizes that having a quality management plan is crucial and highly influential to the project's outcome. Minimum quality standards must be defined in advance, and implementing high-quality processes facilitates the achievement of these standards. Project control: Designing effective control mechanisms involves the continuous monitoring of the triple constraint throughout the project lifecycle. The triple constraint—consisting of scope, time, and cost—is a critical tool that enables project managers to maintain control over the project and consequently guide it towards success.  34 Success factors Scope: The literature consistently emphasizes that a clear and precise definition of project objectives is among the critical factors for project success. Projects changes: Effective management of change and quality indicates an organization's maturity in project management. Stakeholders satisfaction: Stakeholders play a crucial role in any project, regardless of their perspectives on project success.  35 Success factors Avaibility of resources: For availability of resources is the capacity and the ability to have the resources and the allocation of these can actually be applied to the project. Projects contracts: The project contracts, dedicated to the acquisition of resources, can be seen as facilitators in the implementation phase and as a support to top management in the optimization of project costs. Project team: People are the project. A project without the people even exist. Consequently, it is thus established the importance of this factor. A competent project team is considered by many researchers as a facilitator factor to achieve the project objectives and its success.  36 Success factors Top managment commitment: Only thanks to the support of top management a project may have the credentials and the ability to be completed in accordance with the triple constraint. Success factors project management 1 Success factors project management 2 CSF Benefits You can’t veer off target if the end-users of the Stakeholder engagement product, regulators, and executives are all directly involved. Everyone on the project team knows exactly Clear documentation what they need to do and when. Crush data silos before they can even develop Protocols for communication and ensure smooth collaboration between and collaboration teams. Executive Don’t let the project lose steam because involvement/sponsorship upper management forgets about it. Avoid losing the entire project budget to a Assess and account for risks surprise.  Before AGILE, AI, improbable super «effective methods» let us understand what’s behind a buzz word as PM because otherwise à