Project Management Overview PDF

PROJECT MANAGEMENT OVERVIEW MODULE 2 Module Overview Discuss more about Project Management Understand what Project Governance is Identify and explain the Project Management Structures Discuss the Project Management Standards and the Leading Authorities to project management Prov...

PROJECT MANAGEMENT OVERVIEW MODULE 2 Module Overview Discuss more about Project Management Understand what Project Governance is Identify and explain the Project Management Structures Discuss the Project Management Standards and the Leading Authorities to project management Provide an overview of the methodologies to project management 3 PROJECT MANAGEMENT 4 PROJECT MANAGEMENT The purpose of project management is to identify, establish, coordinate, and monitor activities, tasks, and resources for a project that is consistent with the goals and objectives of the organization. Effectively controlling projects requires a disciplined approach to their various life cycles: project initiation, planning, execution, monitoring and controlling, and closing. COBIT recognizes project management as a process that impacts both the effectiveness and the efficiency of information systems. The process also involves IT resources that include people, applications, technology, operational facilities, and controls. Controls over managing projects that satisfy organizational business requirements typically consider: Business management sponsorship of project Rigorous tracking of milestones and deliverables Project management capabilities Budgets and balancing internal and external resources User involvement Quality assurance plans and methods Task breakdown, milestone definition, and phase approvals Program and project risk assessments Allocation of responsibilities Transition from development to operations 5 PROJECT GOVERNANCE 6 PROJECT GOVERNANCE Governance is designed to improve project management in the whole organization over the long haul. The rationale for integration of project management was to provide senior management with: 1 An overview of all project management activities; 2 A big picture of how organizational resources are being used; 3 An assessment of the risk their portfolio of projects represents; 4 A rough metric for measuring the improvement of managing projects relative to others in the industry; 5 Linkages of senior management with actual project execution management. 7 PROJECT GOVERNANCE Full insight of all components of the organization is crucial for aligning internal business resources with the requirements of the changing environment. Governance enables management to have greater flexibility and better control of all project management activities. Operationally, what does project management integration mean? It necessitates combining all the major dimensions of project management under one umbrella. Each dimension is connected in one seamless, integrated domain. Governance means applying a set of knowledge, skills, tools, and techniques to a collection of projects in order to move the organization toward its strategic goals. This integrative movement represents a major thrust of project-driven organizations across all industries. Integrated Management of Projects 8 PROJECT MANAGEMENT STRUCTURES 9 PROJECT MANAGEMENT STRUCTURES Functional Dedicated Matrix organization project teams structure A project management system provides a framework for launching and implementing project activities within a parent organization. A good system appropriately balances the needs of both the parent organization and the project by defining the interface between the project and parent organization in terms of authority, allocation of resources, and eventual integration of project outcomes into mainstream operations. 10 PROJECT MANAGEMENT STRUCTURES Functional organization No change Easy Post-Project Transition Slow Flexibility Lack of Focus Lack of Ownership In-Depth Expertise Poor Integration 11 PROJECT MANAGEMENT STRUCTURES Dedicated project teams Simple Cohesive Expensive Fast Internal Strife Limited Technological Expertise Cross-Functional Integration Difficult Post-Project Transition 12 PROJECT MANAGEMENT STRUCTURES Matrix structure Weak Balanced Strong Efficient Easier Post-Project Transition Dysfunctional Conflict Strong Project Focus Infighting Stressful Flexible Slow 13 PROJECT MANAGEMENT STRUCTURES Functional Dedicated Matrix organization project teams structure There is empirical evidence that project success is directly linked to the amount of autonomy and authority project managers have over their projects (Gray et al., 1990; Larson & Gobeli, 1988; Larson & Gobeli, 1987). 14 PROJECT MANAGEMENT STRUCTURES IT industry analysts have made general and specific recommendations on why projects are successful. Other IT industry organizations have built their own body of knowledge to document acceptable practices. The Gartner Group, for example, identifies Seven Best Practices for an Effective Project Management Office (PMO) that improve the effectiveness of project, portfolio and program management, as well as support the strategies and goals of the organization. 1. Acquire the Right People, Knowledge, Skills, and Collaborative Behaviors. 2. Identify and Execute High-Impact, High-Visibility Initiatives 3. Report on What the Business Really Cares About 4. Build a Framework that Shows How the PMO Aligns with Strategic Enterprise Objectives 5. Provide Senior Managers with Simple, Unambiguous Information 6. Highlight the PMOs Achievements 7. Evolve the PMO to Support Bimodal IT and Digital Business 15 PROJECT MANAGEMENT STANDARDS, LEADING AUTHORITIES, AND METHODOLOGIES 16 PROJECT MANAGEMENT STANDARDS, LEADING AUTHORITIES, AND METHODOLOGIES The primary standards organization for project management is the Project Management Institute (PMI). Founded in 1969, the PMI delivers value to professionals through global advocacy, collaboration, education, and research. The Institute’s globally recognized standards as well as its certifications, tools, academic research, professional development courses, and networking opportunities have been key in the development and maturity of the project management profession. The PMI’s developed project management standards or Project Management Body of Knowledge (PMBOK) comprises knowledge of innovative and advanced practices within the project management profession. PMI standards provide globally accepted guidelines, rules, and characteristics for project, program, and portfolio management. Included within the PMBOK are as follows: Foundational standards—reflect the continually evolving profession; Practice standards—describe the tools, techniques, processes, and/or procedures identified in the PMBOK or other foundational standards; Practice guides—provide supporting information and assistance when applying PMI standards; and Lexicon of project management terms—provide clear and concise definitions to project, programand portfolio management terms in order to improve understanding and consistentuse of terminology. 17 PROJECT MANAGEMENT STANDARDS, LEADING AUTHORITIES, AND METHODOLOGIES Similar to the PMI is the Australian Institute of Project Management (AIPM). The AIPM is Australia’s leading serving body for project management. It is considered a key promoter, developer, and leader in project management by Australian business, industry, and government. AIPM is the second-largest member of the International Project Management Association (IPMA). The IPMA is another relevant example of a leading authority on competent project, program, and portfolio management. IPMA, founded in 1965, is the world’s first project management association established to advance the project management profession’s achievements in project and business success. Through IPMA’s efforts, project management best practices are widely known and appropriately applied at all levels of public and private sector organizations. The Global Alliance for Project Performance Standards (GAPPS), also well known in the project management field, is a unique alliance of government, industry, professional associations, national qualification bodies, and training/academic institutions that have been working together since 2003. The Alliance helps practitioners and organizations make sense of the many standards and certifications available globally to guide the management of projects. GAPPS’s primary aim is to facilitate mutual recognition and transferability of project management standards and qualifications by providing the global project management community with a reliable source of comparative information. 18 PROJECT MANAGEMENT STANDARDS, LEADING AUTHORITIES, AND METHODOLOGIES Similar to the PMI is the Australian Institute of Project Management (AIPM). The AIPM is Australia’s leading serving body for project management. It is considered a key promoter, developer, and leader in project management by Australian business, industry, and government. AIPM is the second-largest member of the International Project Management Association (IPMA). The IPMA is another relevant example of a leading authority on competent project, program, and portfolio management. IPMA, founded in 1965, is the world’s first project management association established to advance the project management profession’s achievements in project and business success. Through IPMA’s efforts, project management best practices are widely known and appropriately applied at all levels of public and private sector organizations. The Global Alliance for Project Performance Standards (GAPPS), also well known in the project management field, is a unique alliance of government, industry, professional associations, national qualification bodies, and training/academic institutions that have been working together since 2003. The Alliance helps practitioners and organizations make sense of the many standards and certifications available globally to guide the management of projects. GAPPS’s primary aim is to facilitate mutual recognition and transferability of project management standards and qualifications by providing the global project management community with a reliable source of comparative information. 19 PROJECT MANAGEMENT STANDARDS, LEADING AUTHORITIES, AND METHODOLOGIES Traditional / Waterfall Adaptive Projects integrating Sustainable Methods Agile Project Management (APM) (PRiSM) Systems Development Life Cycle (SDLC) Crystal Method (CM) PRojects IN Controlled Environments (PRINCE2) HERMES Method Portfolio, Program, and Project Management Total Cost Management Framework (PPPM) (TCM) Program Evaluation and Review Technique Critical Chain/Path (CC/P) (PERT) European Commission’s Project Cycle Management 20 QUESTIONS? 21  THANK YOU! See you on our next class Read about Work Breakdown Structure and how to develop it. 22