Project Management

Dr.Ibrahim zeb Alhariri

Agenda:
1- About Project Management
2-Project Management History
 1-About Project Management

q What Project ?
q What Project Management ?
q Why Project Management Now ?
What is a Project ?
 Project:

A temporary endeavor
undertaken to create a unique
product or service.
Series of actions to achieve
a result
 What Project
Management ?!!
 Project Management:
The application of knowledge,
skills, tools, and techniques to
project objectives to meet
stakeholder needs and expectations.
Holy triangle Time,Cost,Quality
 Why Project
Management Now?
 Why Project Management Now?

q Todays complex environments

require ongoiang implementations
q Project management is a method
and mindseta disciplined approach
to managing chaos
q Project management provides a
framework for working amidst
persistent change
 2-Project Management History :
l Already the Egyptians (Crucifixion raids or east
India trips were organized as projects, but without any
management philosophy)
1911 Taylorism/Scientific Management: Henry LGantt invents
the Gantt scheme
1931: Karol Adamiecki creates the first network diagram, the
so called Harmonogram
1942-45: The Manhattan project (USA). 2 billion dollar
turnover, at most 120.000 employees. Goal control, parallel
activities
1950: Operations analysis, RAND Corporation
 No Change!
We are already running late.
I need to meet my date.
We worked hard to prevent change
at the start.

Granger big cheese Edwards - Customer

Promised
date

11
 No Change!
We are already running late.
I need to meet my date.
We worked hard to prevent change
at the start.

Change &
Rework
happens at
the most
expensive
Granger big cheese
time Edwards - Customer

Promised
Spec date

signed off
here
12
 Change!
Our spec was a guess
We learn by doing the project
We need the best product

Granger big cheese Edwards - Customer

Promised
Spec date

signed off
here
13
Out of hundreds of projects, there is
no case in which requirements
remained stable throughout the
design - Reinertson (1998) on
Product Development
A typical software project
experiences a 25% change in
Change!
requirements Our spec was a guess
- Boehm and Papaccio (1988)
on Software Development
We learn by doing the project
We need the best product

This learning
causes change

Granger big cheese Edwards - Customer

Medium to Large projects

(1000+ function points)
Promised
experience 25 35%
requirements change - Jones
(1997) on Software Development
Spec date

signed off Conclusion: We cant

here successfully prevent change
14
 The Project Managers Conflict:
Successful
Project

Meet Best
Schedule Product

Granger big cheese No Change! Change! Edwards - Customer

Conflict*

* See my MBA dissertation The Project

Managers Conflict
http://www.clarkeching.com/2004/04/my_mb
a_disserta.html

15
 The Project Managers Conflict:

Successful
Project

Meet Best
Schedule Product
Whos to blame?

Granger big cheese No Change! Change!

-The customer?
Edwards - Customer

-The project manger? The Project

Conflict* Managers Conflict:

-
-The way we build software?
16
 2-Project Management History :
1957: The Sputnik chock, initiating the Polaris project The
Polaris project: 250 main suppliers and 9000 secondary
suppliers coordinated to perform ca 70.000 different activities
using PERT (Program Evaluation and Review Technique).
1956-59: CPM (Critical Path Method) is created at
DuPont, independent of PERT.
PERT and CPM are very similar and are both examples of
network planning of projects
1959: The concept of project manager is coined in Harvard
Business Review.
1960ies: Great interest in matrix organizations
1967: INTERNET (IPMA) and PMI is established.
 2-Project Management History :
1968 The Natplan interest group is created in Sverige (later to
be named Svenskt Projektforum).
1980ies: Increasing interest in organizational and project
management issues in projects.
The project philosophy spreads to other fields, to smaller
activities and to internal activities.
1987: PMBOK (Project Management Body of Knowledge)
presents its first issue by PMI. The ambition to create certified
project management, so called PMPs (Project Management
Professionals).
1990ies: Management by projects (the project based
company)
 Agenda
Elements of Successful (and Unsuccessful) Projects
in Higher Education
Tools of the Trade
Project Charter
Work Breakdown Structure
Project Schedule
Project Budget
Managing the Project
Project Managers Role
Managing Change
Navigating the Politics of Change
Resources for the Project Manager
 Presenter
CIO at Plymouth State University
Led major projects on three campuses
of the University System of New
Hampshire
Instructor for University of Phoenix
online course in Project Management
Masters Degrees in Counseling and
Executive MBA
 Why Project Management?
Todays complex environments require
ongoing implementations
Project management is a method and
mindseta disciplined approach to
managing chaos
Project management provides a
framework for working amidst persistent
change
 Themes Requested
Alignment of projects to organizational mission,
goals and objectives
Resource conflicts; being spread too thin
Organization: traditional vs a matrix, and how to
get things done when you are not in control
PM role; Supervisor of many, but manager of
none.
Managing smaller projects and keeping track of
them
Being organized when organization is not your
greatest strength
 Themes Requested
Establishment of PM Office?
Projects that initiate new work &
responsibilities
Developing effective work teams with
individuals who dislike one another
Getting realistic timeframes attached to
project initiatives
Controlling changes to development
 Themes Requested
How do we apply PM in higher
education, a culture not known for
application of business-like methods
Improved change management
practices
Getting vendors to follow up on their
end of the deal
Ideas around moving an operation to a
new facility
 Themes Requested
Project
management as applied to an
academic library setting
 Project Management:
Official Definition
A project is a temporary endeavor
undertaken to create a unique product
or service. It implies
a specific timeframe
a budget

unique specifications

working across organizational boundaries

 Project Management:
Unofficial Definition
Project management is about
organization
Project management is about
decision making
Project management is about
changing peoples behavior

Project management is about

creating an environment conducive to
getting critical projects done!
 Why Projects Fail
Failure to align project with
organizational objectives
Poor scope
Unrealistic expectations
Lack of executive sponsorship
Lack of project management
Inability to move beyond individual and
personality conflicts
Politics
 Why Projects Succeed!
Project Sponsorship at executive level
Good project charter
Strong project management
The right mix of team players
Good decision making structure
Good communication
Team members are working toward
common goals
 Why this matters to YOU
Most of us get to where we are by some
technical or specific set of skills
If you want to get things done, you need
a good blend of
Businessknowledge
People management
Knowledge of organizational politics
AND an area of technical expertise

Those are the people that make things happen!

 Laws of Project Management
No major project is ever installed on time,
within budget, or with the same staff that
started it. Yours will not be the first.
Projects progress quickly until they become
90% complete, then they remain at 90%
complete forever.
When things are going well, something will
go wrong.
When things just cannot get any worse, they
will.
Project Planning and Implementation.
by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall,
Inc.
 Laws of Project Management
When things appear to be going better, you have
overlooked something.
No system is ever completely debugged. Attempts to
debug a system inevitably introduce new bugs that
are even harder to find.
A carelessly planned project will take three times
longer to complete than expected
A carefully planned project will take only twice as
long.
Project teams detest progress reporting because it
vividly manifests their lack of progress.
Project Planning and Implementation.
by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall,
Inc.
 Core Project Management Tools
Project Charter
Work Breakdown Structure (WBS)
Project Schedule
Project Budget
 Project Charter
What must be done?
What are the required resources?
What are the constraints?
What are the short and long term implications?
Why do it?
When must it be done?
Where must it be done?
Who does what?
Who is behind the project?
Who is funding the project?
Who is performing the work of the project?
 Project Charter

Who
What
Where
Why
When
 Project Charter
Project Goal & Decision making
Objective Assumptions
Sponsor Risks
Stakeholders Business process
Timeline changes
Resources required Project manager
Deliverables Project team
Budget
Signatures
 Assumptions
Opportunity to put it all out there
Challenges facing the project
Implications

Organizational history

Political implications

Impact to traditional power

Requirements of decision-making

Write down what cannot be said

Keep it objective
 Case Study
Mojo College
 Work Breakdown Structure
Identify the major task categories
Identify sub-tasks, and sub-sub-tasks
Use verb-noun to imply action to
something
Example: Getting up in the morning
Hit snooze button
Hit snooze button again

Get outa bed

Avoid dog

Go to bathroom
 Work Breakdown Structure

Canoe Trip to
Boundary Waters

Arrange Travel Get Equipment Plan Meals Prepare Budget Plan for
Plan Activities
Emergencies

Schedule Flights to Mpls Contact BW Outfitter Bring cooking gear Assign Budget Person Obtain
Bring Cards
emerg. #s

Rent Van Freeze dry food Get deposits Arrange Bring

Rent canoes
contact at BW Joke book

Arrange Motel Prepare 7

Retain Receipts Bring
Rent Tents
breakfasts
Bring scotch
emerg. flares

Schedule return flights Bring

Pay for supplies Bring two
Prepare 7 lunches
Sleeping Bags first aid kits

Bring
Prepare 6 dinners Close-out trip
Fishing Gear

Bring lights and

waterproof
matches
 Work Breakdown Structure
Canoe Trip to
Boundary Waters

Arrange Travel Get Equipment Plan Meals Prepare Budget Plan for
Plan Activities
Emergencies

Schedule Flights to Mpls Contact BW Outfitter Bring cooking gear Assign Budget Person Obtain
Bring Cards
emerg. #s

Rent Van Freeze dry food Get deposits Arrange Bring

Rent canoes
contact at BW Joke book

Arrange Motel Prepare 7

Retain Receipts Bring
Rent Tents
breakfasts
Bring scotch
emerg. flares

Schedule return flights Bring

Pay for supplies Bring two
Prepare 7 lunches
Sleeping Bags first aid kits

Bring
Prepare 6 dinners Close-out trip
Fishing Gear

Bring lights and

waterproof
matches
 Work Breakdown Structure
Canoe Trip to
Boundary Waters

Arrange Travel Get Equipment Plan Meals Prepare Budget Plan for
Plan Activities
Emergencies

Schedule Flights to Mpls Contact BW Outfitter Bring cooking gear Assign Budget Person Obtain
Bring Cards
emerg. #s

Rent Van Freeze dry food Get deposits Arrange Bring

Rent canoes
contact at BW Joke book

Arrange Motel Prepare 7

Retain Receipts Bring
Rent Tents
breakfasts
Bring scotch
emerg. flares

Schedule return flights Bring

Pay for supplies Bring two
Prepare 7 lunches
Sleeping Bags first aid kits

Bring
Prepare 6 dinners Close-out trip
Fishing Gear

Bring lights and

waterproof
matches
 Work Breakdown Structure
Canoe Trip to
Boundary Waters

Arrange Travel Get Equipment Plan Meals Prepare Budget Plan for
Plan Activities
Emergencies

Schedule Flights to Mpls Contact BW Outfitter Bring cooking gear Assign Budget Person Obtain
Bring Cards
emerg. #s

Rent Van Freeze dry food Get deposits Arrange Bring

Rent canoes
contact at BW Joke book

Arrange Motel Prepare 7

Retain Receipts Bring
Rent Tents
breakfasts
Bring scotch
emerg. flares

Schedule return flights Bring

Pay for supplies Bring two
Prepare 7 lunches
Sleeping Bags first aid kits

Bring
Prepare 6 dinners Close-out trip
Fishing Gear

Bring lights and

waterproof
matches
 Work Breakdown Structure

System Hardware Replacement

RFP Development Vendor Selection Staff Training Hardware Implementation

Needs Assessment Research Vendors Identify training Plan Schedule Installation

Needs Analysis Research Sites Schedule Training Prepare Site

Write RFP Select Vendors to mail RFP Train Arrange Vendor Support

Finalize with Purchasing Review Proposals Configure System

Rank Proposals Install System

Recommendation
 Work Breakdown Structure

System Hardware Replacement

RFP Development Vendor Selection Staff Training Hardware Implementation

Assess Needs Research Vendors Identify training Plan Schedule Installation

Analyze Needs Research Sites Schedule Training Prepare Site

Write RFP Select Vendors to mail RFP Train Sysadmins Arrange Vendor Support

Finalize with Purchasing Review Proposals Configure System

Rank Proposals Install System

Make Recommendations
 Work Breakdown Structure
Requires structured brainstorming
 Project Schedule Tools
Many tools available
Microsoft Project
Many more specialized software
www.dotproject.net
Excel
Most important
Monitor tasks
Gantt views of project
one page views for executives
rollout and more complex views for work teams
Critical Paths
Inputs from multiple teams that roll up to project manager
Dependencies
Resources assigned to tasks
 Project Schedule Tools
Many tools available
Microsoft Project
Many more specialized software
www.dotproject.net
Excel
Most important
Monitor tasks
Gantt views of project
one page views for executives
rollout and more complex views for work teams
Critical Paths
Inputs from multiple teams that roll up to project manager
Dependencies
Resources assigned to tasks
Project Schedule
Project Schedule
 Critical Paths
Milestones that impact downstream
milestones and the overall timeline of
project
If you miss a Critical Path, the entire
project is delayed, or
You have to make up ground on
downstream critical paths
 Project Budget

Direct Costs
Indirect Costs
Ongoing costs
 Project Budget

Year 1 Year 2 Year 3

Direct Costs n Indirect Costs
Hardware n Your peoples time and
Software effort
Contractor fees n Estimated time on
Estimated hours project
Hourly Rates per n Estimated cost based
contractor on hourly rate
Various contractor
n Others time and effort
rates
Training n Opportunity cost
n What projects or tasks
Fanfare
are NOT going to get
Other done in order to get this
project done?
TOTALS
 Managing the Project

TripleConstraint
Five Stages
Project Manager Role
Decision Making Structure
Communication Plan
Meeting Management
Team Development
Navigating Organizational Politics
Triple Constraint

Risk?

Time
 Five Stages of Project Management
Project Management (in our industry) is divided into five
parts:

1.Project charter development

2.RFP Development and Process
3.Planning & Design
Project team creation
Project kick-off
Planning (WBS, schedule)
Budget
4.Implementation/construction
5.Project termination, hand-off to operations mgt.
 Controlling Change Procedures
Your Needs Assessment is your baseline
document
Establish process early for managing change
orders
Original scoping should be thorough as
possible
Any subsequent changes must be thoroughly
vetted, a form should be completed and
members and executives must sign off
 Project Managers Role
Lead

Communicate
Define Plan Monitor Complete

Communicate
Re-Plan
Project Managers Role

Leadership
Organization
Communication
Finance
Technical savvy
Politicking
Team building
Praising
Punishing
Traditional Organization

President

VP Academics VP Student Affairs VP Finance VP Development

 Matrix Organization

Offices Systems MIS Training Admissions Registrar PR Web Controller

x
x x x x
x x x
x
 People Problems
2/3 of project problems are people related
You will find many operational leaders
demonstrate a just do-it mentality. While
that may be effective in some environments,
this is NOT effective in managing change.
There will always be conflict over goals and
scope, resources and between departments
You are likely to find a lack of understanding
basic project management methods
Some people will never get along
 So you want to be a Project Manager
You used to be good friends with your
co-workers
Project manager sandwich: pressure
between co-workers and stakeholders
The skills that brought you to this role
are no longer as vital; now you need
new skills
You used to be really good at your work
 Project Managers Key Strength
Be the eye of the hurricane
 Team Development
Select the right players
Complementary skillsets
Blend of technical and business

Align with WBS

Stages of Team Development

Formin

Stormin

Normin

Performin
 Formin Storminin theory

PERFORMIN!

Normin

Stormin
Formin
Formin Storminin reality

Performin

Stormin!

Formin

Normin
 Formin Storminin reality

Formin Performin

Stormin! Normin
 Consultants
Objective, skilled consultants can
provide a team foundation
Consultants can address dicey
organizational issues
For large projects, this approach is vital.
 Meeting Management
Develop Ground Rules early
Assign facilitator
Assign reporter and reporting structure

Start and end times, frequency of meetings

Frequency of meetings

Focus of meetings
Information sharing?
Agenda building

Issues for substantive discussion

 Suggested Ground Rules for Meetings
Start/end times are real
Agree to debate issues, not people
Civility required
Confidentiality?
Reporting out
What is going to be reported
What isnt

Agree to bring all issues to the table

 Destructive Team Member Profiles
The Tank: a person who dominates a
discussion or issue by brute force of
personality. When they present, they speak
as an authority. When dealing with a
project and defining new solutions, these
types of people can be destructive to the
process of open discussion and
consideration of alternatives.
Solution: thank them for their opinion, then ask
if there are some other perspectives from other
team members.
 Destructive Team Member Profiles
TheGrenade: The conversation will be
going along fine and all of the sudden, a
team member lobs out a discussion-
ending comment.
Solution: Address the comment head on
and suggest that the grenade thrower
refrain from comments that will upend
conversation of alternatives.
 Destructive Team Member Profiles
The Think-they-know-it-all: Much like
the tank.
Solution: Same as Grenade.
 Destructive Team Member Profiles
TheMaybe Person: This is the person
who cannot commit to any position or
issue. They take refuge in ambiguity.
Solution:On a project team, you need to
help them commit. Give them simple
alternatives and ask them to decide.
 Destructive Team Member Profiles
TheNo Person: This is your general
naysayer. Nothing will work, no matter
what.
Solution:
Help to see that no is not an
option. Define the alternatives.
 Destructive Team Member Profiles
The Sniper: This is a destructive force
in a team. The Sniper tenders up
negative comments within the team that
negate or attack ideas.
Solution:address the behavior immediately
and let them know that comments like that
are unacceptable based on team norms.
 Destructive Team Member Profiles
The Yes Person: While less negative,
this person is so agreeable that they
negate their influence through a lack of
objective analysis. They are more eager
to please than they are to offer objective
alternatives.
Solution:Point out that you appreciate their
positive outlook, but they need to explore
options more thoroughly if they want to
gain credibility with the group.
 Destructive Team Member Profiles
The Traitor: Team member speaks very little in
meetings, or sometimes disagrees, and spends
times out of meetings lobbying for alternative
positions or arguing decisions made by the
team
Solution: Establish team rules early that state that
issues are dealt with in team meetings and this
behavior is not acceptable. When it is uncovered,
PM addresses it in the meeting or, if necessary, in
private
 Destructive Team Member Profiles
The End Arounder: Team member who
goes around team and PM to another
supervisor or administrator and complains,
lobbies or takes alternative positions to
team.
Solution:
Identify the behavior in team
development and make it known it is not
acceptable. Get all administrators and
supervisors to suppress the behavior if it
occurs. PM should call it when its seen and
the Project Sponsor should nip it in bud.
 Providing Feedback to Team Members

Praisein public
Punish in private
Case Study
 Decision Making Structure
Define Layers
Levels of responsibility
Executive should be spelled out
Project Manager for each group.
Project Team
Sub Teams Examples
Execs will make all decisions on scope,
Documentation schedule, personnel changes and budget
Project Mgt. team will make all decisions
on team assignments, work allocations
and management of vendors.
Training team will make decisions about
training requirements and schedules of
sessions.
 Decision Making
Avoid consensus abuse
Consensus may be desired, but is not required
Lack of consensus does not mean no decision
Projects force decisions by leaders
Clarify who makes what decisions
Establish structure for rapid decision making
Communicate decisions
Log/track decisions for future reference
While everyone may not agree with all decisions, its
important that team members agree to support the
decisions
Get buy-in from sponsor and administrators
preventing end arounds.
 Communication Plan
Definestakeholders
Develop communication plan
Identify
talents for communication
means of communication

frequency of communication
 Navigating the Politics of Change

Know the environment

What are the overarching issues of your
organization?
What are the pressing issues of the hour?

What will be the pressing issues of

tomorrow?
How do you help others satisfy their
needs?
What is the stake of others in your project?

Identify a mentor
 Project Management is Change
Project methodology is really about managing
change
Change in current practices
Developing new practices
Getting people to change their behaviors
How they do their work

How they work together

How they get the work of the project done

Avoidance of paving the cowpaths

PM is a mindset, a discipline, that can help your

organization increase effectiveness and put order to
chaos
 Limitations of Project Management
PM works when there is buy-in for the methods and
process
It does not work when
buy-in is lacking or there is not support for the methods
by executives
end arounds are tolerated
influential players operate project business outside the
project
decisions made by project teams are not supported
charters, schedules and other work products of the
team are not supported
 Project Portfolio Management
More common in disciplined IT
organizations
Manages projects that are
Proposed

Approved

In progress
Requires organizational buy-in
 Knowledge Areas:
q Scope Management
q Time Management
q Cost Management
q Quality Management
q Human Resources Management
q Communications Management
q Risk Management
q Procurement Management
q Integration Management
 Disclaimers:
Substantive Differences
Size Differences
Components are Integrated
Over-simplified Examples
 Project Management Context:
ProjectPhases and Life Cycle
Stakeholders
Leadership Skills
General Management Skills
Communications Skills
Project Phases and Life Cycle:
Divide Project into Phases
Better Management Control
Review Deliverables and Performance
Fast-tracking
 Example of Project Phases:
Conceptual Design
Detailed Design
Coding and Testing
Training and Documentation
Deployment
 Stakeholders:
Individuals and Organizations
Actively Involved in Project
Interests Affected by Project
 Leadership Skills:
Vision and Strategy
Establishing Direction
Aligning People
Communicating
Negotiating
Motivating and Inspiring
Influencing Organizations
Overcoming Barriers to Change
 General Management Skills:
Planning
Finance and Accounting
Personnel Administration
Technology
Organizational Development
Delegation
Team Building
Conflict Management
Solving Problems
 Communications Skills:
Writing
Listening
Speaking
Presenting
Media Relations
Meeting Management
 Scope Management:
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
 Key Inputs, Tools & Techniques,
and Outputs:

Product Description
Project Charter
Scope Statement
Work Breakdown Structure (Microsoft
Project)
Formal Acceptance
Scope Management Plan
 Time Management:
Activity Definition (Microsoft Project)
Activity Sequencing (Microsoft Project)
Activity Duration Estimating
Schedule Development
Schedule Control
 How do you calculate time?

Have a good guess?

Calculate?
Guess at minimum (A),
probably(B) and
maximum
(C)
Calculate
(A + 3B + C)/5
 Key Inputs, Tools &
Techniques, and Outputs:
ActivityList
Network Diagram
Project Schedule
Schedule Management Plan
 Cost Management:
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
 Key Inputs, Tools &
Techniques, and Outputs:
Resource Requirements
Cost Estimate
Cost Baseline or Spending Plan
(Microsoft Excel Documents)
Cost Management Plan
 Quality Management:
Quality Planning
Quality Assurance
Quality Control
 Key Inputs, Tools &
Techniques, and Outputs:
Quality Management Plan
 Human Resource Management

Organizational Planning
Staff Acquisition
Team Development
 Key Inputs, Tools &
Techniques, and Outputs:

Role Assignment Matrix (Microsoft

Word)
Staffing Management Plan
Organizational Chart
Project Team Directory
 Communications Management:
Communications Planning
Information Distribution
Performance Reporting
Administrative Closure
 Communications Management:
Common problem in projects
Lack of communication and structure is often
a problem in
projects
Difficulty in involving the project members,
the customer, the
procurer and other stakeholders.
 Meeting and meeting techniques:

To succeed it is necessary to have a goal

with the meeting and an agenda.
Meeting are necessary, but need to be
efficient. A good way of organising is an
agenda.
 Different meetings

Steer group meetings At milestones or when

needed Protocol written by PM
Project Management Meetings Every Friday
Protocol written by PM
Project Meetings Every second Monday
Protocol written by PM.
 Information reports at meetings

Agenda
Summary
What has happened
since last time?
What happens next?
Time plan
Risks and options
 Key Inputs, Tools &
Techniques, and Outputs:
Communications Management Plan
Project Records
Performance Reports
Change Requests
Project Archives
Formal Acceptance
Lessons Learned
 Risk Management:
Risk Identification
Risk Quantification
Risk Response Development
Risk Response Control
 Results from a risk analysis
A list of risks in prioritized order
Suggestions of how to eliminate, reduce
or meet risks
 Workflow in a Risk Analysis
Use project idea and goal as starting point
Make a list of risks and threats individually
Make a common list
Look for reasons for risk
Make a risk calculation
1) Likeliness that the risk might occur
2) Effect of risk
Make suggestions of ways to deal with the risk.
Write a report
Decide about what to do
 Key Inputs, Tools &
Techniques, and Outputs:
RiskManagement Plan
Checklists
Contingency Plans
Reserves
Contractual Terms
 Procurement Management:
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Close-out
 Key Inputs, Tools &
Techniques, and Outputs:
Procurement Management Plan
Procurement Documents
Proposals
Contract
Contract File
Formal Acceptance and Closure
 Integration Management:
Project Plan Development
Project Plan Execution
Overall Change Control
 Key Inputs, Tools &
Techniques, and Outputs:
Project
Plan
Lessons Learned
 Management Processes:
InitiatingProcesses
Planning Processes
Executing Processes
Controlling Processes
Closing Processes
Scope Activity
Planning Sequencing

Activity Schedule
Definition Development

Scope Duration
Definition Estimating
Cost
Budgeting
Resource
Planning

Plan
Cost
Development
Estimating
 Quality Communications
Planning Planning

Risk Risk Response

Identification Quantification Development

Organizational Staff
Planning Acquisition

Procurement Solicitation
Planning Planning
 For More Information:
Search Group, Incorporated
www.search.org
National Center for State Courts
www.ncsc.dni.us
Project Management Institute
www.pmi.org
International Standards Organization
www.iso.org
Software Engineering Institute
www.sei.cmu.edu
Center for Technology in Government
www.ctg.albany.edu
 Q & A:
Thanks to all
$$$$