PM Fundametals Mar 4 Handouts

03/06/2023
Project Management Fundamentals- Part 1

Pablo L Yambot, ITIL MP, MoR, PMP
March 4, 2023
Project Management Café
© Copyright 2016 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.
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03/06/2023
Pablo L. Yambot, ITIL® MP, MoR®, PMP® Managing Director
• Digital Transformation, ITSM, P3M, • End-note speaker Univ. of

PMO, Enterprise Risk, Specialist London & AdMU BI forum
• 28 years in engineering, IT, • Adjunct Professor

Outstanding Leader 2022 Univ. IT Advisory Council
• Founding president • Faculty Adviser,

Speaker, international and national forums project management lecturer
• 19 years , led Global supply chain

BI, Global PLM, Asia BI operations
Workshop Objectives
Provide participants practical, demonstrable knowledge on concepts,
tools, approaches, and good practices in project management
1 2 3
Understand the Understand the lifecycle Apply tools and
project management phases, activities, techniques, on scoping,
framework tailoring considerations scheduling, costing,
quality, stakeholders,
communications,
resources, and risks.
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03/06/2023
Expectations Shared PROJECT

MANAGEMENT
I expect to learn as much as I can Gain strong fundamentals in project management.

Gain actual knowledge and step-by-step knowhow To give us points and approaches in project management
How to properly manage project schedule and project risks learn from real scenarios where PM was applied rather than
theories.
How to establish effective planning and communication Understanding of project management principles and
methodology.
How to establish develop a comprehensive project plan that What is the importance of managing project risk? How can you
includes clear project scope, schedule, budget and resource identify potential risks early on in the project lifecycle and develop
allocation risk management strategies to mitigate those risks?
Basics of how to properly manage a project thru software and/or How can we identify potential risks early on in the project lifecycle
proven strategies. and develop risk management strategies to mitigate those risks?
5
COURSE OUTLINE
Duration
Title and date Asynchronous Lessons
(min)
Understand Project Management 14
1. Framework and getting started, Establish Project Scope 31

Mar 4 Develop a Schedule and Budget 23
Assemble Your Project Team 17
Manage Project Risks 17
2. Organizing, preparing, carrying Monitor Project Progress and Problems 19
out and completing the work
Mar 11 Communicate with Stakeholders 19
Close Out a Project 15
3. Applying the concepts
Assessment:
Mar 18 10
Test understanding & reinforce what you’ve learned
Total 2:45
3
03/06/2023
Combines different delivery methods:
• Guided self-study of online lessons
• Facilitator-led sessions
• Assignments and exercises

Blended Learning
7
Participation tips PROJECT

MANAGEMENT
• Limit electronic interruptions.

• Take part in the discussion.
CHAT
• Listen carefully to what is being said.

• The CHAT PANEL is enabled for the session.
• Use the RAISE HAND feature to volunteer to speak.
RAISE HAND
• Put your device on mute when not speaking.
8
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03/06/2023
Welcome PROJECT
MANAGEMENT
Why has project management become the essential skill set for
modern leaders?
“Project management is not new … While supervising the building of St. Peter’s Basilica in Rome,
Michelangelo experienced all the torments of a modern-day project manager: incomplete specifications,
insufficient labour, unsure funding, and a powerful customer. But only in the twentieth century did the
title and the discipline emerge… Project management is the essential skill set for twenty-first century
leaders.”
— Eric Verzuh, The Portable MBA in Project Management
9
This Afternoon’s objectives PROJECT

MANAGEMENT
• Understand Project Management
• Establish Project Scope
• Develop a Schedule and Budget
10
10
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La Familia Sagrada Sydney Opera House

1882- 2028 10 years late
1457% over budget
Architect not invited to inauguration
11
PROJECT SUCCESS RATES

1. Successful
19%
19%
2. Challenged
52% 52%
29% 3. Failed
29%
12
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PROJECT SUCCESS RATES

1. Successful
19%
2. Challenged
52%
29% 3. Failed
13
Why do projects?
14
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Why do projects?
Value
Product
Current
Time
15
● Help your organization reach its strategic

goals
IMPORTANCE
● Ensure that things get done on schedule
OF EFFECTIVE and budget
PROJECT
Save costs by finding ways to deliver on
MANAGEMENT
●
objectives within reasonable time
● Resolve problems and issues
● Manage change better
Image c/o: http://www.techblade.ph/2017/12/dost-

encourages-youth-to-go-into-space.html
16
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03/06/2023
Industry Definitions: Project
A set of interrelated activities, usually involving a group of people who

are working together toward a common goal over a period of time
A temporary endeavor undertaken to create a unique product, service, or result.
A temporary organization that is created for the purpose of delivering one or

more business products according to an agreed business case.
* Glossary of the PMBOK® Guide – Sixth Edition, Project Management Institute, Inc., 2017.
** Glossary of Axelos’ PRINCE2, based on the latest PRINCE2, 2017.
17
Industry Definitions: Project Management
Planning, scheduling, and orchestrating of project activities to achieve

objectives within a specified period of time.
The application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements.
The planning, delegating, monitoring and control of all aspects of the project, and
the motivation of those involved, to achieve the project objectives within the
expected performance targets for time, cost, quality, scope, benefits and risk.
18
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Industry Definitions: Project Manager
The person who plans, schedules project tasks and oversees day-to-day
project execution. He or she has the greatest accountability for the
endeavor’s success. The project manager receives authority from the
sponsor and plays a central role in each project phase.
The person assigned by the performing organization to lead the team that is
responsible to achieve the project objectives
The person given the authority and responsibility to manage the project on a day-
to-day basis to deliver the required products within the constraints agreed with
the project board
19
20
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Project Management Framework
12 Principles of
Project Management
8 Project
Performance
Domains
A Guide to the Project Management

Body of Knowledge (PMBOK®
Guide) – 7th Ed. 2021. PMI. p. 5
21
Implementation Phase-
Planning Buildup out
Legends:
Phase Gate
Project Phase
Timeline
Potential Use
PMBOK® Guide – 6th Edition, Project Management Institute, Inc., 2017, Figure 1-5 Page 18
22
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PMBOK’s 10 Knowledge Areas
Knowledge Discusses
Area
Integration Overall planning, executing, monitoring and controlling all areas
Scope What is part and what’s not included
Schedule When will it be completed
Cost How much will we need
Quality How good will the deliverables be; what standards do we follow?
23
PMBOK’s 10 Knowledge Areas
Knowledge Discusses
Area
Resource Who - skills, what- materials & equipment, do we need to
do the work
Communication Vital in leading, influencing, coordinating; who needs
what information, when, how
Risk What may go wrong or may help the project
Procurement What resources do we need from outside the team
Stakeholder Who are interested and can impact the project
24
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Project Management Lifecycle
25
Triple Constraints
Quality
R1? R2?
Schedule
26
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Competing Constraints
R1?
Resources R2?
Risk
Scope Quality Schedule Cost
Outcomes Inputs
27
Pre- and Planning the Project
28
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Section’s objectives PROJECT

MANAGEMENT
•Determine the real problem
•Identify stakeholders
•Define project objectives
29
29
Project Management Lifecycle
30
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Business Case
• Project Name and Description

• Executive Summary
• Problem or Opportunity
• Root Cause Analysis
• Alternative Solutions
• Comparison of Alternatives
• Evaluation and Recommendation
• Implementation Approach
31
PROJECT
MANAGEMENT
DEFINE AND MANAGE SCOPE
32
32
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Define the Problem PROJECT

MANAGEMENT
Top tips
1. Resist any temptation to leap at a definition quickly
2. Differentiate the symptoms or effects from the causes
3. Get to the root cause(s)
33
33
Problem Solution Objective Tree PROJECT

MANAGEMENT
34
34
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MANAGEMENT
35
35

MANAGEMENT
36
36
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03/06/2023
A Board member Manual

Minimalprocessing of
PreviousERP
2 ERPsolution
solutions or no manual
interested in the financials implementation is accounting
accountingbooks (using
processing
failed
is often out-of-town successful Excel)
using Excel
CONSTRAINT
No suited COTS – ERP

A COTS-ERP
solution –> “Ouris
solution
available
company is unique “
available
Need to re-enter sales and Late realization by ERP provider

Previous
AbleERPs unable to
to address Somebuss
that some bussiness rules,
rules, workflow,
address “multiple small No re-entry
inventory dataofbase
saleson
and
“multiple small workflow,
and forms must and
beforms will be–
customized
companies” these 2inventory
systems’ data
reports deemed as “scope creep”
companies” customized (part of scope)
Personnel moved from one Sales and inventory

Frequent Not included in scope of work
small companypersonnel-
to another Sales and inventory Enforce change control during
(not addressed
hopping to beby ERP’s
addressed systems
systems not
is integrated
integrated agreed upon by ERP and
implementation (Change
with previous company
to (add’l. cost)
by a Payroll
Payroll system
module) with ERP ERP Request Change Order)
ERP provider
ERP unable to
implementor Different coding coding
Synchronized of items,of
thoroughly review company’s suppliers, Chart of Accounts ,
reviewed the processes data (data cleansing part
process and operations etc. (no data cleansing)
and operations of scope) No additional funding – Finance
Contingency
and reservefigures
Operations pointing at PM
andwill
who Sponsor’s
shoulder discretion for
add’l cost for
add’l scope
scope changes
Functional
Functional managers did not
managers give
give full support and some A formal
No ProjectProject
Sponsor will be
Sponsor
full support and staff are
staff are not cooperating formally assigned
cooperating to ERP projectby the
Board (Finance Director)
37
A Board member PURPOSE: An available GOAL: Minimal or no

interested in the financials COTS-ERP solution is manual accounting
is often out-of-town implemented processing using Excel
(CONSTRAINT)
Frequent personnel-hopping 3rd-party systems (e.g., Some business rules,

to be addressed by a Payroll sales, inventory, payroll) workflow, and forms will be
system (multiple companies) are integrated with ERP customized
System’s implementor Synchronized coding of Enforce change control during

reviewed the processes data (data cleansing part implementation (Change
and operations of scope) Request to Change Order)
Functional managers give Contingency reserve at PM

and Sponsor’s discretion for
scope changes
cooperating
A Project Sponsor will be

formally assigned by the
Board (Finance Director)
38
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03/06/2023
PURPOSE: An available GOAL: Minimal or no

Cloud-based ERP solution manual accounting
Refined Objective is implemented processing using Excel
Tree
Frequent personnel-hopping Some business rules,

3rd-party systems are
to be addressed by a Payroll workflow, and forms will be
system (multiple companies) integrated with ERP customized
Synchronized coding of
Business process review Enforce change control during
data & data cleansing part implementation
from As-Is to ideal To-Be
of scope
Functional managers give Contingency reserve at PM

and Sponsor’s discretion for
scope changes
cooperating
Project Sponsor will be

formally assigned by the
Board
39
Stretch break
40
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03/06/2023
Value of an Enterprise Asset Management System
Del Value Map
Understanding the impact and value of enterprise asset management, IBM’s website.
https://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=TIB14016USEN
41
Starting a Project
Who are Project Stakeholders
Project Stakeholders are

individuals or groups
• interested in the project, and
• can positively or negatively
impact the way the project is
managed.
http://www.pcc.gov.ph/enhanced-carabao-based-dairy-
farm-enterprise-thru-rd-seen/
42
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03/06/2023
Identify stakeholders PROJECT

MANAGEMENT
43
43
44
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03/06/2023
Stakeholder’s Influence and Cost of Changes
Level of Influence
Cost of changes
Project Timeline
45
Define Objectives
SMART Goals & Objectives
Specific Measurable Action- Realistic Time-limited

oriented
Provide a clear Include a metric Set a challenging Keep your goal Set a date for
description of with a target that target but keep it consistent with when your goal
what needs to indicate success. realistic. higher-level goals. needs to be
be achieved. achieved.
46
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03/06/2023
Leverage a project charter PROJECT

MANAGEMENT
What key questions should your project charter address?
47
47
Project Charter
o A high-level document usually

created by the sponsor
o Description of the project and the
requirements
o Rationale or justification for doing
the project
o Formally authorizes the project
manager to start the project and
commit the resources
48
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03/06/2023
Project Assumptions and Constraints

Assumptions
❑ Uncertain event or situation that is beneficial to the
project when it happens
WHAT DO WE ALIGN
WITH OUR SPONSORS ❑ If does not happen, the assumption may become a risk or
AND STAKEHOLDERS? issue
Constraints
❑ Scope, schedule, cost, quality - competing constraints
❑ Do not constrain all, identify flexibility
49
Define project scope PROJECT

MANAGEMENT
Which of these five key tasks in the planning phase is the most “predictable”?
Which is potentially the most volatile and challenging to scope?
Tasks:
1. Define the problem
2. Identify stakeholders
3. Define objectives
4. Anticipate trade-offs & avoid scope creep
5. Estimate project resources
50
50
25
03/06/2023
Scope : Work Breakdown Structure
1. Bicycle
1.1 Frame 1.2 Crank 1.4 Braking 1.5 Shifting

1.3 Wheels
Set Set System System
Decomposition of the project scope into smaller, manageable components

described in terms of tangible deliverables, from the final project output level
down to the lowest level called work package
51
1.8
Maintena
nce
1.8.1
Spares
Internal
deliverables
1.8.2
Tools
1.8.3
Supplies
Roll-up or
Collapse
1.8.2
LBS
1.8.2
Sched
The WBS Standard of PMI
52
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03/06/2023
• Deliverables not activities

• Nouns not Verbs
• 8 / 80 rule
53
Refining the Project’s WBS

Building
L1
Systems
L2
Sub- Equipment/ Specials & General
Shell Interiors Services Site works
structure Furnishings Demolition (PM)
General
Super Interior Site Special
Foundation Conveying Equipment Require-
structure Construction Preparation Constr’n
ments
Exterior Site
Basement Stairs Plumbing Furnishing Improvement
Demolition Contingency
Enclosure
L3 Interior Civil/Mech
Roofing HVAC
Finishes Utilities
Fire Electrical
Protection Utilities
Electrical
Other Site
Constr’n
CSI’s UniFormat
54
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03/06/2023
Guard against “scope creep” PROJECT

MANAGEMENT
• Have you experienced scope

creep on a project?
• What is one way to guard against
scope creep on a project?
• In your experience, why is
establishing and maintaining
scope so challenging?
55
55
Develop Schedule
56
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57
Scheduling Systems
58
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Schedule Planning- Putting it all together
2. Calendars
1. Resource Pool
3. Durations
Schedule
5. Schedule Constraints 4. Network Logic
Must start on,

must finish on
1-59
59
Schedule Compression
60
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61
Questions?
62
62
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03/06/2023
COURSE OUTLINE
Duration
Title and date Asynchronous Lessons
(min)
Understand Project Management 14
1. Framework and getting started, Establish Project Scope 31

Mar 4 Develop a Schedule and Budget 23
Assemble Your Project Team 17
Manage Project Risks 17
2. Organizing, preparing, carrying Monitor Project Progress and Problems 19
out and completing the work
Mar 11 Communicate with Stakeholders 19
Close Out a Project 15
3. Applying the concepts
Assessment:
Mar 18 10
Test understanding & reinforce what you’ve learned
Total 2:45
63
Reminders
• Share your project charter, plans,
updates for critiques
• Prepare a 1-slide introduction to

upload and share with the class
• Assignments by Mar 17
• Complete the HBP ManageMentor:
Project Management lessons
• Go through the Project Management
simulator assignment
64
32

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03/06/2023

Project Management Fundamentals- Part 1

Project Management Café

Pablo L. Yambot, ITIL® MP, MoR®, PMP® Managing Director

• Digital Transformation, ITSM, P3M, • End-note speaker Univ. of

• 28 years in engineering, IT, • Adjunct Professor

• Founding president • Faculty Adviser,

• 19 years , led Global supply chain

Expectations Shared PROJECT

I expect to learn as much as I can Gain strong fundamentals in project management.

1. Framework and getting started, Establish Project Scope 31

Combines different delivery methods:

• Guided self-study of online lessons

• Assignments and exercises

Participation tips PROJECT

• Limit electronic interruptions.

• Listen carefully to what is being said.

• Put your device on mute when not speaking.

— Eric Verzuh, The Portable MBA in Project Management

This Afternoon’s objectives PROJECT

• Understand Project Management

• Establish Project Scope

• Develop a Schedule and Budget

La Familia Sagrada Sydney Opera House

PROJECT SUCCESS RATES

PROJECT SUCCESS RATES

● Help your organization reach its strategic

● Resolve problems and issues

● Manage change better

Image c/o: http://www.techblade.ph/2017/12/dost-

Industry Definitions: Project

A set of interrelated activities, usually involving a group of people who

A temporary endeavor undertaken to create a unique product, service, or result.

A temporary organization that is created for the purpose of delivering one or

Industry Definitions: Project Management

Planning, scheduling, and orchestrating of project activities to achieve

The application of knowledge, skills, tools, and techniques to project activities to

Industry Definitions: Project Manager

Project Management Framework

A Guide to the Project Management

Project Management Framework

PMBOK’s 10 Knowledge Areas

Scope What is part and what’s not included

Schedule When will it be completed

Cost How much will we need

PMBOK’s 10 Knowledge Areas

Procurement What resources do we need from outside the team

Stakeholder Who are interested and can impact the project

Project Management Lifecycle

Scope Quality Schedule Cost

Pre- and Planning the Project

Section’s objectives PROJECT

•Determine the real problem

•Define project objectives

Project Management Lifecycle

• Project Name and Description

DEFINE AND MANAGE SCOPE

Define the Problem PROJECT

1. Resist any temptation to leap at a definition quickly

2. Differentiate the symptoms or effects from the causes

3. Get to the root cause(s)

Problem Solution Objective Tree PROJECT