Module 3: Project Management Processes

Project Management Processes

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Develop project plan to include; Defining a project’s

scope and tasks, estimating task resource needs,
assessing project risk and response strategies and
reporting plan. (CLO2)

Demonstrate knowledge and understanding of engineering

management principles and economic decision making and
apply these to one’s own work, as a member and leader in a
team, to manage projects in multidisciplinary environments.
(PLO11)
 Project Management Processes

 Scope Management

 Time Management

 Cost Management

 Quality Management

 Human Resource Management

 Communications Management

 Risk Management

 Procurement Management
5. Project Human Resource
Management
 Human Resources Management

 “The processes that organize and manage the project team”

 Why Do We Manage Human
Resources?
 Clearly defined roles and responsibilities are
essential for the successful project.
 Roles and responsibilities are assigned to one of six
groups:
▪ Project Sponsor
▪ Senior Management
▪ Project Team
▪ Stakeholders
▪ Functional Manager
▪ Project Manager
 Common Responsibilities

 Project Sponsor • Senior Management

 Accept the product o Provide planning time
o Prioritize projects
 Provide key dates
o Prioritize triple constraint
 Risk threshold
o Issue project charter
o Protect the project
• Project Team
o Perform work tasks
o Manage stakeholders
o Define quality
o Review project
performance & correct
 Common Responsibilities

 Stakeholders • Functional Manager

▪ Approve project
changes
▪ Verify Scope
▪ Become risk owners
◼ Assigns individuals to team
◼ Assist with team member
performance issues
◼ Notify PM of other project
resources demands

• Project Manager
◼ Integrate project components
◼ In charge of project (not necessarily resources)
◼ Accountable for project failure
◼ Measure performance and act
◼ Does NOT sign the project charter
 How Do We Manage Human
Resources?
 Four processes
 Develop Human Resources Plan

 Acquire Project Team

 Develop Project Team

 Manage Project Team

Develop Human Acquire Project Develop Project Manage Project

Resources Plan Team Team Team
 1 - Develop Human Resources Plan

Enterprise Inputs Tools & Techniques Outputs

Environmental Roles and
Factors ❑ Organizational charts and Responsibilities
position descriptions
Organizational Project
Process Assets ❑ Networking
Organizational
❑ Organizational theory Charts
Project
Management Staffing
Plan Management Plan

Develop Human Acquire Project Develop Project Manage Project

Resources Plan Team Team Team
 Organizational Charts
Anna
Project
Manager

 Hierarchical Charts Ed
Instrument
Ted
Painter
Fred
Document
Lead Control

 Matrix Based
 Responsibility Assignment Matrix (RAM)
 RACI - Responsible, Accountable, Consult, Inform

Person
Activity Ann Ben Carlos Dina
Define A R I I
Design I A R C
Develop I A R C
Test A I I R
R = Responsible A= Accountable C= Consult I = Inform
Responsibility Assignment Matrix (RAM)
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 2 - Acquire Project Team

Enterprise
Inputs Tools & Techniques Outputs
Environmental Project Staff
Factors ❑ Pre-assessment Assignments
Organizational ❑ Negotiation
Resource Availability
Process Assets ❑ Acquisition
Roles and ❑ Virtual teams
Staffing
Responsibilities Management Plan
Updates
Project Org
Charts
Staffing
Management
Plan

Develop Human Acquire Project Develop Project Manage Project

Resources Plan Team Team Team
 3 - Develop Project Team

Inputs Tools & Techniques Outputs

Project Staff
Assignments ❑ General management skills

Staffing ❑ Training
Team
Management Plan ❑ Teambuilding activities performance
❑ Ground rules assessment
Resource
Availability ❑ Co-location
❑ Recognition and rewards

Develop Human Acquire Project Develop Project Manage Project

Resources Plan Team Team Team
 4 - Manage Project Team
Inputs Tools & Techniques Outputs
Organizational Process
Assets
Requested
Project Staff ❑ Observation and Changes
Assignments conversation
Recommended
Roles and ❑ Project performance Corrective Actions
Responsibilities appraisals
Recommended
Project Org Charts ❑ Conflict management Preventive Actions
Staffing ❑ Issue log Organizational
Management Plan Process Assets
Team Performance Updates
Assessment
Project
Work Performance Management
Information Plan Updates
Performance
Reports

Develop Human Acquire Project Develop Project Manage Project

Resources Plan Team Team Team
 Power and Leadership

 Powers of PM • Leadership Styles

(Order of Effectiveness) ◼ Directing
▪ Expert ◼ Facilitating
▪ Reward ◼ Coaching
▪ Referent ◼ Supporting
▪ Formal (legitimate)
◼ Autocratic
▪ Penalty (coercive)
◼ Consultative
◼ Consensus
 Motivation Theories

 McGregor’s Theory of X and Y

 X People need to be watched every minute. They are
incapable, avoid responsibility, and avoid work wherever
possible
 Y People are willing to work without supervision and
want to achieve. They can drive their own efforts

X X
Y
 Motivation Theories

 Maslow’s Hierarchy of Needs

 People work for self actualization – to contribute and use
their skills

Self
Actualization
Esteem

Social

Safety

Physiological
 Motivation Theories

 Hertzberg's Theory
 Hygiene Factors – Poor Hygiene Factors destroy
motivation
 Working Conditions
 Salary
 Personal Life
 Relationships at Work
 Security
 Status

 Motivating Agents – Motivates people to work harder

 Responsibility
 Self Actualization
 Professional Growth
 Recognition
 Key Terms

 War Room – Project team located in single room to

create project identity
 Expectancy Theory – Employees who believe that
their efforts will lead to effective performance and
who expect to be rewarded for their
accomplishments remain productive as rewards
meet expectations
 Perquisites – perks
 Fringe Benefits – Standard benefits given to all
employees
 Conflict Management

 Five Conflict Resolution Modes

 Withdraw

 Smoothing Temporary Only –

 Compromising
No Resolution
 Forcing

 Problem Solving
Provide Resolution
 Project Management Processes

 Scope Management

 Time Management

 Cost Management

 Quality Management

 Human Resource Management

 Communications Management

 Risk Management

 Procurement Management
6. Project Communications
Management
 Communications Management

 “The processes required to ensure timely and

appropriate generation, collection, distribution,
storage, retrieval, and ultimate disposition of project
information”
Why Do We Manage Communications?

 Project Managers spend most of their time

communicating
 Communication is complex; requiring choices
between:
 Sender-Receiver models
 Choice of media
 Writing style
 Presentation techniques
 Meeting management
 PMBOK Communication Model

 Encode – Translate thought to language

 Message – Output of encoding
 Medium – Method to convey message
 Noise – Interference with transmission/understanding
 Decode – Translation back to thought/idea

Noise
Message
Encode Decode

Sender Noise
MEDIUM Receiver
Decode Encode
Feedback - Message
 Communication Model

 Communications model implies feedback required

 Key Terms
 Nonverbal – 55% of Communication
 Paralingual – Pitch and tone of voice
 Active listening – Receiver confirms message and asks for
clarification
 Effective listening – Receiver pays attention, thoughtfully
responds, and provides feedback
 How Do We Manage Communications?

 Five processes
 Identify Stakeholders

 Plan Communications

 Distribute Information

 Manage Stakeholder Expectations

 Report Performance

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 1 - Identify Stakeholders

Inputs Tools & Techniques Outputs

Project Charter ❑ Stakeholder analysis
❑ Expert Judgment Stakeholder
Procurement
Documents Register

Enterprise Stakeholder
Environmental Management
Factors Strategy
Organizational
Process Assets

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 2 - Plan Communications

Inputs Tools & Techniques Outputs

Stakeholder
Register ❑ Communications
requirement analysis
Stakeholder Communications
Management ❑ Communications technology Management
Strategy Plan
❑ Communications models
Enterprise
Environmental ❑ Communications methods Project Document
Factors Updates
Organizational
Process Assets

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 Communications Requirement Analysis

 Who needs to know and how much?

 Communicate good and bad, but not too much to
overwhelm team
 Communication channels grows exponentially not
linearly as team members are added!

# of Com Channels = N(N-1)/2

Where N = # of Stakeholders
 Communications Management Plan

 Who, what, when, and how information is to be

distributed
 Issue escalation process
Information
eq ion

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M s an
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Fr but

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M ject
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ag
Type

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am
i

D
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str

le
o
an

le
Pr

R&
Ch

Sa
Di

Di

Fi
Charter Revision ✓ ✓ ✓ ✓ ✓ ✓
Project Plan Revision ✓ ✓ ✓ ✓ ✓ ✓
Launch Plan Revision ✓ ✓ ✓
Product Specifications Revision ✓ ✓ ✓ ✓
Schedule Monthly ✓ ✓ ✓ ✓ ✓ ✓
Weekly Updates Weekly ✓ ✓ ✓ ✓ ✓ ✓
Project Minutes Weekly ✓ ✓
Project emails As-Appropriate ✓
Project Memos As-Appropriate ✓ ✓
Vendor Info As-Appropriate ✓ ✓
Progress Update Quarterly ✓ ✓ ✓ ✓ ✓ ✓
Contractor Info ✓ ✓ ✓
 3 - Distribute Information

Inputs Tools & Techniques Outputs

❑ Communications methods Organizational

Project
❑ Information distribution tools Process Assets
Management Plan Updates
Performance
Reports
Organizational
Process Assets

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 Distribution Techniques - Written

 PM Sort and Distribute

 Small projects only, issues with timely delivery of info

 Document Control Sort & Distribute

 Mid sized projects, issues with retention of staff
qualified to sort info
 Document Control Notification
 Daily list of all docs received emailed to team, who are
directed to central location for document review
 Distribution Techniques - Verbal

 Where do team members get their information1?

 7% from words

 38% from tone

 55% non-verbal cues

 Your presentation style is extremely important

 4 - Manage Stakeholder Expectations

Inputs Tools & Techniques Outputs

Stakeholder Register Organizational
Stakeholder ❑ Communications methods Process Assets
Updates
Management Strategy ❑ Interpersonal skills
Change Requests
Project Management ❑ Management skills
Plan Project
Management Plan
Issue Log
Updates
Change Log
Project Document
Organizational Updates
Process Assets

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 Why Manage Stakeholders?

 We Retain  How Long

 10% from reading  50% now
 20% hearing  25% in 2 days
 30% read and hear  10% after 7 days
 50% that we discuss
 80% of experiences
 90% that we teach

Agreements without documentation will come

back to haunt you!
 5 - Report Performance
Inputs Tools & Techniques Outputs

❑ Variance analysis
Performance
❑ Forecasting methods reports
Project Management
Plan ❑ Communications methods
Organizational
Work Performance ❑ Reporting systems
Process Assets
Information
Work Performance Change
Measures Requests

Budget Forecasts
Organizational
Process Maps

Plan Distribute Manage Report

Identify Stakeholder
Communications Information Performance
Stakeholders Expectations
 Performance Reports

• Common Types
◼ Gantt Charts
◼ S-Curves
◼ Histograms
◼ EVA Tables
 Communication Summary

 An effective message must survive the noise and

return as feedback to the sender
 Channels increase exponentially with additional
people [ # = N(N-1)/2 ]
 Communicate and document to keep the team and
stakeholders informed and productive!
 Project Management Processes

 Scope Management

 Time Management

 Cost Management

 Quality Management

 Human Resource Management

 Communications Management

 Risk Management

 Procurement Management
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