Project Management Frameworks v1.0

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BEN610PROJECT MANAGEMENT PRINCIPLES
WeekOneProjectManagement:AnOverview
CRICOSNo.00213J
QueenslandUniversityofTechnology
Introductions
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ACaseStudyinProjectManagementorMayhem
SoHowOldistheTermProjectManagement
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SoHowOldistheTermProjectManagement
ErrorsinGoogle Bookindexing
http://www.youtube.com/user/projectlessons#p/a/u/1/C1uxCBx2UQ
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PMBoK Biography
Name: PMBoK Age: ~26 years Birth Certificate: A Guide to the Project Management Body of Knowledge Nationality: International Major Life-Events: Owned by Project Management Institute 1987Project Body of Knowledge 1996A Guide to the Project Management Body of KnowledgeFirst Edition 2000Second Edition 2005Third Edition 2009Fourth Edition, synchronized with release of new Portfolio, Program, Organizational Project Maturity standards Other related standards for: Construction, Public Sector, Earned Value Management, Configuration Management, Risk Management, Scheduling, Project Estimating
Adaptedfrom:http://www.anthonyyeong.com/p2&pmbok.htm
ProjectManagementInstitute
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PMI
Prince2Biography
Name: PRINCE2 (Project In Controlled Environment Version 2) Age: 34 years Birth Certificate: Managing Successful Projects with PRINCE2 Nationality: UK Major Life-Events: 1975Originated from proprietary system known as PROMPT developed by Simpact Systems 1989Purchased by UK Government, renamed PRINCE, placed in public domain 1989-96Development continued by UK governments Central Computer and Telecommunications Agency (CCTA), now the Office of Government Commerce, (OGC) 1996Released as PRINCE2 First Edition 1998Second Edition 2002Third Edition 2005Fourth Edition 2009Major refresh and new publication structure 2011New Edition of Managing Successful Programmes, Release of Management of Portfolios
Adaptedfrom:http://www.anthonyyeong.com/p2&pmbok.htm
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UKOfficeofGovernmentCommerce
Soontobereleased asManagementof Portfolios
OGCBestPractice
CommonGlossary(updated)
Models
InDevelopment
Guides
Updated 2008 Updated 2007 Updated 2007
Portfolio, Programmeand Project Management MaturityModel (P3M3)
Portfolio, Programme andProject Offices (P 3O )
OGC Gateway
In Development
M_o_R
ITIL
PortfolioGuide
Updated 2007
MSPProgrammeManagement
Refreshpending Refreshunderway
PRINCE 2 MaturityModel (P 2MM)
PRINCE2 ProjectManagement
Refreshunderway
AchievingExcellenceinConstruction
Courtesy:RodSowden,AspireEurope,http://www.aspireeurope.com
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Whatisproject? Isaprojectanydifferentfromsay,operationsor businessasusual?
Sowhatsthedifference?
Project OperationsorBusinessasUsual
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Whatisaproject?(PMI)
Aprojectisatemporary endeavourtocreatea unique product,serviceorresult i d t i lt
temporary:
definitebeginningandend butnotnecessarilyshort doesnotapplytothewhatisproduced
unique:
mayincluderepetitiveelementswithoutaffecting uniqueness
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania: ProjectManagementInstitute,p.1
Whatisaproject?(OGC)
Aprojectistemporaryorganizationthatiscreatedfor thepurposeofdeliveringoneormorebusinessproducts accordingtoanagreedbusinesscase Distinguishedfrombusinessasusual:
change:meansofintroducingchange temporary:oncedesirechangeimplemented,businessas usualresumes crossfunctional:involvesatemporaryteamofpeoplewith multidisciplinaryskills multidisciplinary skills unique:evensimilarprojectsmaybedifferent(e.g.team, location,customer) uncertainty:generallyhigherriskthanbusinessasusual
OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice, pp.34
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Ifyougetinmyway,I'llkillyou! idealprojectmanager Ifyougetinmyway,you'llkillme! somewhatlessthanidealprojectmanager IfIgetinmyway,I'llkillyou! somewhatmisguidedprojectmanager IfIgetinyourway,I'llkillyou! Atoughprojectmanager(eatsglass,livecats,etc.) IfgetkillinwillwayIyou. dyslexic,functionallyilliterateprojectmanager If get kill in will way I you dyslexic functionally illiterate project manager Iamtheway!Killmeifyoucan! messianicprojectmanager Getaway,I'llkillusall! suicidalprojectmanager Ifyoukillme,I'llgetinyourway. thoughtfulbutineffectiveprojectmanager IfIkillyouI'llgetinyourway. projectmanagerwhohastroubledealingwiththe obvious Iamquiteconfidentthatthereisnothingintheway,sonoonewillgetkilled. project managerwhoisabouttogetinbigtrouble Ifyoukillme,sowhat?Ifyougetinmyway,whocares? weak,uninspired,lackluster projectmanager IfIkillme,you'llgetyourway. pragmaticprojectmanager Ifwegetineachother'sway,whowillgetkilled? Anutterlyconfusedmanager Killme,it'stheonlyway. everyprojectmanagertodate.
GettingtoKnowYourPMBoK
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The Knowledge Areas

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Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project
Project Scope Management Collect Requirements Define Scope Create WBS Verify Scope Control Scope
Project Time Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
Project Cost Management Estimate Costs Develop Budget Control Costs
Project Quality Management Plan Quality Perform Quality Assurance Perform Quality Control
Project Human Resource Management Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team
Project Communications Management Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance
Project Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Develop Risk Response Plans Monitor and Control Risks
Project Procurement Management Plan Purchase and Acquisitions Plan Contracting Request Seller Responses Select Sellers Administer Contract Close Contract
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(2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p. 11
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ProjectIntegrationManagement
ForPrintOnly
Purpose: toidentify,define,combine,unify,andcoordinate thevariousprocessesandprojectmanagementactivities withintheProjectManagementProcessGroups.

22 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.71102
ProjectIntegrationManagement
ForPrintOnly
Purpose: toidentify,define,combine,unify,andcoordinate thevariousprocessesandprojectmanagementactivities withintheProjectManagementProcessGroups.

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ProjectScopeManagement
ForPrintOnly
Purpose: To ensure that the project includes all the work required, and only the work required, to complete the project successfully
ProjectScopeManagement
Project Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope
ForPrintOnly
Purpose: To ensure that the project includes all the work required, and only the work required, to complete the project successfully
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ProjectTimeManagement
ForPrintOnly
Purpose: To accomplish timely completion of the project.

ProjectTimeManagement
ForPrintOnly
Purpose: To accomplish timely completion of the project.

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ProjectCostManagement
ForPrintOnly
Purpose: To plan, estimate, budget, and control costs so that the project can be completed within the approved budget
ProjectCostManagement
Project Cost Management 7.1 Estimate Costs 7.2 Develop Budget 2 7.3 Control Costs
ForPrintOnly
Purpose: To plan, estimate, budget, and control costs so that the project can be completed within the approved budget
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ProjectQualityManagement
ForPrintOnly
Purpose: To determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
ProjectQualityManagement
ForPrintOnly
Purpose: To determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
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ProjectHumanResourceManagement
ForPrintOnly
Purpose: To organize and manage the project team

ProjectHumanResourceManagement
ForPrintOnly
Purpose: To organize and manage the project team

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ProjectCommunicationsManagement
ForPrintOnly
Purpose: To ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
ProjectCommunicationsManagement
ForPrintOnly
Purpose: To ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
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ProjectRiskManagement
ForPrintOnly
Purpose: To increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project
ProjectRiskManagement
Project Risk Management 11.1 Plan Risk Management 11.2 11 2 Identify Risks f 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Develop Risk Response Plans 11.6 Monitor and Control Risks
ForPrintOnly
Purpose: To increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project
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ProjectProcurementManagement
ForPrintOnly
Purpose: To purchase or acquire the products, services, or results needed from outside the project team to perform the work
ProjectProcurementManagement
ForPrintOnly
Purpose: To purchase or acquire the products, services, or results needed from outside the project team to perform the work
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KnowledgeAreasASummary
Scopemanagement.Whatmustbedone? Timemanagement.Whenshoulditbedone? Time management. When should it be done? Costmanagement.Howmuchwillitcost? Qualitymanagement.Howgoodshoulditbe? Humanresourcemanagement.Whowilldothework? Communicationsmanagement.Howwillinformation bedelivered? Risk management What problems may be Riskmanagement. Whatproblemsmaybe encountered? Procurementmanagement.Whatmaterial,supplies, talent,andequipmentmustbeobtained?
Saladis,F.P.,&Kerzner,H.(2009).BringingthePMBoK guidetolife:Acompanionforthepractisingprojectmanager.Hoboken,NewJersey:Wiley, Chapter2
Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase
Project Scope Management Collect Requirements Define Scope Create WBS Verify Scope Control Scope
Project Time Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
Project Cost Management Estimate Costs Develop Budget Control Costs
Project Quality Management Plan Quality Perform Quality Assurance Perform Quality Control
Project Human Resource Management Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team
Project Communications Management Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance
Project Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Develop Risk Response Plans Monitor and Control Risks
Project Procurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements
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My Knowledge Area Knowledge

Knowledge Area Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management
Rate your current project management knowledge on a scale of 1 5: 1 is a novice; 3 is competent; and 5 is expert
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My Current Knowledge
My Desire Knowledge
TheProcessGroups The Process Groups
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Provide Direction
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Definesandauthorizesthe projectoraproject
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Definesandrefinesobjectives,andplansthe courseofactionrequiredtoattaintheobjectives course of action required to attain the objectives andscopethattheprojectwasundertakento address
Integratespeopleandother resourcestocarryouttheproject managementplanfortheproject
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Formalizesacceptanceofthe product,serviceorresultandbrings theprojectoraprojectphasetoan orderlyend
Regularlymeasuresandmonitorsprogressto identifyvariancesfromtheprojectmanagement plansothatcorrectiveactioncanbetakenwhen necessarytomeetprojectobjectives
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Process Group Intensity
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Case Study Lets have a show of hands?

Process Area
Initiation Planning Execution Monitoring & Controlling Closing
Relevant to case study?
60
Answer
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Knowledge Area/Process Group Summary

Initiating Planning Executing Monitoring Closing & Controlling
Integration Scope Cost Time Quality HR Comms Risk Procurement

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Saladis,F.P.,&Kerzner,H.(2009).BringingthePMBoK guidetolife:Acompanionforthepractisingprojectmanager.Hoboken,NewJersey:Wiley,Chapter2
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PRINCE2
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Principles
Continuedbusinessjustification
Tostartaproject Whichremainsvalidthroughouttheprojectlifecycle Whichisdocumentedandapproved
Learnfromexperience p
Collected,recordedandacteduponthroughouttheprojectlifecycle
Definedandagreedrolesandresponsibilities
Withinanorganizationstructurethatengagesbusiness,userandsupplierstakeholder interests
Managebystages
Projectisplanned,monitoredandcontrolledonastagebystagebasis
Managebyexception
Withindefinestolerancesforeachprojectobjectivetoestablishlimitsofdelegated authority y Tolerances:Time,Cost,Quality,Scope,Risk,Benefit
Focusonproducts
Focusesonthedefinitionanddeliveryofproducts,inparticulartheirqualityrequirements
Tailor/embedtosuittheenvironment
Includingsize,complexity,importance,capabilityandrisk tailoringisadaptingtheprojectmethodtoprojectcontext Embeddingadaptingwithincorporateenvironment
OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice, pp.1114
PRINCE2Themes
BusinessCase Howanideaisdevelopedintoaviableinvestmentproposition;howproject managementmaintainsfocusonorganizationsobjectivesthroughoutthe project Rolesandresponsibilitiesinthetemporaryprojectteamrequiredtomanage theprojecteffectively the project effectively Ensuringallstakeholders understandthequalityattributesoftheproducts tobedelivered;defininghowprojectmanagementwillensurethese requirementsaredelivered Projectsproceedonthebasisofaseriesofapprovedplans.Complements thequalitytheme.Plansmatchedtotheneedsofpersonnelatvarious organizationallevels.Focusforcommunicationandcontrol. Managing uncertaintyinplansandenvironment g g y p Assessingandactinguponissueswhichmayaffecttheproject(plansand completedproducts)e.g.unanticipatedgeneralproblems,requestsfor changeorinstancesofqualityfailure Ensuringongoingviability ofplandeterminingwhetherorhowprojects shouldproceed.Explainsdecisionmakingprocessforapprovingplans, monitoringactualperformance,andescalationprocessforexceptions Organization Quality
Plans
Risk Change
Progress
OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,pp.1718
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PRINCE2ProcessStructure
Pre project Directing
SU SB SB ControllingaStage ManagingProductDelivery ControllingaStage ManagingProductDelivery CP
Initiation Stage
Subsequentdelivery stage
DirectingaProject
Finaldelivery stage
Managing
IP
Delivering
Key: SU=StartingupaProject DP=DirectingaProject SB=ManagingaStageBoundary CP=ClosingaProject
OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.113
PRINCE2ProcessStructure
Corporate/ProgramManagement
DirectingaProject
StartingUpa Project
Initiatinga Project
Controllinga Stage
ManagingStage Boundaries
Closinga Project
ManagingProduct Delivery
Planning
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Tailoring
Howwouldyoutailoraprojectmanagementmethodologyfor thefollowingchangesinprojectscale:
ProjectScale Project Scale
High
Characteristic Businesstransformation Highrisk,cost,importance,visibility Multipleorganizations Multidisciplinary(e.g.construction,ITandbusinesschange) International Mediumrisk,cost,importance,visibility Commercialcustomer/supplier relationship Multiplesites If thereisasingleProjectBoard(andtypicallytheExecutiveistheProject Managerslinemanager)thenitcouldnormallybetreatedasatask. TheProjectManagermayalsobedoingthework Thecostsmaybewithinthebusinessasusualbudget Straightforwardbusinessjustification
Program Dauntingproject
Normalproject Simpleproject Task
Low
Multiorganization Externalcustomer/supplier Corporatestandards Withinaprogram Organizationalmaturity Termsandlanguage Geography Organizationalculture Projectpriority etc.
Scale Solutioncomplexity j yp y Projecttypeandlifecyclemodel etc.
Environmental factors
PRINCE2
Project factors
Tailor T il
Adaptthethemes(throughthestrategiesandcontrols Revisetermsandlanguage ReviseProductDescriptionsforthemanagementproducts Reviseroledescriptions Adjustprocessestomatchtheabove RecordintheProjectInitiationDocumentation
OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.216
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Embedding
Donebytheorganizationtoadopt PRINCE2 Focus on: Processresponsibilities Scalingrules/guidance Standards Traininganddevelopment Integrationwithbusinessprocesses Tools Processassurance
Tailoring
Donebytheprojectmanagementteam toadaptthemethod tothecontextofa to adapt the method to the context of a specificproject Focuson: Adaptingthethemes(through strategies andcontrols) Incorporatingspecificterms/language RevisingtheProductDescriptionsfor themanagementproducts Revising the role descriptions for the Revisingtheroledescriptionsforthe PRINCE2roles Adjustingtheprocessestomatchthe above
HintsonChoosingaProjectMethodology
Whatbenefitscanbegainedbyimplementingaformalprojectmanagementmethodologywithintheorganization? Howwouldyoudescribethecurrentprojectmanagementprocessormethodology?Ifthereisnoformalmethodology,trytodetermine whatprocessesseemtobecommonorrepeated. Whatisthegreatestchallengeencounteredbytheprojectmanagerduringprojectplanningandexecution?Theremaybeafewof thesechallenges,somakesureyouincludetheonesthatseemtobemostprevalent. Whatmetricsorperformancemeasuresarecurrentlybeingusedtodetermineprojectperformancelevels?Iftherearenoofficial metricsused,identifythemetricsyouusetodetermineperformance.Thesemetricsmayinclude:scheduleprogress,completed deliverables,activitiesthathavebegun,activitiesinprogress,quality(numberofdefectsorrepairs),actualcost,percentcompleteofan activity,efficiencyintheuseofresources. Whatmetricsaremissingandshouldbeincludedintheprocessofmanagingprojectperformance?Comparewithotherprojectbased organizations. Howwouldyoudescribetheefficiencyoftheprojectstatusmeetingsthatarescheduledandconductedwithinyourorganization?How wellareyourmeetingsmanaged?Whatinformationisincludedinprojectstatusreports? Howdoesaprojectteamidentifyalloftheprojectstakeholders?Doprojectteammembersunderstandthetruedefinitionofa stakeholder? Howareprojectstakeholderrequirementsdeterminedanddocumented?Thisincludesrequirementsaboutinformationdistribution. Howoftenisprojectstatuscommunicatedtoprojectstakeholders?Whatcriteriaareusedtodeterminewhoshouldreceive informationandwhen? Howareprojectsselectedforimplementation?Whatisthespecificselectionprocessusedfordeterminingwhichprojectsaremost beneficialfortheorganization? Whatistheprocessforreviewing/auditingprojectperformance? Whatformalprojectmanagementtrainingisavailablefortheorganization?Whatpercentageoftheorganizationhasattendedsome formofprojecttraining? Howarechangestoprojectplansandprojectbaselinesmanaged?Whataretheorganization'spoliciesorprocessesformanaging change? Howisaprojectteamselected? Whatistheroleoftheprojectmanager? Howareprojectrisksidentifiedandmanaged? Whatcriteriaarebeingusedtodetermineprojectsuccess? Whenisaprojectconsideredtobecomplete? Whatistheprocessforclosingoutacompletedproject? Whatistheprocessforprojectreviews? Saladis,F.P.,&Kerzner,H.(2009).BringingthePMBoK guidetolife:Acompanionforthepractisingprojectmanager.Hoboken,NewJersey:Wiley,Chapter4
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The Project Lifecycle

Projects have lives Some not as long as wed like Some much longer than wed like
http://www.bom.gov.au/cyclone/climatology/wa.shtml http://www.lifecycle.net.au/aboutlifecycle/
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Project Lifecycle
Definition
The phases which make up the project from beginning to end
Characteristics
What technical work to do in each phase? When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, verified and validated? Who is involved in each phase? How to control and approve each phase? Phase transition usually involves transfer or handoff
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Project Lifecycle and Process Groups
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ProjectLifecycle
What trends might be see over the project Whattrendsmightbeseeovertheproject lifecyclein:
Costsandstaffinglevels Abilityofstakeholderstoinfluencethe characteristicsofthedeliveredproduct Costtomakemajorchanges Uncertaintyandrisktoachieveprojectobjectives
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ProjectLifecycle
Cost&PersonnelLevels
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(2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p.21
Project Lifecycle
Stakeholder Influence & Cost of Changes
Initial
Intermediate
Final
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Project LifecycleRisk
Risk
Time
Initial
Intermediate
Final
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23/02/2011

BEN610PROJECT MANAGEMENT PRINCIPLES

Portfolio, Programmeand Project Management MaturityModel (P3M3)

Portfolio, Programme andProject Offices (P 3O )

PRINCE 2 MaturityModel (P 2MM)

Whatisproject? Isaprojectanydifferentfromsay,operationsor businessasusual?

The Knowledge Areas

Project Cost Management Estimate Costs Develop Budget Control Costs

Purpose: toidentify,define,combine,unify,andcoordinate thevariousprocessesandprojectmanagementactivities withintheProjectManagementProcessGroups.

Purpose: toidentify,define,combine,unify,andcoordinate thevariousprocessesandprojectmanagementactivities withintheProjectManagementProcessGroups.

Purpose: To accomplish timely completion of the project.

Purpose: To accomplish timely completion of the project.

Purpose: To organize and manage the project team

Purpose: To organize and manage the project team

Saladis,F.P.,&Kerzner,H.(2009).BringingthePMBoK guidetolife:Acompanionforthepractisingprojectmanager.Hoboken,NewJersey:Wiley, Chapter2

Project Cost Management Estimate Costs Develop Budget Control Costs

My Knowledge Area Knowledge

TheProcessGroups The Process Groups

Integratespeopleandother resourcestocarryouttheproject managementplanfortheproject

Formalizesacceptanceofthe product,serviceorresultandbrings theprojectoraprojectphasetoan orderlyend

Regularlymeasuresandmonitorsprogressto identifyvariancesfromtheprojectmanagement plansothatcorrectiveactioncanbetakenwhen necessarytomeetprojectobjectives

Process Group Intensity

Case Study Lets have a show of hands?

Relevant to case study?

Knowledge Area/Process Group Summary

Integration Scope Cost Time Quality HR Comms Risk Procurement

Normalproject Simpleproject Task

Scale Solutioncomplexity j yp y Projecttypeandlifecyclemodel etc.

The Project Lifecycle

Project Lifecycle and Process Groups

Think before you answer?

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