PowerPoint Presentation
MGT 680
Project Management
What (https:
www.youtube.com/watch?v=6cM2BkIe-Eg)
How (https:
www.youtube.com/watch?v=Hyg7QqaVKfo)
Where (https:
www.youtube.com/watch?v=yfm0dmz7n3U&t=75s)
and Who (https:
www.youtube.com/watch?v=9rZkUTFVRDw)
Donna W. McCloskey, Ph.D., PMP
Notes before watching the videos
We will be using the Project Management Institute’s (PMI.org) project management methodology
The PM Book of Knowledge (PMBOK) materials are posted as separate files along with this lesson
There is a newer edition of the PMBOK since this video was made. The changes are not substantive to the introduction so I didn’t re-record.
Please note I did mark the changes in the notes in bold and red.
Check out their page to see the certifications they offer. (That may be a quiz hint!)
What is Project Management (PM)?
Project Management is the application of knowledge, skills, tools and techniques to meet project requirements
Project Characteristics
A project is a temporary endeavor undertaken to create a unique product, service or result
Temporary
Unique products, services or results
Progressive elaboration
Developing in steps and continuing increments
The purpose of a project is to attain its objective and terminate.
Conversely, the objective of an ongoing operation is to sustain the business
Projects conclude when specific objectives are met
Operations adopt a new set of objectives and the work continues
Programs, Projects and Portfolios
Oh, My!
A program is a group of related projects managed in a coordinated way to obtain benefits and control not necessarily available from managing them individually
Building one Wawa can be managed as a project
Wawa’s expansion can be managed as a program
A portfolio is a collection of projects or programs that are grouped together to facilitate effective management of that work to meet strategic business objectives
IN CLASS DISCUSSION:
Give an example of a project and a program. How are they managed differently?
The example can be related to your jo
industry but it doesn’t have to be. This is a check-in to make sure you see the different and how/why they would be managed differently.
This post does NOT require response posts from classmates – although you’re always welcome to discuss! When response posts are required it will be clearly marked.
Table 1-1 PMBOK 4th
The typical hierarchy includes which of the following components?
(from largest to smallest)
Strategic management, portfolio, program, project, subproject
Program, portfolio, strategic plan, project, subproject
Portfolio, strategic plan, program, project, subproject
Program, portfolio, project, subproject, strategic plan
In the future, the answers to the questions will be provided in a separate “bulls eye” slides. For this lesion, the answers are in the videos. (Which you know because you’re watching them…)
Repetitive or cyclical undertakings are often part of:
Projects
Subprojects
Programs
Portfolios
HOW are projects managed?
The five project management process groups include:
Initiating, planning, executing, monitoring and controlling
Integration, scope, time, cost and quality
Initiating, planning, executing, monitoring and controlling and closing
Concept, planning, execution, controlling and closeout
The five process groups are:
Often performed in a random sequence
Always performed in the same sequence
Performed in a different sequence based on the project phase
Performed in a sequence determined by the project management team
PMBOK 5th
Project Management Book of Knowledge
Alpha Project Managers: What the Top 2% Know that Everyone Else Does Not
y Andy Crowe
860 project managers
Compared where time was spent for best PMs vs. the pack
Initiating 2% vs. 1%
Planning 21% vs. 11%
Executing 69% vs. 82%
Controlling 5% vs. 4%
Closing 3% vs. 2%
Which of the following starts low, steadily rises and then declines as the project concludes?
Cost of making changes
Influence of stakeholders
Costs (i.e. cash outlays)
Staffing levels
A and B
A and C
C and D
What is Project Management Institute (PMI) Methodology?
5 project management process groups
Comprised of 49 (PMBOK 6th edition) project mgt processes
10 knowledge areas
Integration, scope, time, cost, quality, human resources, communication, risk, procurement and stakeholder management
One of the changes in the 6th edition was to
oaden the definition of “resources” beyond just human resources
Skills
Effective communication, leadership, motivation, negotiation, conflict management and problem solving
Tools and Techniques
Methodologies, project management information system (PMIS) and expert judgment
18
The PMBOK 6th edition has 49 processes.
They are still distributed over the 5 process groups and 10 knowledge areas.
PMBOK 6th Edition
PMBOK 6th Edition
WHERE are projects managed?
PMBOK Figure 2-7
Functional Organization
PMBOK Figure 2-8
Projectized Organization
FUNCTIONAL
PROJECTIZED
MATRIX
WEAK
STRONG
BALANCED
Thought this might be useful so you can visualize the spectrum – from functional to a projectized structure.
If we were in class, you would see me gesticulating wildly to underscore the two extremes. Pretty sure I was using my hands when I taped the lecture.
For future lessons, there won’t be many videos. The book and the notes are REALLY good and we’ll have discussions to clarify some points. I’ll use yellow boxes when I want to “talk” to you.
PMBOK Figure 2-9
Weak Matrix Organization
PMBOK Figure 2-11
Strong Matrix Organization
PMBOK Figure 2-10
Balanced Matrix Organization
Organizational Structure - Projects
Great table form A textbook…..not OUR textbook
The type of organization in which each employee has one clear superior is which of the following?
Strong matrix
Composite structure
Weak matrix
Functional structure
The terms project coordinator and project expeditor are most often associated with the:
Strong matrix
Projectized structure
Weak matrix
Composite structure
Project Management Office (PMO)
An organizational unit to centralize and coordinate the management of projects under its domain
Shared and coordinated resources
Identify and develop best practices
Coaching, mentoring, training and oversight
Developing, managing and monitoring project management standards, policies, procedures and templates
Coordinate communication across projects
A PMO is most likely to be seen in a:
Strong matrix
Projectized structure
Weak matrix
Functional structure
WHO / WHAT are involved in projects?
What Impacts a Project?
Enterprise environmental factors
Internal and external environmental factors that su
ound or influence a project’s success
Considered an input to most planning processes
Organization’s culture and structure
PMIS
Tool suite, scheduling software, configuration management, information collection and distribution system
Human resource pool
Marketplace conditions
Stakeholder risk tolerances
Organizational Process Assets
Processes and procedures for conducting work
Policies, procedures, standards, guidelines and templates
Record retention, final project audits, work
eakdown structure, checklists
Organizational corporate knowledge
Measurement data
Completed schedules, risk data, earned value data
Project files and historical information
Lessons learned
Enterprise environmental factors include:
Policies and procedures
Defined processes
Organization’s culture
Historical information and lessons learned
Who is involved in projects?
PMBOK 4th
The responsibility for portfolio management usually falls on whom?
Senior management
Project managers
Functional managers
Program managers
Who provides the financial resources for the project?
The PMO
The sponso
The custome
The performing organization
Project
Characteristics
Organizational Structure Type
Functional Matrix Project
Weak Matrix Balanced
Matrix
Strong
Matrix
Project manager’s
authority
Little or none Limited Low to
Moderate
Moderate
to high
High to
almost total
Percent of
performing
organization’s
personnel assigned
full-time to project
work
Virtually none 0-25% 15-60% 50-95% 85-100%
Who controls the
project budget
Functional
manager
Functional
manager
Mixed Project
manager
Project
manager
Project manager’s
ole
Part-time Part-time Full-time Full-time Full-time
Common title for
project manager’s
ole
Project
Coordinato
Project Leader
Project
Coordinato
Project
Leader
Project
Manage
Project
Officer
Project
Manage
Program
Manager
Project
Manage
Program
Manager
Project management
administrative staff
Part-time Part-time Part-time Full-time Full-time
PMBOK Guide, 2000, 19, and PMBOK Guide 2004, 28.
Project Characteristics
Organizational Structure Type
Functional
Matrix
Project
Weak Matrix
Balanced Matrix
Strong Matrix
Project manager’s authority
Little or none
Limited
Low to Moderate
Moderate to high
High to almost total
Percent of performing organization’s personnel assigned full-time to project work
Virtually none
0-25%
15-60%
50-95%
85-100%
Who controls the project budget
Functional manage
Functional manage
Mixed
Project manage
Project manage
Project manager’s role
Part-time
Part-time
Full-time
Full-time
Full-time
Common title for project manager’s role
Project Coordinato
Project Leade
Project Coordinato
Project Leade
Project Manage
Project Office
Project Manage
Program Manage
Project Manage
Program Manage
Project management administrative staff
Part-time
Part-time
Part-time
Full-time
Full-time
PMBOK( Guide, 2000, 19, and PMBOK( Guide 2004, 28.