Chapter 2 - Project Management Framework

Frequently Used Tools and Techniques - Communication

• Active listening • Feedback • Presentations • Meeting management • Communication methods • Communications technology

Functional Organizational Structure

- Common structure - Org is grouped by areas of specialization within functional areas like accounting, marketing or manufacturing - Alternate - Silo meaning within a single department - Team members complete project work in addition to departmental work

Constraints

- Constraints are easier to identify - Clearly stated and imposed by sponsor - Constraints are prioritized and then this is used to plan the project, evaluate the impact of changes, and prove successful project completion - One constraint cannot change without impacting other constraints. - Types - Schedule, Cost, Risk, Scope, Quality, Resources, Customer satisfaction

Frequently Used Tools and Techniques -Expert judgement - Meetings

- Consult with experts - Get information or feedback

(PMO) project management office

- Ensures project governance - Oversees and standardizes the management of projects

Project Organizational Structure

- Entire company is organized as project - Project manager is in control of the project - Reporting is done to project manager - Alternate - No Home because resources need to move to a different project or find a different employer when project is over

Directive PMO

- High level of control - Provides project managers for different projects, and is responsible for the results of those projects; all projects, or projects of a certain size, type, or influence, are managed by this office

Organizational Knowledge Repositories

- Historical knowledge bases are maintained and updated by every project, and made accessible to the rest of the organization as part of the historical information repository - Can be used to plan and manage future projects, thereby improving the process of project management and avoiding challenges experienced by past projects. - Historical information can include: • Activities • WBSs • Benchmarks • Reports • Risks and risk response plans • Estimates • Resources used • Project management plans • Project documents • Baselines • Correspondence - Another part is Lessons learnt - Document what went right, what went wrong, and what the team would do differently if they had the opportunity to start the project over again - Other OKRs include: • Config mgmt • Financial data • Issue logs • Metrics • Project mgmt plans and baselines

Role of the Project Team

- Includes project manager • Identify and involve stakeholders. • Identify requirements. • Identify constraints and assumptions. • Create the WBS. • Decompose the work packages for which they are responsible into schedule activities. • Identify dependencies between activities. • Provide schedule and cost estimates. • Participate in the risk management process. • Comply with quality and communications plans. • Enforce ground rules. • Execute the project management plan to accomplish the work defined in the project scope statement. • Attend project team meetings. • Recommend changes to the project, including corrective actions. • Implement approved changes. • Share new knowledge. • Contribute to the lessons learned knowledge base.

Supportive PMO

- Low level control - Provides the policies, methodologies, templates, and lessons learned for managing projects within the organization

Matrix Organization

- Meaning two managers(Functional and Project) - Team members report to the two managers

Controlling PMO

- Moderate level of control - Provides support and guidance on how to manage projects, trains others in project management and project management software, assists with specific project management tools, and ensures compliance with organizational policies

Frequently Used Tools and Techniques - Project management information system

- Part of its enterprise environmental factors - The PMIS includes automated tools, such as scheduling software, a configuration management system, shared workspaces for file storage or distribution, work authorization software, time-tracking software, and procurement management software, as well as repositories for historical information.

Assumption Log

- Repository of assumptions and constraints - Started when creating project charter - First identified in the business case and charter - Project manager must identify and manage assumptions from stakeholders to avoid risk

Role of Portfolio Manager

- Responsible for governance at an executive level of the projects or programs that make up a portfolio • Managing various projects or programs that may be largely unrelated to each other • Ensuring selected projects provide value to the organization • Working with senior executives to gather support for individual projects • Getting the best return from resources invested

Role of Program Manager

- Responsible for managing a group of related projects. • Managing related projects to achieve results not obtainable by managing each project separately • Ensuring projects selected support the strategic goals of the organization • Providing oversight to adjust projects for the programs benefit • Guiding and supporting individual project manager s efforts

Role of the Functional or Resource Manager

- Responsible for the human and physical resources in a specific department - Responsible for working with the project manager to meet the needs of the project. • Assigning specific individuals to the team and negotiating with the project manager regarding team and physical resources • Letting the project manager know of other projects or departmental work demands that may impact the project • Participating in the initial planning until work packages or activities are assigned • Providing subject matter expertise • Approving the final schedule during schedule development when it involves team or physical resources under their control • Approving the final project management plan during project management plan development when it involves team or physical resources under their control • Recommending changes to the project, including corrective actions • Managing activities within their functional area • Assisting with problems related to team or physical resources under their control • Improving resource utilization • Participating in rewards and recognition of team members • Participating in risk identification • Participating in quality management • Sitting on the change control board

Strong Matrix vs Weak matrix

- S: Power rests with project manager - W: Power rests with functional manager and project manager is just a coordinator/expediter - Balanced matrix - Power shared

Enterprise Environmental Factors

- Similar to OPAs i.e. they provide context to plan a project but they are outside the control of the project team - Include governmental or other rules - Internal EEFs - structure, culture, systems, and geographic location(s) of the organization - Resource related EEFs - technology and resources available for assignment to projects, such as documentation of the skills and abilities of internal and preapproved external resources that are available through approved agreements - Project mgmt EEFs - resource management system, a procurement system, and a quality management system

Project Expediter vs Project Coordinator

- The project expediter acts primarily as a staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions - This position is similar to the project expediter, except the coordinator has some authority and power to make decisions, and reports to a higher-level manager

TOT

- When question does not specify a type or organization then assume it is a matrix organization - Tight matrix is related to co location and is not a type of organization

Work Performance Data

- initial measurements and details about activities gathered during the Direct and Manage Project Work process in executing. - When monitoring and controlling a project, work performance data is analyzed to make sure it conforms to the project management plan.

Role Of Project Sponsor/Initiator - During project planning, the sponsor

. Provides the project team with time to plan • May review the WBS • Identifies risks • Determines the reports needed by management to oversee the project • Provides expert judgment • Helps evaluate trade-offs during crashing, fast tracking, and reestimating • Approves the final project management plan

When is a project included in a portfolio?

A project is included in a portfolio based on the value of the project, the potential return on investment, whether it aligns with corporate strategy, whether the level of risk associated with the project is acceptable, and other factors critical to organizational success.

Organizational Process Assets

Plans, policies, procedures Organizational Knowledge Repositories

Types of PMO

Supportive (training), Controlling (support and compliance), Directive (highly controlling, manages project)

Work Performance Information

Work performance data is also assessed to determine what the data means for the project as a whole. The result is known as work performance information.

Work Performance Reports

Work performance information can then be organized into work performance reports, which are distributed to the various stakeholders who need to receive and possibly act on the information

Frequently Used Tools and Techniques - Data Representation

• Affinity diagrams • Cause-and-effect diagrams • Control charts • Flowcharts • Hierarchical charts • Histograms • Logical data models • Matrix diagrams/charts • Mind mapping • Probability and impact matrices • Scatter diagrams • Stakeholder engagement assessment matrices • Stakeholder mapping/representation • Text-oriented formats

Frequently Used Tools and Techniques - Data Analysis

• Alternatives analysis • Assumptions and constraints • Cost-benefit analysis • Document analysis • Earned value analysis • Performance reviews • Reserve analysis • Root cause analysis • Simulation • SWOT • Trend analysis • Variance analysis • What-if analysis

Frequently Used Tools and Techniques - Data Gathering

• Benchmarking • Brainstorming • Prompt lists • Checklists • Interviews • Market research • Questionnaires and surveys

Frequently Used Tools and Techniques - Interpersonal and Team Skills

• Conflict management • Cultural awareness • Decision-making • Emotional intelligence • Facilitation • Influencing • Leadership • Meeting management • Motivation • Negotiation • Networking • Observation/conversation • Political awareness • Teambuilding

Role of the Stakeholders

• Creating the project charter and the project scope statement • Developing the project management plan • Approving project changes and being on the change control board • Identifying constraints and assumptions • Identifying requirements • Managing risk

Frequently Used Tools and Techniques - Estimating

• Estimating • Analogous • Bottom-up • Top-down • Expert judgment

Role Of Project Sponsor/Initiator - During or prior to project planning

• Has requirements that must be met • Is a project stakeholder • Participates in developing the business case for the project • Helps to define the measurable project objectives • Advocates for or champions the project, especially while the project concept is being put together • Serves as a voice of the project or spokesperson to those who do not know about the project, including upper management • Gathers the appropriate support for the project • Ensures buy-in throughout the organization • Provides funding • Provides high-level requirements • Provides information regarding the initial scope of the project • May dictate milestones, key events, or the project end date (along with the customer) • Determines the priorities between the constraints (if not done by the customer) • Provides information that helps develop the project charter • Gives the project manager authority as outlined in the project charter • Sets priorities between projects • Encourages the finalization of high-level requirements and scope by the stakeholders • Guides the process to get the project approved and formalized, assisted by the project manager as necessary

Role of Project Manager

• Is assigned to the project no later than project initiating • Helps write the project charter • Is in charge of the project, but not necessarily the resources • Does not have to be a technical expert • Identifies and analyzes constraints and assumptions • Leads and directs the project planning efforts • Selects appropriate processes for the project • Identifies dependencies between activities • Analyzes unrealistic schedule requirements, and takes action to produce a realistic schedule • Develops time and cost reserves for the project • Has the authority and accountability necessary to accomplish the project management work • Says no when necessary • Integrates the project components into a cohesive whole that meets the customer s needs • Finalizes and gains approval of the project management plan • Influences the project team and the atmosphere in which the team works by promoting good communication, insulating the team from politics (both internal and external to the project), enhancing the positive aspects of cultural differences, and resolving team issues • Spends more time being proactive than dealing with problems (being reactive) • Understands how cultural differences may impact the project, particularly in the case of global teams, virtual teams, or projects involving multiple organizations • Ensures professional interactions between the project team and other stakeholders • Coordinates interactions between the project team and key stakeholders • Understands and enforces professional and social responsibility • Assists the team and other stakeholders during project executing • Communicates • Develops the team • Uses rewards and recognition • Identifies and delivers required levels of quality • Identifies stakeholders, supports stakeholder engagement, and manages stakeholder expectations throughout the project • Manages project knowledge, including sharing lessons learned • Solves problems • Makes decisions • Demonstrates ethics and leadership • Manages and controls resources • Maintains control over the project by measuring performance and determining variances from the plan • Monitors risk, communications, and stakeholder engagement to ensure they are in conformance with expectations • Determines the need for change requests, including recommended corrective and preventive actions and defect repair • Approves or rejects changes as authorized, manages the change control board, and frequently sits on the change control board • Uses metrics to identify variances and trends in project work, and is responsible for analyzing the impact of these variances and trends • Works with team members to resolve variances from the project management plan • Keeps the team members focused on risk management and possible responses to the risks • Performs project closing at the end of each phase and for the project as a whole • Performs or delegates most of the activities outlined in this book • Applies project management knowledge and uses personal and leadership skills to achieve project success • Is accountable for project success or failure

Frequently Used Tools and Techniques - Decision-Making

• Multicriteria decision analysis • Voting

Role Of Project Sponsor/Initiator - During project closing, the sponsor

• Provides formal acceptance of the deliverables (if they are the customer) • Enables an efficient and integrated transfer of deliverables to the customer • Supports the collection of historical records from the project

Role Of Project Sponsor/Initiator - During project executing and project monitoring and controlling, the sponsor

• Supports the efforts of the project manager • Protects the project from outside influences and changes • Enforces quality policies • Provides expert judgment • Helps evaluate trade-offs during crashing, fast tracking, and reestimating • Resolves conflicts that extend beyond the project manager s control • Approves, rejects, or defers changes, or authorizes a change control board to do so • May direct that a quality review be performed • Clarifies scope questions • Works with the project manager to monitor progress