Project Management

Constraint:

-a limiting factor that affects the execution of a project

Requirements:

Condition or capability that is required to be present in a product, service, or result to satisfy a contract or other formally imposed specification

Project Failure

Not enough resources available. Not enough time given to the project. Project expectations are unclear. Changes in the scope not understood or agreed upon. Stakeholders disagree on expectations. Inadequate project planning.

Milestone:

a significant point or event in the project.

Disadvantages of Matrix Organization

-Each employee has two "bosses" -More sources of conflict -More meetings -More challenges to control

Ratifying the Project Charter

-Present the project charter to the sponsor for approval -Sponsor asks questions for clarification and agreement -The sponsor, project manager, and core team sign the project charter

Risks, Assumptions, and Constraints:

-Reminders of what could prevent successful completion of a project -The more comprehensive, the more likely to discover problems before they occur -A false assumption becomes a risk -A constraint that limits money, time, or resources is a risk -Brainstorm all risks to SCHEDULE, BUDGET, USEFULNESS, SATISFACTION -Assumptions are important with cross-functional teams -Quantify risks on one of several dimensions (probability of occurring; impact if realized) -Decide which risks should be considered "major" -Major risks require a formal response response plan

Constructing a Project Charter

-The sponsor creates the first draft of scope overview and business case -Leadership team may contribute information in addition to the business case and scope overview -One to four sentences should be written for the scope overview and business case

Business Case:

-Ties project to the organization's strategy -Provides rationale or high-level cost/benefit estimates -Persuades and inspires decision makers and team members

Team Operating Principles

-To enhance team functioning -To increase team effectiveness -Ensure all parties aware of what is expected -How to conduct meetings -How to accomplish work -How to treat each other with respect -How to make decisions Instructions: -establish how meetings will be conducted -establish how decisions will be made -establish how work gets done -establish how everyone will treat each other with respect

Scope Overview:

-Used to help prevent scope creep -Considered to be the project boundaries -Quantifying the scope helps with understanding of project size

Signatures and Commitment

-Who is involved -Extent to which each person can make decisions -Expected time commitment for each person -The project sponsor, project manager, and core team members show commitment by signing the charter

Milestone Schedule with Acceptance Criteria

-Who will judge the quality of the deliverable and by what criteria -Acceptance criteria represent the project's vital signs -Never turn in a deliverable without knowing how it will be judged -Something of value will be delivered at each iteration Template: Milestone --> Acceptance Criteria Current Situation Define --> Problem in operational terms; customers and metrics identified; project schedule and assignments. Measure --> Causal relationships defined; data gathering procedures approved; sufficient data gathered Analyze --> Potential variables identified; root causes statistically proven Improve --> Problem resolution ideas gathered; solution evaluated and confirmed; solution implemented Control Future State --> Standards, procedures, training in place

Lessons learned knowledge base:

-a store of historical information and lessons learned about both the outcomes of previous project selection decisions and previous project performance.

Risk:

-an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives -Identify negative risk and a plan to overcome it. -A positive risk can be considered an opportunity plan to capitalize on it -Consider the risk of NOT undertaking the project -Assign an "owner" responsibility for each negative risk

Assumptions:

-factors in the planning purposes, that are considered to be true, real, or certain without proof or demonstration

Project Charter used for:

- Authorize the project manager to proceed * Project charter authorizes commitment of resources to a project * Project charter provides official status within the parent organization. - Help to develop a common understanding *Teamwork develops. * Agreement, trust, communication, and commitment develop. * Project team does not worry if management will accept a decision. * Sponsor is less likely to change the original agreement. - Help create commitment - Screen out poor projects

Adaptability

- helpful strengths for project managers in this environment - the ability to hold the global team together

Empathy

- helpful strengths for project managers in this environment - useful in respecting different choices of team members

Project Cultural Norms

-Act ethically in the best interests of the project, the project team, other project stakeholders. -Project manager behaviors. Responsibility: Own decisions Respect: Ourselves, others, resources Fairness: Impartial Honesty: Truth

Project Life Cycle Common Characteristics

-Definite starting and ending points -Phases before proceeding to the next phase: Initiating, planning, executing (one or more), closing -Organizations adapt life cycle models to fit organizational culture

Research and Development (R&D) Project Life Cycle Model: -->

Phase --> Approval to Proceed: Idea Generation --> Opportunity Analysis --> Idea Screening --> Business Care --> Concept Development --> Proven Concept --> Validation --> Prototype --> Transition --> First Lot and Hands off

Types of Power:

Power culture: formal authority: Everyone tries to please "the boss". Role culture: Everyone follows designated roles. Task culture: Getting the job done is most important. Personal culture: Interest in worker development/needs.

Project Management Body of Knowledge (PMBOK):

Projects require understanding of what project success is; what project failure is; and various executive, managerial, and associate roles in PM. PROJECT LIFE CYCLE. 5 PROCESS GROUPS: a logical grouping of the project management inputs, tools, and techniques, and outputs. INITIATING (define a project on a new phase by obtaining authorization); PLANNING (establish the project scope, refine objectives, and define actions to attain new objectives); EXECUTING (complete the work defined to satisfy project specifications); MONITORING AND CONTROLLING (track, review, and regulate progress and performance, identify changes required, and initiate changes); CLOSING (finalize all activities to formally close project of phase). 10 KNOWLEDGE AREAS.

Prepare and Submit Project Proposal

Understand the source selection criteria. Consider the technical, managerial, and financial factors in contractor selection.

Prioritizing Projects

Which projects assigned resources and scheduled to begin first. Scoring models provide input. Other considerations: the urgency of each project; cost of delaying the expected benefits; practical details of timing.

Scope:

the sum of the products, services, and results to be provided as a project.

Projects require:

an organized set of WORK EFFORTS; progressively elaborated DETAIL; a defined BEGINNING and ENDING; a unique combination of STAKEHOLDERS.

Planning Phase of Project

requires: -Scheduling -Plan involves: -Engineers -Arch -PM

Milestone Schedule:

A summary-level schedule that identifies the major schedule milestones or significant points or events in the project. -Divides the project intermediate points whose completion can be verified. -Lists major milestones and deliverables. Six(6) steps of constructing a milestone schedule: 1. Describe the current situation that requires the project: 1st row of the milestone column 2. Describe the project at its successful completion: Last row of the milestone column 3. Describe the acceptance criteria for the final project deliverables: Bottom row of 3rd and 4th columns 4. Determine the few key points in the milestone column where quality needs to be verified 5. For each milestone, determine who the primary stakeholder(s) is(are) and how the resulting deliverable will be judged 6. Determine expected completion dates for each milestone

Soft skills and hard skills:

Soft skills activities: -communication -leadership Hard skills activities: -risk analysis -quality control -scheduling work -budgeting work

Work breakdown structure (WBS):

a hierarchal decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

Projectized Organization:

any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct work of persons assigned to the project. -The project manager has authority for budgets, personnel, and decision making. -People report upward through the project manager. -The reporting manager is a project manager, not a functional manager.

Matrix Organization:

any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and directing work of persons assigned to the project. -Project manager and functional manager share authority. -Team members report to both managers. Combination: *task focus - projectized organization *technical capability - functional organization

Close project or phase:

the process of finalizing all activities across all of the project process groups to formally close a project or phase.

Monitor and Control Project Work:

the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.

Starting a Project using Microsoft Project

• MS Project 2013 Introduction • Initialize MS Project for General Use • Initialize a Project • Construct a Milestone Schedule • Ribbon - set of 7 tabs used to construct, resource, baseline, status, communicate information about a schedule ◦ File ◦Task ◦ Resource ◦ Report ◦ Project ◦ View ◦ Format • Project Schedule Information window - customizable set of information formats: ◦ Timeline - a Gantt chart-like bar ◦ Schedule Details - task, resource, assignment data ◦ Zoom Slider - change zoom level of graphical task views ◦ Quick View - Gantt chart, task usage, team planner, resource sheet ◦ Default Task Mode selector - manual or automatic

Business case:

describes the necessary information form a business standpoint to determine if the project is worth the required investment.

Project Schedule:

presents linked activities with planned dates, durations, milestones, and resources.

Budget:

the approved estimate for the project or any work breakdown structure component or any schedule activity.

Typical Elements in a Project Charter

~Title ~Scope overview : What & How (the project in a nutshell)? ~Business case : Why (necessity of the project)? ~Background : Why (optional for scope statement/business case)? ~Milestone schedule : When? ~Success Criteria : What? ~Risks/assumptions/constraints : Whoa! ~Spending approvals/budget estimates : How much? ~Communication plan requirements ~Team operating principles : How? ~Lessons learned : How? ~Signatures and commitment : Who?

Sponsor Ensures Performance of Customer-Related Tasks

• All customers (stakeholders) have been identified. • Customer desires are uncovered and prioritized. • Project delivers what the customers need. • Customers accept the project deliverables.

Product scope:

Features and functions that characterize a product, service or result

PM Admin tasks:

PLANNING, DOCUMENTING, and CONTROLLING Leadership tasks for work associates: visioning, motivating, and promoting. Knowledge, skills, and methods apply for most projects.

Scope creep:

Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

Deliverable:

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Steering Team

• Top person in the organization and his/her direct reports • Represent all of the major functions of the organization • May be multiple steering teams • Overall priority setting • Project selection and prioritization • Sponsor selection • General guidance - at set times or at project milestones • Offer encouragement

Resource Estimates:

-skilled human resources, equipment, services, supplies, or funds. -A preliminary budget with level of confidence in the estimate -Identify expenses the project manager can authorize -Identify expenses the sponsor needs to control

Acceptance criteria:

-standards, rules, or tests...by which a product, service, result, or process can be evaluated

Lessons Learned:

-the knowledge gained during a project which shows how project events were addressed or should be addressed in the future with the purpose of improving performance. -Successes and failures of previous projects become practical advice -Avoid the risk of repeating mistakes from previous projects Instructions: -consider what has worked/not worked -report lessons learned (key reviews; project completion) -make lessons available in a knowledge base -make lessons lessons Example: -all parties are responsible for defining and following the project scope to avoid scope creep. -all parties should share good and bad previous experiences -aligning team roles to sponsor expectations is critical -keep sponsor informed so sponsor stays committed -identify any possible changes as soon as possible -use weekly updates on project progress to avoid unpleasant schedule surprises -review previous events for specific lessons

Agile Project Management:

A change-driven approach • Initial project planning at a high level • Project work is conducted in iterations (sprints) • Change occurs from one iteration to the next • Documentation becomes progressively more complete • Collaborative vs. confrontational roles

Negotiate to Secure Project

Negotiate: -payment -contractual terms -schedule -personnel -quality standards -reporting mechanisms

Projects:

PROJECTS VS OPERATIONS. SOFT SKILLS AND HARD SKILLS. AUTHORITY AND RESPONSIBILITY. PROJECT LIFE CYCLE.

Statement of work:

narrative description of products, services, or results to be provided by the project.

Portfolio Management:

Aligns with organizational strategies by selecting the right projects, prioritizing work, and providing needed resources. Assess organization's ability to perform projects. Portfolios. Programs. Projects and sub-projects.

Strategic Planning Process

-Strategic Analysis: SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats); elements within the project team's control; elements over which the project team has little to no control. -Guiding Principles: Vision; Mission Statement: The VISION describes the organization of the future (requires extra effort to be achieved, multiyear goals may require need for a new vision); MISSION STATEMENT describes the mechanism for achieving the vision; purpose of organization's existence; core values of how decisions will be made and people are treated; beliefs of what the leaders stand for; culture of how members should act; primary business areas and what the organization engages in; primary customers of who needs to be satisfied. -Strategic Objectives: means of achieving the vision and mission; objective setting occurs annually; describe short- and long-term results; describe measures of achievement. Specific Measurable Achievable Results-based Time-specific. -Flow-down Objectives: Enforce strategic objectives; implement through ongoing operations; projects are the primary method for implementing objectives.

Advantages of Projectized Organization

-Traditional department barriers are reduced -Unity of command -Communication response times are fast -Co-location: team members are physically close

Advantages of Functional Organization

-Unity of command - only one "boss" is giving instructions -Workers learn from each other and keep skills sharp -Continue to report to the same functional manager -Share resources among multiple small projects

Culture of the Parent Organization:

-What is the orientation of the culture? -What are the ascribed values? -How is the organization viewed by others in terms of living the values? -How does the organization communicate? -How does the organization support project management?

Project

-a temporary endeavor undertaken to create a unique product, service, or result. -performed by people. -constrained by limited resources. -planned, executed, and controlled. -temporary. -unique.

Scalability of Project Tools

-all projects require project specifications, understanding of work involved, budget and schedule determinations, assignment of available workers to tasks, and project management. -projects are scaled up or down to meet the complexity of the task.

Project Success and Failure

-deliverables include all agreed upon features. -outputs please customers. -customers use the outputs effectively. -completed on schedule and on budget. -completed without heroics. -learn new and/or refine skills. -organizational learning. -reap business-level benefits.

Sensitivity Analysis

Decision if factors change. Some criteria may be deemed more important than others. Add missing criteria or new alternatives.

Projects vs Operations:

Projects are temporary. Projects have routine and unique characteristics. Operations are ongoing work. Operations are performed by people. Operations are repetitive.

Portfolios:

Projects, programs, sub-portfolios, and operations managed as a group to achieve strategic business objectives. Ongoing operational work. Temporary project work. Seek a balance between large and small projects, high-risk, high-regard, and low-risk projects, quick completion and substantial time projects. Identify, Select, Prioritize, Resource, Govern.

PLC Stages:

SELECTING and INITIATING (selection). PLANNING. EXECUTING (progress reports). CLOSING and REALIZING.

Project Manager Communication Channels

Spokes represent communication channels through the project manager hub

Project Goals and Constraints

-Projects are undertaken to accomplish specific goals. -Scope and quality are PERFORMANCE goals. -Subject to constraints of time and cost. -Obstacles or challenges may limit the ability to perform. -Opportunities may allow projects to exceed original expectations. -Project Managers (PMs) decide which goals and constraints take precedence. -Additional constraints: amount of resources available; decision maker's tolerance.

Advantages of Matrix Organization

-Shared resources between departments and projects -Reduced duplication -Good cooperation between departments -High-quality decisions are well received -Continued development of discipline specific knowledge -Effective integration -Lessons learned shared effectively -Flexibility : weak, balance, strong matrix

Organizational Culture and Its Impact on Projects:

-Shared values, social rituals, and symbols -Implemented through rituals -Meetings, training, ceremonies -Implemented through symbols -Work layout, dress code -Motivate the ethical actions and communications -Determine how people are treated, controlled, and rewarded -Establish how cooperation, competition, conflict, and decision making are handled -Encourage personal commitment to the organization

Project Manager Judgment Calls

- Act vs. analyze - Lead vs. follow - Lead vs. administer - Repeat vs. change - Change expectations vs. accept them - Take over vs/ let the team perform - Focus on the big picture vs. focus on details - Focus on technical vs. focus on behavior - Focus on short term vs. focus on long term - Promote order/control vs/ promote innovation/freedom - Allow (constructive) conflict vs. discourage (destructive) conflict - Focus communications inside the project vs. focus communications outside - Demonstrate optimism vs. demonstrate pessimism - Advocate for the project vs. accept termination - Focus on project goals vs. organizational, personal, or team member goals - Enhance, maintain, or accept changes in scope, quality, cost, and schedule

Disadvantages of Projectized Organization

-Cost of assigning members to one part-time project -Team work methods may differ from the organization -Teams may fail to communicate lessons learned -Discipline-specific competence may suffer

Assessment of Organization's Ability to Perform Projects

TEAMWORK: attitude, free and open communication, creativity, empowered decision making. PM PROCESS: clearly defined management process. ASSOCIATES: attitude, skills, competencies. LEADERS: willing to take appropriate risk. FOUNDATION: strong senior leadership. LEADERSHIP: individual and team leadership at their levels. EXTERNAL ENVIRONMENT: monitoring and understanding.

Determining which opportunities to pursue

Target projects to pursue using SWOT analysis. Determine if project will help achieve contractor objectives. Consider cost to pursue the work. Consider probability of securing the project. Consider capability to perform the work.

Cost-benefit Analysis:

a financial analysis tool used to determine the benefits provided by a project against its costs. NET PRESENT VALUE (NPV): Most widely accepted model; discount the expected future value; subtract discounted costs from discounted benefits. BENEFIT-COST RATIO (BCR): Divide the cash flow by the initial cash outlay; a ratio above 1.0 means the project is expected to profit. INTERNAL RATE OF RETURN (IRR): Percentage return expected on the invested; a ratio above the current cost of capital. PAYBACK PERIOD (PP): Time required to pay back the initial project investment; financial models ensure the cost and return perspective; financial models DO NOT ensure alignment with strategic goals.

Functional Organization:

a hierarchical organization where each employee has one clear superior; staff are grouped by areas of specialization and managed by a person with expertise in that area. -Clear lines of authority according to type of work -Grouped by areas of specialization -One and only one supervisor -Functional manager

Co-location:

an organizational placement strategy where the project team members are physically located close to one another to improve communication, working relationships, and productivity.

Source selection criteria:

set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.

Securing Projects

the CLIENT perspective: selection and prioritization process; make versus buy decision. the CONTRACTOR perspective: identify potential project opportunities; determine which opportunities to pursue; prepare and submit project proposal; negotiate to secure the project.

Quality:

the degree to which a set of inherent characteristics fulfills requirements.

Sponsor

the person or group who provides resources and support for the project and is accountable for enabling success for the project. • Major stake in the project outcome • May be a member of the steering team • Pick the project manager and core team • Mentor the project manager • Active role in chartering the project • Share their vision of the project

Chief Projects Officer/ Project Management Office

• "Owns" the organizations project management system • Role varies with organization size • Ensures projects are planned and managed well • Ensures steering team tasks accomplished • Ensures functions of individuals

Desired Project Manager Behaviors/Skills

• Demonstrates integrity • Effective communicator • People-oriented-facilitating and forceful • Effective integrator • Effective scheduler • Handle sproject scope • Achieves the right project quality • Identifies and deals with project risks and opportunities • Effectively procures project goods and services • Maintains cost control

PMO Monitored Steering Team Responsibilities

• Identify potential projects • Select a manageable set of projects • Prioritize projects • Ensure resources • Selects sponsors and teams • Charters project teams • Monitors and controls project implementation • Rewards participants • Enjoys results of successful projects!

Project Manager Challenges

• More responsibility than authority • Must determine how networks function within certain organizational cultures

Project Roles

Executive Level: Steering team (ST) Sponsor Customer Chief Projects Officer (CPO) Managerial Level: Functional Manager (FM) Project Manager (PM) Scrum Manager Facilitator Associate Level: Core Team Member Subject Matter Expert (SME)

Projects and Sub-Projects

Sub-Project: a smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. A large project may be composed of a multiple sub-projects. The project manager coordinates sub-projects and makes decisions that are best for the overall project.

Stakeholders

an individual, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. -identify all stakeholders -determine most important stakeholders -ask each stakeholder what interest they have in the project

Selecting / Prioritizing of Projects

-Identify potential projects (what value does each potential project bring to the organization) -Involve all parts of the organization (are demands understood, are resources available) -Determine which projects align best with the major goals of the firm -Understand, communicate, accept organizational priorities (is there enthusiastic support from customers and internal champions)

PMO Monitored Team Member Responsibilities

• Receive necessary training • Capture lessons learned • Use lessons learned on new projects • Uses templates and standards where appropriate

Project Executive Roles

• Steering Team (ST) • Sponsor • Customer • Chief Projects Officer (CPO)

Disadvantages of Functional Organization

-Slow communications across multiple functions -Technical difficulty in incorporating input from other disciplines -Long communication channels make for slow decision making and slow response to change

The Project Management Office (PMO):

-The Manager of Project Managers may head a PMO -Reports to the President -Identifies, prioritizes, and ensures delivery of all projects

Project Team Roles

CORE TEAM MEMBERS: Self-directed Co-located Assigned full time for project iteration Agile • Start to finish • Make decisions • Carry out project activities • Represent project stakeholders • Understands project technologies • Main concern is completing the project SUBJECT MATTER EXPERTS (SMEs) • Meet specific, temporary project needs • Chosen for their specific expertise • Extended team members

Project Charter:

Formally authorizes the project; provides the project manager with authority and documents the business and customer's needs; the new product, service, or result is intended to satisfy A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities. An informal contract between the project team and the sponsor A contract: -is an agreement entered into freely by two or more parties. -cannot arbitrarily be changed -offers something of value for each party -is a living document that can evolve with changing conditions Signing a charter represents transition: Selecting --> Selection --> Initiating --> Charter --> Planning --> Kickoff --> Executing --> Project Result --> Closing --> Administrative Closure --> Realizing --> Benefits Realized

Identifying Potential Projects

Market Demand. Strategic Opportunity. Environmental Considerations. Social Need. Customer Request. Technical Advance. Legal Requirement. All should participate; Identify twice the projects; Brief description of project (elevator pitch); Summarize the work and why it's important.

Understanding Projects:

Project Management Institute. Project Management Body of Knowledge (PMBOK). Selecting and Prioritizing Projects. Project Goals and Constraints. Project Successes and Failure. Using MS Project. Types of Projects. Scalability of Project Tools.

Methods of selecting projects:

What value does it bring to the org.? Are demands understood? Are the resources needed available? (use crude estimates; follow a limit of spending authority if developed) Is there enthusiastic support from both the customer and the internal champion? Which projects will best achieve goals? -include financial and scoring models (projects are investments). -3 approaches: financial analysis as the primary means of selection; Financial models as screening devices; Financial justification as one factor in a multi-factor scoring model.

PM Characteristics:

Work processes: INITIATE, PLAN, EXECUTE, CLOSE. Management is a goal oriented process; Multidimensional (work, people, operations); Continuous process; Group activity; Dynamic function; Intangible force.

Project Management

the application of knowledge, tools, and techniques to project activities to meet project requirements; coordination of efforts to accomplish desired goals and objectives using available resources (money, people, equipment, etc). Identify requirements; establish clear and achievable objectives; balance the competing demands for quality, scope time and cost; Adapt specifications, plans, and concerns for stakeholders.

Project Management Office (PMO):

an organizational structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Execution Phase of Project

requires: -Monitoring and control for activities and processes -Procurement -Progress completion/payment involves: -Owner -Supervision -Consultant -Contractor -PM

The Project Management Institute:

The largest professional organization. A Guide to the Project Management Body of Knowledge (PMBOK). Project Management Professional (PMP) certification. Certified Associate in Project Management (CAPM) certification.

Initiatiating and organizing of Project

requires: -Scope -Duration -Location -Budget involves: -Client -Owner -Consultant -PM

Closing Phase of Project

requires: -warranty period -maintenance -lessons learned -contractor as-built drawings -checklist involves: -owner -supervision -consultant -contractor -PM

Project Roles

-project executive-level roles: (STEERING TEAM - top leader (CEO) and the direct reports: select, prioritize, and resource a project; ensure that accurate progress is reported. SPONSOR - active roles: provides resources and support for the project, charters the project, reviews progress reports; Behind the scenes role - mentoring and assisting the project manager. SENIOR CUSTOMER REPRESENTATIVE - identifies and prioritizes constituents requirements, ensures project progress support customer requires, provides a continuous and active role. CHIEF PROJECTS OFFICER - supports project managers, requires compliance to project directives) -project management-level roles: PROJECT MANAGER - focal point of the project; directly accountable for project results, schedule, and budget; the main communicator, leads the team responsible for project achievement and delivering results; responsible for the planning and execution of the project; works on the project from start to finish; has limited formal power. FUNCTIONAL MANAGER - department heads; determines how the project works; supervises the work; negotiates with the project manager to assign members to project; balance of power between FMs and PMs. FACILITATOR - an outside party OR disinterested sponsor or PM; may be the chief projects officer; may be a consultant; helps the project manager with the process of running meetings and making decisions.) SCRUM MANAGER: project manager, facilitating role; serves and leads as collaborator and facilitator; removes obstacles; guides team in prioritizing tasks. -project associate-level roles: (PROJECT MANAGEMENT TEAM - members who are directly involved in project management activities like planning and project-level decisions; core members).

Appreciative Inquiry:

-tool for engaging project stakeholders. -recognizes the power of the whole and builds on conversational learning. -change is based on inquiry (what has worked in the past) -tool for navigating through inquiries via positive conversations. -an effective way to address ambiguity and uncertainty in PM. - DISCOVERY - storytelling to collectively discover process selection and prioritization. - DREAMING - dream a perfect , desirable state for the stakeholders. - DESIGNING - what would the project look like if there were no resource constraints. - DELIVERY - sustain the design from the dream that is discovered.

Project Management Body of Knowledge (PMBOK):

10 KNOWLEDGE AREAS: INTEGRATION MANAGEMENT - processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities. SCOPE MANAGEMENT - processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully. TIME MANAGEMENT - processes to manage timely completion of the project. COST MANAGEMENT - processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed with the approved budget. QUALITY MANAGEMENT - processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. HUMAN RESOURCES MANAGEMENT - processed that organize, manage, and lead the project team. COMMUNICATIONS MANAGEMENT - processes to ensure timely and appropriate planning, collecting, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. RISK MANAGEMENT - processes of conducting risk management planning, identification, analysis, response planning, and control to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events in the project. PROCUREMENT MANAGEMENT - processes to purchase or acquire products, services, or results from outside the project team. STAKEHOLDER MANAGEMENT - processes to identify the people, groups, or organizations that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them and managing conflicting interests.

Programs:

A group of related projects, sub-programs, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. Last as long as the organization lasts. Deal with a group of related projects. Projects within a program are of limited duration. Managed at a level above the project manager.

History of Project Management

Emerged as a formal discipline in the 1950s. Developed for aerospace and construction. Involved determining project schedules. Manufacturing, Research and Development; government, and construction refined techniques. Software (1980's-90's) for planning and controlling. Risk management techniques - applied to less complex projects. Communication and leadership role emerged. Information technology and telecommunications fueled use (1990's-00s).

Using a Scoring Model to Select Projects

Identify potential criteria. Determine mandatory criteria. Weight criteria. Evaluate projects. Sensitivity analysis.

Customer

Independent Tasks: Prioritize project Select good contractor Kill project if needed • Communicate the project that is of the highest priority • Select a competent and honest contractor • Decide when to stop funding the project Joint Tasks with Contractor Write and sign charter Develop clear requirements Use control system Conduct kickoff meeting • Sign the charter • Senior customer representatives and project managers determine the requirements • Customer works with contractor to ensure ◦ Effective communications ◦ Change management systems ◦ Risk management systems • Plan and participate in a project kickoff meeting • Responsible for

Types of Projects Classified by:

Industry (different industries have unique requirements). Size (large projects often require more detailed planning and control). Understanding of project scope (how early in the project the project manager and team are able to determine the project scope). Application (when to use certain techniques; how much detail to use; how to tailor techniques to the project's needs).

Project Success

Meeting Agreements - Cost, schedule, and specifications met. Customer's Success - Needs met, deliverables used, customer satisfied. Performing Organization's Success - Market share, new products, new technology.

Authority and Responsibility:

One person being assigned accountability. Project managers negotiate with functional managers. Strong communication and leadership skills to persuade subordinates.

Sponsor Responsibilities by Stage

Overarching: Provide resources, manage stakeholder relationships, deliver results Selecting: Identify, select, prioritize projects Initiating: Mentor project manager, charter project Planning: Meet key stakeholders, ensure planning Executing: Nurture key stakeholders, ensure communications, ensure quality Closing: Ensure stakeholder satisfaction, closure, and knowledge management Realizing: Ensure benefits are achieved and capability is increased

Identifying Projects

Perform portfolio alignment exercise. Attend trade shows and professional conferences. Practice customer relationship management (establish and nurture personal contacts; link information systems).

Construction Project Life Cycle:

Phase --> Approval to Proceed: Pre-planning --> Scope definition and execution strategy --> Design --> Procurement and construction documents --> Procurement --> Materials and Services --> Construction --> Facilities and processes --> Start up --> Production attainment

Agile Project Life Cycle Model:

Phase --> Approval to Proceed: Project Envisioning --> Charter --> Requirements Gathering --> Product Backlog --> Incremental Implementation --> Production release

Generic Project Life Cycle Model:

Phase --> Approval to Proceed: Selecting & Initiating --> Charter --> Planning --> Kickoff --> Executing --> Project Result --> Closing & Realizing --> Administrative Closure

Project Life Cycle (PLC):

The series of phases that a project goes through from its initiation to its closure. Predictable stages - must pass an approval to move from one stage to the next. Allows for control - highly formalized and specific. Projects are measured at additional points: Selection; Progress Reporting; Benefits Realization.

Design Phase of Project

requires: -Details -Conceptual arch drawing -Equipment -Materials -Technical Issues (mechanical, structure) involves: -Consultant -Owner

Bidding Phase of Project

requires: -Formal contract documents -Contractor appointing -Municipality approval involves: -Owner -Consultant -PM