Instructor: Dr. Safwan Qasem Course: CSC 443: IT Project Management 1 Spring 2011- 2012 Lecture Overview This lecture is related to the contents of Chapter 1 & 2 in the PMBOK Guide: What is a Project? Whats the need for a PM standard? Relationship between project, program, and portfolio management. Role of the project manager. Project life cycle and its relationship to the product life cycle. Project phases and their relationship to each other Overview of organizational structure, and impact on PM. 2 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 What is a project?
A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end., PMBOK Guide, 4 th ed, 2008.
Temporary does not necessarily mean short in duration. Temporary does not generally apply to the product, service, or result created by the project. Progressive Elaboration is one of the main characteristics of the project. 3 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 What is a project? A project is different from day-to-day business. The ongoing work effort is generally a repetitive process because it follows an organizations existing procedures. A project creates a unique product, service, or result, although repetitive elements may be present in it. because of the unique nature of projects, there may be uncertainties about the products, services, or results that the project creates. 4 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 What is a project? A project should have a formal start. A project should have a formal closure / end.
The end is reached when: The stakeholders expectations are met or exceeded, or The project is terminated because its objectives will not or cannot be met, or The project is terminated because the need for it no longer exists.
5 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 What is a project? To determine if some activity is a project or not, ask the questions: Is it unique? Does the project have a limited time frame? Is there a way to determine when the project is completed? Is there a way to determine stakeholder satisfaction? 6 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 Project Stakeholders Stakeholders are those people or organizations with a vested interest in the project. They have something to either gain or lose as a result of the project. Stakeholders often have very different or conflicting objectives. Key stakeholders should be identified and contacted early on to get their input for the project overview, goals, and deliverables Forgetting an important stakeholder could be a project killer. 7 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 Project Stakeholders The project sponsor , generally an executive in the organization with the authority to assign resources and enforce decisions regarding the project. He is a stakeholder. The customer is a stakeholder as are contractors and suppliers. The project manager and the managers from other departments in the organization are stakeholders as well. 8 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 Cost, Risk and uncertainty vs. Time Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 9 What is Project Management? The answer to "What is project management? is described throughout the PMBOK Guide. It can involve technical terms and processes, but it also involves roles and responsibilities and authority level.
The application of knowledge, skills, tools, and techniques to describe, organize, execute, and monitor the work of project activities in order to meet or exceed stakeholder requirements from a project. 10 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 PMBOK Process Groups Initiatingdefines and authorizes a project or a project phase Planningdefines and refines objectives and plans actions to achieve objectives Executingdirects and manages people and other resources to accomplish project work Monitoring and controllingcollects data and checks progress to determine any needed corrective actions Closingformalized acceptance of project outcomes and ending the project What is Project Management? Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 12 Managing a project typically includes: Identifying requirements, Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out, Balancing the competing project constraints including, but not limited to: Scope, Quality, Schedule, Budget, Resources, and Risk. PMBOK Knowledge Areas PMI defined 42 project management processes to handle all aspects of a project life. The 42 processes are logically grouped in 9 knowledge areas:
Scope managementdetermining all the work and only the work necessary for project completion; Time managementdefining, sequencing, estimating duration, and resourcing work activities as well as developing and controlling the schedule; Cost managementplanning, estimating, budgeting, and controlling costs; Quality managementquality planning, assurance, and control; Human Resources managementacquiring, developing, and managing the project team; Communications managementgenerating, collecting, disseminating, storing, and disposing of timely and appropriate project information; Risk managementrisk identification, analysis, response planning, and monitoring and control; Procurement managementpurchasing or acquiring product and services as well as contract management; and Integration managementunifying and coordinating the other knowledge areas by creating and using tools such as charters, project plans, and change control. What is Project Management? Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 14 PM processes apply to the 5 phases of a project life: 1. Initiating, 2. Planning, 3. Executing, 4. Monitoring and Controlling, and 5. Closing. Project Sponsor Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 15 A sponsor is the person or group that provides the financial resources, in cash or in kind, for the project. When a project is first conceived, the sponsor champions the project. This includes serving as spokesperson to higher levels of management to gather support throughout the organization and promote the benefits that the project will bring. The sponsor a significant role in the development of the initial scope and charter. For issues that are beyond the control of the project manager, the sponsor serves as an escalation path. Project, Program and Portfolio Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 16 A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. A project may or may not be part of a program but a program will always have projects.. A portfolio refers to a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related Portfolio, Program, Project, and Subproject Relationships Project Management Office (PMO) Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 18 A project management office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. Project Management Office (PMO) Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 19 A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to: Identifying and developing project management methodology, best practices, and standards; Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); Coaching, mentoring, training, and oversight; Monitoring compliance with project management standards, policies, procedures, and templates via project audits; Managing shared resources across all projects administered by the PMO; and Coordinating communication across projects. What is Project Managers Role Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 20 Project managers are assigned by the performing organization to achieve the project objectives. Project manager is in charge of all aspects of the project including, but not limited to: Developing the project management plan and all related component plans, Keeping the project on track in terms of schedule and budget, Identifying, monitoring, and responding to risk, and Providing accurate and timely reporting of project metrics. The project manager is the lead person responsible for communicating with all stakeholders, particularly the project sponsor, project team, and other key stakeholders. Project Triple-Constraint Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 21
Scope/ Quality Project Constraints Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 22
Scope
Time Cost
Quality Risk
Customer Satisfaction Team Members Satisfaction Project Goals and Constraints Projects are undertaken to accomplish specific goals Scope and quality measure performance and should result in outputs that satisfy customers Consider scope and quality subject to be constraints of time and cost
Scope the sum of all products, services, and results to be provided by the project. PMBOK Guide Quality the degree to which a set of inherent characteristics fulfills requirements. PMBOK Guide Project Goals and Constraints 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
Successful Projects Project success is creating deliverables that include all of the agreed upon features Outputs please the projects customers. Customers use the outputs effectively as they do their work (meet quality goals) The project should be completed on schedule and on budget (meet time and cost constraints). Completed without heroics People who work on the project should learn new skills and/or refine existing skills. Organizational learning should take place and be captured for future projects. Reap business-level benefits such as development of new products, increased market share, increased profitability, decreased cost, etc. Why Projects Fail ? Not enough resources are available for project completion. Not enough time has been given to the project. Project expectations are unclear. Changes in the scope are not understood or agreed upon by all parties involved. Stakeholders disagree regarding expectations for the project. Adequate project planning is not used. Project Customer Tradeoff Matrix Project Life Cycle All projects go through predictable stages called a project life cycle. Life cycle allows for control to assure that the project is proceeding in a satisfactory manner and that the results are likely to serve its customers intended purpose
Project life cycle a collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. PMBOK Guide customer the person or organization that will use the projects product or service or result. PMBOK Guide Project Life Cycle Stages Initiatingwhen a project is proposed, planned at a high level, and key participants commit to it in broad terms Planningstarts after the initial commitment, includes detailed planning, and ends when all stakeholders accept the entire detailed plan Executingincludes authorizing, executing, monitoring, and controlling work until the customer accepts the project deliverables Closingall activities after customer acceptance to ensure project is completed, lessons are learned, resources are reassigned, and contributions are recognized.
Project Life Cycle Stages Most companies insist that a project must pass an approval of some kind to move from one stage to the next The project life cycle is highly formalized and very specific
Project Life Cycle Stages
Life Cycle for Quality Improvement Projects
Good Project Managers Skills Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 33 Communication skills Organizational and Planning Skills Budgeting Skills Problem Solving and Decision making Negotiating and Influencing Leadership Skills Team Building and Human Resources NOT to please everyone!!!
Soft Skills and Hard Skills Soft skills include communication and leadership activities. Hard skills include risk analysis, quality control, scheduling, and budgeting work A successful project manager needs both soft and hard skills along with the judgment of when each is more necessary. Training, experience, and mentoring are instrumental in developing necessary skills.
Authority and Responsibility Projects are most effectively managed with one person being assigned accountability Project managers negotiate with functional managers A project manager needs to develop strong communication and leadership skills in order to persuade subordinates to focus on the project when they have to share their time on several tasks.
Functional manager someone with management authority over an organizational unit. The manager of any group that actually makes a product or performs a service. PMBOK Guide Project Organizational Structure There are 3 major types of organizations: Functional Organizations Projectized Organizations Matrix Organizations Weak Matrix organizations Strong Matrix organizations Balanced Matrix organizations Variations and combinations may exist. The level of authority the project manager enjoys is denoted by the organizational structure
Functional Organization Project Coordinator Functional Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 38 Organizations is centered on specialties and grouped by function. Each department will do its project work independent of others. Each employee reports to only one manager. It is important to know and respect the chain of command. Project managers have little to no formal authority. Good communication, interpersonal, and influencing skills on the part of the project manager are required to bring about a successful project under this structure. Functional Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 39 Advantages Disadvantages Enduring organizational structure. Project manager has little to no formal authority. Clear career path with separation of functions allowing specialty skills to flourish. Multiple projects compete for limited resources and priority. Employees have one supervisor with a clear chain of command. Project team members are loyal to the functional manager. Projectized Organization Projectized Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 41 Projectized organizations are nearly the opposite of functional organizations. It aims to develop loyalty to the project, not to a functional manager. The focus of this type of organization is the project itself. Most of the organizations resources are involved in project work, Team members are often co-located, Project managers have a great deal of independence and authority. Matrix Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 42 Matrix organizations are a blend of functional and projectized characteristics. Weak matrix maintains many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager. Strong matrix has many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff. Balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding. Matrix Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 43 Employees in a matrix organization report to one functional manager and at least one project manager. Its possible that employees could report to multiple project managers if they are working on multiple projects at one time. Functional managers pick up the administrative portion of the duties and assign employees to projects. They also monitor the work of their employees on the various projects. Project managers are responsible for executing the project and giving out work assignments based on project activities. Project managers and functional managers share the responsibility of performance reviews for the employee. Strong Matrix Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 44 The project managers have a great power. They have the ability to strong-arm the functional managers into giving up their best resources for projects. When competing for resources, project managers may negotiate resources among each other. Functional Manager handles only the administrative aspect of his employees life. Strong Matrix Organization Weak Matrix Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 46 The functional managers have all the power in this structure. Project managers are really project coordinators or expeditors with part-time responsibilities on projects in a weak matrix organization. Project managers have little to no authority, just like in the functional organization. On the other hand, the functional managers have a lot of authority and make all the work assignments. The project manager simply expedites the project. Weak Matrix Organization Balanced Matrix Organization Project Management vs. Organization Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 49 Functional Weak Matrix Balanced Matrix Strong Matrix Pure Project Persons Authority in Projects No Authority
Some Authority
Moderate to Low Authority High to Moderate Authority High Authority
Managers Time in Role Part Time Part Time Full Time Full Time Full Time Common Titles for Manager Project Coordinator, Project Leader Project Coordinator, Project Leader Project Manager, Project Manager, Program Manager Project Manager, Program Manager % of Project Team Assigned Full-Time 0% 15% 50% 75% 100% Project Expediter, Coordinator, Manager Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 50 Depending on the type of Organization, the project managers role and power can be very limited
Project Expediter acts primarily as a staff assistant as communications coordinator. cannot personally make or enforce decisions.
Project Coordinator has some power to make decisions Has some authority reports to a higher-level manager
Organizational Structure Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 51 Advantages Disadvantages Functional Easier management of specialists Team members report to only one supervisor Similar resources are centralized, as the company is grouped by specialties Clearly defined career paths in areas of work specialization People place more emphasis on their functional specialty to the detriment of the project No career path in project management The project manager has little or no authority Projectized Efficient project organization Loyalty to the project More effective communication than functional No home when project is completed Lack of professionalism in disciplines Duplication of facilities and job functions Less efficient use of resources Matrix Highly visible project objectives Improved project manager control over resources More support from functional area Maximum utilization of scarce resources Better coordination Extra administration is required More than one boss for project teams More complex to monitor and control Tougher problems with resource allocation Need extensive policies and procedures
Project Executive-Level Roles The steering team The top leader (CEO) and his/her direct reports Select, prioritize, and resource projects in accordance with the organizations strategic planning Ensure that accurate progress is reported and necessary adjustments are made.
Project Executive-Level Roles The chief projects officer Keeper, facilitator, and improver of the project management system Responsible for project standards, methods, training, documentation Either on the leadership team or one rung down in the organization
Project Management Office (PMO) an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects within its domain. The responsibilities of the PMO can range from providing project management support functions to actually being responsible for the direct management of a project. PMBOK Guide Project Executive-Level Roles The sponsor The sponsor is often a member of the leadership team Has a strong interest in having the project succeed Some financial control Clout in the organization The power of influence Takes an active role in chartering the project and reviewing progress reports Takes a behind-the-scenes role in mentoring and assisting the project manager throughout the project life.
Sponsor the person or group that provides the financial resources, in cash or in kind, for the project. PMBOK Guide Project Management-Level Roles Project manager Directly accountable for the project results, schedule, and budget The main communicator Responsible for the planning and execution of the project Works on the project from start to finish. The project manager often must get things done through the power of influence since his or her formal power may be limited.
Project manager the person assigned by the performing organization to achieve the project objectives. PMBOK Guide Project Management-Level Roles Functional manager The department headsthe ongoing managers of the organization Determine how the work of the project is to be accomplished Supervise that work Negotiate with the project manager regarding which workers are assigned to the project
Project Management-Level Roles Facilitator Helps the project manager with the process of running meetings and making decisions Frees the project manager to concentrate on the content of the project The facilitator concentrates on the process. A facilitator helps the PM understand organizational politics and provides suggestions on how to handle situations.
Project Management-Level Roles Senior customer representative Ensures that the needs and wants of the various constituents in the customers organization are identified and prioritized Ensures that project progress and decisions continually support the customers desires.
Project Associate-Level Roles Core team member People assigned to a project from start to finish The core team does most of the planning and makes most of the project level decisions. A small core team is ideal since people will then be less likely to fight. Projects often require help from other people during busy times.
Project Associate-Level Roles Subject matter experts Temporary members that are brought on board during busy times Used on an as-needed basis. Not present during the charter development and signing May have neither dedication to nor detailed knowledge of the project. Organizational Process Assets Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 62 Processes & Procedures Organizational standard processes such as standards, policies Standardized guidelines, work instruction, proposal evaluation criteria, and performance measurement criteria Templates Financial control procedures Procedures for prioritizing, approving, and issuing work authorization Etc. Corporate Knowledge Base Process measurement databases Project files Historical information & lesson learned knowledge bases Issue and defect management databases Configuration management knowledge bases Financial databases Etc. Qualifying to take PMP Exam To take the PMP exam, candidates must meet requirements as outlined by PMI (the Project Management Institute):
63 CSC 443- IT Project Management Dr. Safwan Qasem Spring 2011-2012 Keynotes Spring 2011-2012 CSC 443- IT Project Management Dr. Safwan Qasem 64 Be able to describe the difference between projects and operations. A project is temporary in nature with a definite beginning and ending date. Operations are ongoing. Be able to denote some of the skills every good project manager should possess. Communication, budgeting, organizational, problem solving, negotiation and influencing, leading, and team building. Be able to differentiate the different organizational structures. Organizations are usually structured in some combination of the following: functional, projectized, and matrix (including weak matrix, balanced matrix, and strong matrix). Be able to name the five project management processes. Initiation, Planning, Executing, Controlling, and Closing.