MGMT8630 – INTRODUCTION TO

PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
  Career in project management
 PMI and certifications
AGENDA  Projects, Operations, and the role of project manager
 Project management lexicon
GROUP EXERCISE

 In your group, select a project that you like, this could be a social event or your study plan or any other project.
Create a project plan for your project. Be as much detailed as you can.
 Present your plan to your classmates
 What else would you add to your plan?
 What are the challenges you face?
 Listen to other groups presentations, did they miss anything in their plan?
CAREER IN PROJECT MANAGEMENT

 Growth: According to PMI, demand for the project managers over the next 10 years is growing faster than demands for other
occupations.
 Higher pay rate
 Transferable skills
 Opportunity for advancement
 Job Titles:
 Project coordinator
 Project scheduler
 Assistant project manager
 Project manager
 Program manager
 Portfolio manager

Source: https://www.pmi.org/learning/careers/talent-gap-2021
PMI AND PROJECT MANAGEMENT CERTIFICATIONS

 “ISO 21500:2021, Project, programme and portfolio management — Context and Concepts, is an international
standard developed by the International Organization for Standardization, or ISO starting in 2007 and released in
2021. It is intended to provide generic guidance, explain core principles and what constitutes good practice in
project management.[1] Also ISO 21502:2020 Project, programme and portfolio management — Guidance on
project management, gives the guidelines for project management.

Source: https://www.pmi.org/learning/careers/job-growth
PMI CERTIFICATIONS

 Project Management Professional (PMP)®

 Prerequisites
 Certified Associate in Project Management (CAPM)®  Secondary degree (high school diploma, associate’s degree,
 Prerequisites: or the global equivalent)
 60 months leading projects
 Secondary diploma (high school diploma/ global equivalent)
 35 hours of project management education/training or
 AND CAPM Certification
 23 contact hours of formal education
 OR
 A 4-year degree
 36 months leading projects
 35 hours of project management education/training or
CAPM Certification
CHANGES FROM SIXTH EDITION TO SEVENTH EDITION

 The previous standard was mostly process based. Inputs, outputs and tools and techniques were the heart of the
standard
 In the new standard models methods and artifacts replace what was considered tools and techniques and outputs
of the processes.
 It was deemed to be focused on traditional approach to project management. The new standard is more PM
approach agnostic. This is mainly due to growth of software elements in products and emergence of new project
management approaches such as Agile.
 The new standard is principle based not process based. The principles capture generally accepted objectives for
the project management practice.
CHANGES FROM SIXTH EDITION TO SEVENTH EDITION

 Previous standards are still valid and not negated by the new standard, it is rather a new approach.
 The new standard has a system view and looks at project management as a value delivery system.
 Previous standards were focused on outputs, the new standard is focused on outcomes that deliver value to
stakeholders.
 Previous standard shifts from knowledge areas (such as cost, schedule, etc.) to “performance domains”. A
performance domain contains related activities that are essential for project delivery.
SUMMARY OF
PMBOK
STRUCTURE,
SEVENTH
EDITION
CHANGES

Source: PMBOK 7th edition

OVERVIEW OF THE PMBOK STRUCTURE

 PMI lexicon of Project Management (see Glossary on page 233)

 The Guide and the standard
 Product management and project management
PROJECT MANAGEMENT LEXICON

 Frequently used project management terms have distinct. clear and concise definitions.
 Example: what is a project deliverable?
 Deliverable is any unique and verifiable product, result, or capability to perform a service that is produced to complete a
process, phase, or project.
 Do not interpret the terms literally.
MGMT8630 – INTRODUCTION TO
PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
VALUE
DELIVERY
SYSTEM
OVERVIEW
PROJECTS VERSUS OPERATIONS

 A project is a temporary endeavor undertaken to create a unique product, service or result.

 Operations are on going activities that produce same output over and over.
 Projects enable business value creation.
 Projects are created to
 meet some stakeholders’ requirements,
 social, legal or regulatory requirements,
 to improve products, processes or services,
 Implement or change business or technological strategies
INFORMATION
FLOW
GROUP WRITEUP EXERCISE, LEXICON

 Based on the slides, and referring to the PMBOK, define projects, programs, portfolio and operation and how they
are related. Provide example from an organization you know.
FUNCTIONS ASSOCIATED WITH PROJECTS

 Project manager leads the project team  Perform work and contribute insights
and is responsible for achieving the  Apply expertise
project objectives and stakeholder’s
expectations.  Provide business direction and support

 Provide coordination  Provide resources

 Present objectives and feedback  Maintain governance

 Facilitate and support

PROJECT INTERNAL ENVIRONMENT

 Each project is done within an organization. Each organization has its own unique policies and procedures.
 Project managers must comply with reporting methods, strategy and values of the organizations.
 How internal environments can affect projects?
 Examples:
 Process assets, safety and security, expertise, knowledge assets and …
PROJECT EXTERNAL ENVIRONMENT
 Project that are initiated by organizations are executed in a market with competition and under rules and
regulations. Projects are heavily impacted by the external environment.
 Can you think of ways that external environment can impacts projects?
 Competitive landscape
 Regulatory and political situation
 Social factors
 Technology
 Globalization
 Natural forces
 And many more…..
PRODUCT
LIFE CYCLE
GROUP EXERCISE

 Select a company and a product, in your group discuss the internal and external environment and the product life
cycle. Present the results to the class.
PROJECT MANAGEMENT METHODOLOGIES AND LIFECYCLES

 Predictive approach
 Also known as waterfall or traditional project management
 Adaptive approach
 Also known as agile
 Hybrid approach
 Iterative
 Incremental
METHODOLOGY
SPECTRUM
ITERATIVE AND INCREMENTAL

Suggested Video
to watch
DEVELOPMENT APPROACH SELECTION CONSIDERATIONS

 Product considerations
 Project and Organization
 Degree of innovation
 Stakeholders
 Requirements certainty
 Schedule constraints
 Scope stability
 Funding availability
 Risk
 Project team size and location
 Safety requirements
 Organization capability and structure
 Regulations
 Culture
 Ease of change
 Delivery options
PROJECT
LIFECYCLES
PROJECT
LIFECYCLES
PROJECT
LIFECYCLES
PROJECT SUCCESS MEASURES

 Time
 Cost
 Quality
 Project Objectives
 Project managers must clearly document project objectives and assessments.
MGMT8630 – INTRODUCTION TO
PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
AGENDA

 Overview of project performance domains

 Overview of models, methods and artifacts
PRINCIPLES OF
PROJECT
MANAGEMENT AND
PERFORMANCE
DOMAINS
 PERFORMANCE DOMAINS

• Stakeholder definition

• Stakeholder Analysis

• Examples of project
stakeholders
PERFORMANCE
DOMAINS
IDENTIFY STAKEHOLDERS

 Projects are highly influenced by stakeholders

 According to PMI project stakeholders are: “individuals, groups, or organizations that may affect, to be affected by,
or perceive itself to be affected by a decision, activity, or outcome of a project”
 We need to identify stakeholders, create and Stakeholder Register
 We also need to analyse stakeholders and create a Stakeholder Engagement Plan
 Helps communicate properly and in a timely manner with stakeholders

Review Stakeholder Analysis template

STAKEHOLDER ANALYSIS

Keep Satisfied Manage Closely

High
 All stakeholders must be identified

Power
 Analyze power/interest grid, power /
influence grid, or impact / influence Monitor Keep Informed
grid
 Power is the level of authority

Low
 Interest is the level of concern
 Influence is the ability to cause changes
to the project. Low Interest High
 PERFORMANCE
DOMAINS

• Project manager
• Project Team
EXAMPLE: RESPONSIBILITY ASSIGNMENT MATRIX

 Responsibility Assignment Matrix (RAM), shows the

project resources assigned to each work package
 RACI chart is one type of a RAM chart
 Note that there is only one person accountable for
each activity
 There must be an accountable person for each
activity
 Can be in text format (Roles, responsibility, authority
forms)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 9-4
DEVELOP TEAM
 This is done by:
 Develop Team is to enhance project performance b:
 improving teamwork
 Enhanced interpersonal skills
 Motivation
 Improved project performance
 Using soft skills (leadership, negotiation, conflict
resolution, communication, etc.)
 Establishing ground rules
 Motivating
 Influencing
 Team building activities
 Trainings
 Rewards
 Performance assessments
PERFORMANCE DOMAINS

• Deliverable

• Development approach

• Cadence

• Project Phase

• Project life cycle

PERFORMANCE DOMAINS

Topics to consider as part of planning

Scope Uncertainty

Schedule Procurement

Budget Stakeholders

Resources Estimate

Quality Accuracy

Communication Precision
 PERFORMANCE DOMAINS
• Project processes

• Balancing different constraints and trade-offs

• Team focus

• Removing obstacles

• Procurement and resources

• Measuring performance and status reporting

• Managing change and scope

• Managing knowledge
 PERFORMANCE DOMAINS
Requirement management

Work packages and

activities

Work Breakdown
Structure

Quality requirements

Cost of Quality

Delivery; verification and

Validation
 PERFORMANCE DOMAINS
• Metric, SMART Metrics

• Baseline- what a base line is

and its use

• Dashboard

• Key Performance Indicators

• Schedule variance and

schedule performance index

• Cost variance and cost

performance index

• Resource Utilization
DASHBOARD
EXAMPLE
 PERFORMANCE DOMAIN
• Uncertainty

• Ambiguity

• Complexity

• Volatility

• Risk

• Threats

• Opportunities

• Risk identification and prioritization

• Risk response planning

 PERFORMANCE DOMAINS
Why tailor?

What to tailor?

Tailoring process
MODELS, METHODS AND ARTIFACTS

 “A models is a thinking strategy to explain a process, framework, or phenomenon.”

 “A method is the means for achieving an outcome, output, result, or project deliverable.”
 “An artifact can be a template, document, output, or project deliverable.”
MODELS,
METHODS AND
ARTIFACTS
MODEL EXAMPLE, TUCKMAN LADDER

 Forming
 Storming
 Norming
 Performing
 Adjourning
METHOD EXAMPLE, SWOT ANALYSIS

 Strengths
 Weaknesses
 Opportunities
 Threats
ARTIFACT EXAMPLE, PROJECT CHARTER

 Review project charter template in the shell

MGMT8630 – INTRODUCTION TO
PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
 METHODOLOGY
SPECTRUM

Project Management Institute. (2021). A guide to the Project Management Body of Knowledge (PMBOK guide) (7th ed.). Project Management Institute.
ITERATIVE AND INCREMENTAL

Project Management Institute. (2021). A guide to the Project Management Body of Knowledge (PMBOK guide) (7th ed.). Project Management Institute.
PROJECT
LIFECYCLES
OVERVIEW OF METHODOLOGIES - AGILE

 In many cases project requirements (what the customer wants) are changing frequent, or are
uncertain, or sometimes not even fully known.
 In traditional project management change in requirements are not happening frequently and
they are dealt with using change management
 Many software companies that are faced with continuously changing requirements or very
short development cycles, find traditional project management to be inflexible or
bureaucratic
 Agile is considered an adaptive development framework and often includes iterations
(Sprints) that are 1-3 weeks.
 The project team is given authority for planning and managing their project.
OVERVIEW OF METHODOLOGIES - AGILE

 Agile approach is not only useful for software companies. Many other industries find agile more efficient for
certain projects.
 Agile promotes frequent stakeholder engagement, communication, and short project feedback. It also promotes
transparency and flexibility.
 There are many agile frameworks which sometimes are mixed for specific projects; Scrum, Kanban, Lean,
PRINCE2, eXtreme Programming (XP) and many more…
 Here we briefly review Scrum and Kanban
 SCRUM FRAMEWORK, DEFINITIONS
 Scrum is a management framework
that includes several incremental
product known as Sprints.
 Each Sprint is a 1 to 4 weeks
development cycle. At the end of each
Sprint an Increment is created. After a
Sprint is finished, the next Sprint
starts. During each Sprint the Product
Backlog may be refined as needed. The
Product Owner can cancel a Sprint if
needed.

Scrum, by Alessio Bragadini licensed under CC BY-SA 2.0

SCRUM FRAMEWORK, DEFINITIONS

 Scrum Team, consists of one Scrum Master, one Product Owner, and Developers.
Typically, less than 10 people. The team is responsible for all product related activities
and accountable for creating Increments.
 Scrum Master, is accountable for the Scrum Team’s effectiveness by enabling the team
to improve its practices, coaching the team members, removing impediments and
ensuring scrum events take place. He makes sure the team understand the need for
concise Product backlog items and facilitate stakeholder collaboration as needed.

Source: The Scrum Guide by Ken Schwaber & Jeff Sutherland, 2020
SCRUM FRAMEWORK, DEFINITIONS

 A product Owner is a person who is accountable for maximizing the value of the
end product. He is accountable for effectively managing the Product Backlog which
includes:
 Developing and explicitly communicating the Product Goal
 Creating and communicating Product Backlog items.
 Sorting Product Backlog items and ensuring the Product Backlog is transparent, visible and
understood.

Source: The Scrum Guide by Ken Schwaber & Jeff Sutherland, 2020
SCRUM FRAMEWORK, DEFINITIONS
 Developers, are accountable for creating a plan for the Sprint, aka the Sprint Backlog, and adapting
the plan towards the Spring Goal, and holding each other accountable as professionals.
 An Increment, is a Product Backlog item that is completed by meeting the Definition of Done.
 Definition of Done, is a formal description of quality measures of an increment to be considered
complete.
 Product Backlog is a prioritized list of user-centric requirements that the team maintains for
the product.
 Product Goal, is the long-term objective for the Scrum Team.
SCRUM FRAMEWORK: SCRUM EVENTS
 Sprint Planning, is typically a meeting where the work for each sprint is laid out. Items from the Product Backlog
to include in the current Sprint, which are called the Sprint Goal are selected. Sprint planning can take up to a
maximum of eight hours.
 Daily Scrum, is a daily 15 minute meeting, where developers discuss actionable items for the next day.
 Sprint Review, is where the outcome of the sprint is discussed and the result of the work during the sprint is
presented to the stakeholders. The Product Backlog may be adjusted, this event is a maximum four hours event.
 Sprint retrospective, is to plan to increase effectiveness and quality. The Scrum Team reviews the last Sprint and
what went well and what problems occurred to learn from them and implement changes. This event concludes
the Sprint and is a maximum 3 hours event.
THE SCRUM
FRAMEWORK,
HOW IT
WORKS
ALTOGETHER
GROUP PRACTICE

 In Groups of three, select a project of your choice and discuss how you would adapt the Scrum framework to run
the project.
KANBAN IN PROJECT MANAGEMENT

 Video: What is Kanban?

 Kanban is a scheduling system for lean manufacturing and adopted as a work management system for agile
projects. It uses a visual board to present the status of the work in a transparent way and enforces a “pull system”
on the process.
 Kanban complements Scrum. Kanban board is used to visualize work in an agile environment
 Work items are represented visually on a Kanban board
KANBAN BOARD

 Kanban Boards can take many shapes but have these items in common:
 1) Visual Signals: (Cards or sticky notes): Work items are written on each card
 2) Columns: Each column represent a stage of the project workflow. It could be for example as simple as Product
Backlog, Sprint Backlog, Work in Progress and Done!
 3) Work in Progress Limits: One essential element of the Kanban system is the limitation on the number of WIP
(work in progress) items and the fact the it uses a pull system rather than a push system. No new work will be
passed on to WIP unless it has the capacity to hold it. If items in WIP do not move ahead, there might be a
bottleneck issue waiting to be resolved.
 4) Points (columns) where the work start and the work finishes
 WIP may have several columns associated with it, for example in-progress, peer review, testing, etc.
KANBAN BOARD
EXAMPLE

Source: Agile Practice guide, PMI Institute

OVERVIEW OF AGILE SOFTWARE TOOLS

 JIRA, Atlassian
 Azure Boards
 Smartsheet
 Trello
 Asana

 In groups of 3, each group review a software and provide a quick summary

MGMT8630 – INTRODUCTION TO
PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
OVERVIEW OF PM SOFTWARE

 A Demo of MS Project
 INTERRELATIONSHIP
OF PMBOK
COMPONENTS

Figure 1-5. Interrelationship of PMBOK ® Guide Key Components in Projects

TRADITIONAL PROJECT MANAGEMENT OVERVIEW

Scope
Management
Stakeholder Schedule
Management Management

Procurement
Management Cost management

Quality
Risk management
Management

Communication Resource
Management management
 Knowledge Areas

 Process Groups

 Processes

 Project Phases
PROCESS GROUPS

 Process, process input, tolls and techniques and output

 Definition of process groups
 Knowledge Areas
BEFORE PROJECT STARTS - BUSINESS CASE

 A business case, answers the question of economic feasibility,

how much value will be generated by the project, why this is
important, what the deliverable should be, when the product
or service should become available, and how the product and
service is being created. The business case typically starts
with a summary of the case, and then discusses strategic
alignment of the project with the company business
objectives. The business case summarizes costs and
investments and provides a forecast of the future revenue.
Finally the business case provides a cost benefit summary.
 The project sponsor is accountable for the business case
PROJECT INITIATION

 Develop Project Charter (review the Project Charter template)

 Identify Stakeholders
SCOPE MANAGEMENT PROCESSES

 Plan Scope Management (Planning)

 Collect Requirements (Planning)
 Define Scope (Planning)
 Create WBS (Planning)
 Validate Scope (Monitoring & Controlling )
 Control Scope (Monitoring & Controlling)
CREATE WORK BREAKDOWN STRUCTURE

 Project deliverables are mostly complex and must be broken down into smaller pieces before the work can be
assigned to the team members. WBS is the process of subdividing project deliverables intro smaller pieces.
 It uses project scope statement and requirement documentation as the main inputs
 The main tools and techniques are decomposition and expert judgement
 Can be created in visual format like Visio, or word format such as MS Word and look like a table of contents.
 WBS can be decomposed by deliverables and features, or by project phases etc.
WBS

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2019 Fig 5-12
 PROJECT
SCHEDULE
MANAGEMENT

Project Management Institute, A Guide to the Project Management Body of

Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc.,
2017 Fig 6-1
 Collect
Define Scope Create WBS
Requirements
➔ ➔
➔

Estimate SEQUENCE OF
Define Sequence
Activities
Activities ➔ Activities ➔ PROCESSES
Duration ➔

Develop
Schedule
SEQUENCING ACTIVITIES

 Activity list is not in logical order

 In sequencing activities we put activities in the
correct order
 Project schedule network diagram can help us
visualize and sequence activities in a logical way
 Precedence Diagramming Method (PDM) uses boxes
(aka nodes) to represent activities and arrows to
represent activity dependencies. It is also called
activity-on-node (AON) method. There is another
method called activity on arrow or AOA, which is
not covered here in this course.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-11
 SCHEDULE TYPES

 Milestone Schedule
 Summary Schedule
 Detailed Schedule

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-21
ESTIMATE COST

 The process of developing estimate of cost of

project resources.
 The main input to the process is the scope baseline
and the main output of this process the cost
estimates.
 Expert judgement, analogous estimating, parametric
estimating, Bottom-up estimating and three point
estimating techniques are like task duration
estimation.
 In this process we determine the costs in details.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 7-4
DETERMINE BUDGET

 Aggregating all estimated costs (labor, material, etc.)

and tabulating against time and presented over the
project lifetime.
 A cost budget is the approved estimate for any WBS
component or scheduled activity.
 The project budget must include all funds authorized
to execute the project.
 Cost baseline is the approved version of the time-
phased project budget (includes contingency
reserves)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 7-6
ESTIMATE COST

Cost estimation
DETERMINE BUDGET

 Determine Budget
PROJECT RISK MANAGEMENT

 Risk is uncertainty, can be positive or negative

 Example: The cost of material can be $1M ± $100K, so the cost can be lower or higher than expected.
 Some risks can only have negative results, and some can only have positive results.
 Risk management goal is to identify and manage project risks. If the risk is not managed the project may fail.
 Risks can have both negative or positive impact on the project.
 Risk management goal is to enhance or exploit positive risks (opportunities) while avoiding or mitigating negative
risks (threats).
PROJECT RISK
MANAGEMENT
OVERVIEW

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 11-1
CLOSE PROJECT OR PHASE

 The process of finalizing all activities for the project or a phase or a contract.
 The project planned work is formally completed.
 This process archives project information and releases the project team and project resources.
 This process must be used even if the project is terminated or stopped.
 Final project deliverables are received and approved by the customer.
CLOSE PROJECT OR PHASE

 Project manager is responsible to ensure all activities required for project or phase closure are completed.
 The project charter is used as an input as it project success criteria.
 Another input is project management plan as it details the work supposed to have been completed.
 Almost all project documents are used as inputs to this process.
 Lessons learned register is an important input that will be updated and archived for future projects as an output
of this process.
LESSONS LEARNED

 Lessons learned register is not created at the end of the project. It is created at the beginning and updated
throughout the project.
 Process of creation of lessons learned:
1. Identify recommendations or lessons learned that could be valuable for future projects
2. Analyse the root cause and make recommendations
3. Document in lessons learned register
4. Archive for future project use.
 The lessons learned session must be preferably facilitated by someone other than the project manager.
MGMT8630 – INTRODUCTION TO
PROJECT MANAGEMENT
- MANUFACTURING

PROFESSOR: BEHNAM RASHIDIAN

SEMESTER: WINTER 2022
TAILORING

 The project management approach must be tailored for each specific situation.

 Almost all aspects of project management, including the project management methodology must be
adapted.

 When tailoring a methodology, some aspects of the project such as processes, stakeholders, methods
and artifacts may be altered or emphasized accordingly.

 Tailoring leads to more efficient use of resources and customer focus.

LIFECYCLE DEVELOPMENT SELECTION

 The nature of the project leads to adaptation of the project lifecycle; predictive, hybrid or adaptive
 A combination of the lifecycles may be used. For example, a device development that has both the software and
hardware elements, may use adaptive approach for the software development and predictive or a hybrid approach
for the hardware development.
 Group practice: select a project or more and discuss which methodology is best appropriate for each project or
each element of a project.
WHAT TO TAILOR

 Group Exercise: in Groups of 3: Consider a project that you want to tailor the project management approach for.
Discuss the elements that you tailor and provide examples.

 Processes
 People Engagement
 Tools
 Methods and Artifacts
THE
TAILORING
PROCESS
ORGANIZATION
AND PROJECT
FACTORS
TAILORING FOR PROJECTS AND PRODUCTS

 Product / deliverable
 Project Team
 Culture
 Compliance
 Technology
 Industry
TAILORING FOR THE TEAM

 Team Size
 Geographical locations
 Experience and expertise
 Customer interaction
 Culture
TAILORING
STEPS
TAILORING
PERFORMANCE
DOMAINS
GROUP EXERCISE

 Consider application to the college as a project. Discuss the tailoring process steps that your team would go
through to ensure proper tailoring is performed.