Project Management Overview &

Project Overview Statement

PMGT 540
Planning and Executing Projects
Week 1

Introductions

Name
Program/Semester
Background
Company
Project Management Experience
Interesting Fact
Course Expectations

Learning Objectives
1.

2.
3.

To describe the fundamentals of planning, executing,

monitoring and controlling project scope, schedule and
cost.
To demonstrate the use of project management best
practices, methodologies, tools, techniques and templates.
To define project goals and objectives using the
Conditions of Satisfaction (CoS)
Project Charter
Project Overview Statement (PoS)

Learning Objectives
4.

To create a valid and dynamic model of a project utilizing

Microsoft Project
Choose effective settings for options
Create the project calendar
Enter tasks, estimates, dependencies, constraints
resources and assignments

5.

To apply project scheduling techniques to optimize the

schedule in order to meet deadlines and budget restrictions
while managing resource availability.

Learning Objectives
6.
7.

8.

To apply earned value management analysis to control a

project.
To develop strategies to effectively communicate the
project schedule to executive management, functional
management and project team members.
To apply Microsoft Project software knowledge and skills
to other project management scheduling software and
practices.

Course Textbooks

Course Reference

Must Haves

Windows Laptop capable of running MS Project 2016

Mouse

Microphone

What is a Project?
A temporary endeavor
undertaken to create a unique
product, service or result.

A sequence of unique,
complex, and connected
activities that have one goal
or purpose that must be
completed by a specific time,
within budget, and according
Wysocki
to specification.

PMBOK

Characteristics of a Project

Temporary
Unique
Has specific objectives to produce specific results
Progressive elaboration

What is Project Management?

The application of knowledge, skills, tools and

techniques to project activities to meet project
requirements.

Involves

Triple Constraints Balancing

Identifying Requirements
Addressing the needs, concerns and expectations of the
stakeholders

Triple Constraints
st
Co
u
so
Re

Tim
e

&

Quality

es
rc

Scope

Principles of Project Managment

1.
2.
3.
4.
5.
6.
7.
8.

Plan Realistically
Manage Relationships
Manage Expectations
Expect and Plan for Change
Consider the Other Work Being Performed
Be Objective
Take a Situational Approach
Continuously Improve

Project Management Knowledge Areas

Integration
Scope
Time
Cost
Quality
Human Resource
Communication
Risk
Procurement
Stakeholder Management

Project Management Process Groups

Initiating
Planning
Executing
Monitoring and Controlling
Closing

PMBOK

Scoping
Planning
Launching
Wysocki
Monitoring
and Controlling
Closing

Initiating (Scoping)

Recruiting the Project Manager

Eliciting the true needs of the client
Documenting the clients needs
Negotiating with the client about how those needs will be
met
Defining the project (CoS, Charter, POS)
Gaining Senior Management Approval to Plan the project

Planning

Defining all of the work of the project

Estimating how long it will take to complete the work
Estimating the resources required to complete the work
Estimating the total cost of the work
Sequencing the work
Building the initial project schedule
Analyzing and adjusting the project schedule
Writing a risk management plan
Documenting the project plan
Gaining senior management approval to launch the
project

Executing (Launching)

Recruiting the project team

Writing a project description document
Establishing team operating rules
Establishing the scope change management process
Managing team communications
Finalizing the project schedule
Writing work packages

Monitoring and Controlling

Establishing the project performance and reporting

system
Monitoring project performance
Monitoring risk
Reporting project status
Processing scope change requests
Discovering and solving problems

Closing

Gaining client approval of having met project requirements

Planning and installing deliverables
Writing the final project report
Conducting the post-implementation audit

Initiating (Scoping)
Planning and Conducting the Project Scoping Meeting
Deliverables

Conditions of Satisfaction Session

Requirements Document
Requirements Breakdown Structure
Best-fit project management life cycle (PMLC)
Project Charter/ Project Overview Statement

Conditions of Satisfaction
Begin with a CoS Session
The CoS session is a structured conversation between
the client (requestor) and the project manager
(provider)
Outcome is a mutual understanding, a common
language
Final negotiation of success criteria, including when
and how
Process is repeated until agreement is reached
The CoS agreement continues to be dynamic
The CoS is reviewed at every major status review

Conditions of Satisfaction
Establishing Conditions of Satisfaction
Clarify
Request
Response

Request
Agree on
Response

Negotiate agreement and write the

Project Charter/Project Overview Statement

Figure
04-02

Project Charter

The project charter is the document issued by the

project initiator, client 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.
The charter documents the business needs,
assumptions, constraints, the understanding of the
customer's needs and high-level requirements, and
the new product, service, or result.

Project Charter

Project purpose or justification

Measurable project objectives and related success
criteria
High-level requirements
Assumptions and constraints
High-level project description and boundaries
High-level risks
Summary milestone schedule
Summary budget
Stakeholder list

Project Charter
Formally records:
Project approval requirements (i.e., what constitutes
project success, who decides the project is successful,
and who signs off on the project),
Assigned project manager, responsibility, and authority
level, and
Name and authority of the sponsor or other person(s)
authorizing the project charter.

Project Charter
The charter establishes a partnership between the
performing and requesting organizations.
In the case of external projects, a formal contract is
typically the preferred way to establish an
agreement. In this case, the project team becomes
the seller responding to conditions of an offer to buy
from an outside entity.
A project charter is still used to establish internal
agreements within an organization to assure proper
delivery under the contract.

Develop the Project Charter

Develop the Project Charter is the process of developing
a document that formally authorizes the existence of a
project and provides the project manager with the
authority to apply organizational resources to project
activities.
The key benefit of this process is a well-defined project
start and project boundaries, creation of a formal
record of the project, and a direct way for senior
management to formally accept and commit to the
project.

Develop the Project Charter

Inputs to the Project Charter:

Statement of Work
Business need, product scope description, strategic plan

Business Case
Market demand, organizational need, customer request,
technological advance, legal requirement, ecological impact,
social need

Agreements
Contracts, memorandums of understanding (MOUs), service
level agreements (SLA), letter of agreements, letters of intent,
verbal agreements, email, or other written agreements

Purpose of the Project Overview Statement

A one-page description that is:

A general statement of the project

A reference for the planning team
A decision aid for the project
To get management approval to plan
the project

Contents of the Project Overview Statement

Ch04: How to Scope a TPM Project

Example POS

PROJECT
OVERVIEW
STATEMENT

Project Name

Project No.

Project Manager

PAUL BEARER

Office Supply Cost Reduction

Problem/Opportunity

Our cost reduction task force reports that office supply expenses have exceeded budget by an
average of 4% for each of the last three fiscal years. In addition an across the board budget cut of
2% has been announced and there is an inflation rate of 3% estimated for the year.
Goal

To implement a cost containment program that will result in office supply expenses being within
budget by the end of the next fiscal year.

Objectives

1.
2.
3.
4.

Establish a departmental office supply budgeting and control system.

Implement a central stores for office and copying supplies.
Standardize the types and brands of office supplies used by the company.
Increase employee awareness of copying practices that can reduce the cost of
meeting their copying needs.

Success Criteria

1.
2.
3.
4.

The total project cost is less than 4% of the current year office supply budget.
At least 98% of office supply requests are filled on demand.
At least 90% of the departments have office supply expenses within budget.
No department office supply expense exceeds budget by more than 4%.

Assumptions, Risks, Obstacles

1.
2.
3.
4.
5.

Central stores can be operated at or below the breakeven point.

Users will be sensitive to and supportive of the cost containment initiatives.
Equitable office supply budgets can be established.
Management will be supportive and consistent.
The existing inventory control system can support the central stores operation.

Prepared By

Olive Branch

Date

9/2/11

Approved By

Date

Del E. Lama

Figure
04-05

9/3/04

Ch04: How to Scope a TPM Project

POS Problem/Opportunity
A problem needing resolution or an
untapped business opportunity.
A statement of fact that everyone would
agree to. It stands on its own.
This is the foundation on which the
proposed project will be based.

Ch04: How to Scope a TPM Project

POS Project Goal

A one or two sentence statement of how you

intend to address the stated
problem/opportunity.
A scoping statement that bounds the project
you are proposing.

Ch04: How to Scope a TPM Project

POS Project Objectives
5 or 6 brief statements that further
bound your project goal statement.
From these statements it is clear what is
in and not in the proposed project.
These statements might identify major
project deliverables.
These statements form a necessary and
sufficient set of objectives.

Ch04: How to Scope a TPM Project

POS Project Success Criteria

IRACIS
IR Increase Revenue
AC Avoid Costs
IS Improve Service
Use quantitative metrics only!
How much and by when?

Ch04: How to Scope a TPM Project

POS Assumptions, Risks, and Obstacles

Technological

Environmental

Working relationships

Cultural

Management change
Staff turnover

Interpersonal

New to the company

Obsolescence

Fit to the company

Causal Relationships

Will the solution solve the problem

Ch04: How to Scope a TPM Project

POS Attachments

Risk Analysis
Financial Analyses

Feasibility studies
Cost/benefit analysis
Breakeven analysis
Return on investment

Week 1 Summary

Definition of a Project
Definition of Project Management
Knowledge Areas
Process Groups
Conditions of Satisfaction
Definition of the Project Charter
Project Overview Statement