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Week 1

Introduction to
Project Management
Michael Madden, PMP®, MBA


Before we get started
• Introductions – Your name, where you are from and why PM & this class?
• Syllabus overview including “Learning Outcomes”
• Blackboard – Discussions, Assignments and due dates
• Ground Rules – Classes start on time, no texting, phone calls, etc.
• No “extra credit” available
• Plagiarism/Cheating
• Withdrawal Policy – go to “MY NEU”
• Chet Lang (Student success team, project management support, tutoring and
coaching) and Justin Wright, Experiential Network (XN), short mini co-ops.


Welcome to PJM6000!
• Instructor – Michael Madden
– 15+ years experience as a practicing project manager
– 9+ years as a PMP®
– MBA and BS in Business Administration (major: Accounting)
– Project management experience: 5+ years in the Healthcare industry and
10+ years in the financial services industry. Managed multiple mid-large
scale projects of all sizes including application development, upgrades,
websites and financial applications
– PMI Mass Bay Chapter AVP Academic Outreach Program
– Co-founder of Boston Noontime and North Shore Roundtables

• Student Introductions
– Please introduce yourself on Blackboard > Discussion Board > Introduce

*PMP is a registered mark of the Project Management Institute, Inc.

– Pre-requisites • PJM5900: Project Management Practices or • 2 .3 years of project management experience • Experience with MS Project or be ready to learn it on your own • Review contract and complete the academic honesty assignment • Activate your free Blackboard IM account • All assignments MUST be submitted via Blackboard 4 . monitor and control. plan. – Based on the PMBOK ® Guide fifth edition – Introduction to the processes. tools and techniques to initiate. execute. and close a project. Welcome to PJM6000! • PJM 6000 – Project Management Practices! – Designed to provide students with a deeper understanding of project management processes as practiced across-industries.

Learning Objectives • Explain the role of projects and project management in modern organizations • Define project and project management • Differentiate between project work and business as usual • Identify a project’s constraints • Define the scope of a project • Differentiate between project. program and a portfolio • Define a project life cycle 5 .

6 . – A defined life span with a beginning and an end. sixth edition. Clifford F. What is a Project? • “A temporary endeavor undertaken to create a unique product. The Managerial Process. • Major Characteristics: – “An established objective. 2013). doing something that has never been done before. Erik W. Larson. – Typically. or result” (PMI. – Usually. Gray. – Specific time. cost and performance requirements”. the involvement of several departments and professionals. page seven). (Project Management. service.

• Projects produce a deliverable: – Tangible or intangible 7 .Key Attributes of a Project • Projects are temporary – Stop once the deliverable is produced • Projects are unique – Produce a unique deliverable: A wedding. An insurance marketplace (e. The Olympic game.

More Project Attributes • cross-functional (require resources from various functions or business units) • should have a primary sponsor and/or customer • involve risk and uncertainty • have a budget • have a schedule • require measures of performance • involve conflicts 8 .

Why do projects exist? • Organizations need to – Translate strategies in market terms – Innovate to maintain a competitive advantage – Achieve a social goal – Change the status quo 9 .

How do we meet these objectives? • We need: – A Discipline and structured approach – Collaboration across organization (s) – Collaboration across functions – Collaboration across political and social sectors – Team work – Effective tools and techniques to link long-terms objectives with business operations. 10 .

How do we meet these objectives? • We need: – A Discipline and structured approach – Collaboration across organization (s) – Collaboration across functions – Collaboration across political and social sectors – Team work – Effective tools and techniques to link long-terms objectives with business operations. 11 .

12 . • “A structured approach to help individuals and organizations do the right things at the right time in order to meet a planned goal or objective” (Meredith & Mantel. skills. 2009). 2013). tools and techniques to project activities to meet project requirements” (PMI. 2007). What is Project Management? • “A team-based management methodology for accomplishing a specific task or project that has a finite beginning and end” (Kreitner. • “The application of knowledge.

Executing Monitoring & Controlling and Closing) • Ten Knowledge Areas • 47 Project Management processes 13 . Planning. PMBOK • A Guide to the Project Management Body of Knowledge (PMBOK Guide). Fifth edition • Publication of the Project Management Institute (PMI) • Five Project Management Process Groups (Initiating.

Page two 14 . and techniques can have a significant impact on project success..” • “Generally recognized” means the knowledge and practices described are applicable to most projects most of the time…. tools.” • “The PMBOK Guide identifies that subset of the project management body of knowledge that is generally recognized as good practice. Fifth Edition. Purpose of PMBOK • “Acceptance of Project management as a profession” • “Application of knowledge. skills.” PMBOK Guide. processes.

programs. Portfolios. • Programs are grouped within a portfolio and are comprised of subprograms. sub-portfolios and operations managed as a group to achieve strategic objectives. page 4 15 . Fifth Edition. Programs and Projects • Portfolios refer to a collection of projects. projects or other work • Portfolio – Program – Project(s) PMBOK Guide.

Groups of Projects .

• Routine manufacture of an interfaces with PC. and Apple iPod stores 10. Repetitive • Unique endeavours Work • Developing an accounting • Daily recording of sales software receipts into the accounting ledger • Developing a supply-chain information system • Responding to a supply-chain request • Writing a new piano piece • Practicing scales on the piano • Designing an iPod that is approximately 2 X 4 inches. Project • Routine. Operations vs.000 songs 17 .

Project Management Environment Adapted from the PMBOK®. fifth edition. 18 .

 fifth edition. Variables for success Quality Risk Co e st Tim Resources Scope/Performance Adapted from the PMBOK ®. 19 .

Role of the Project Manager • Negotiating For Resources • Holding the Project Kickoff Meeting • Establishing The Project’s Policies and Procedures • Laying Out The Project Workflow And Plan • Establishing Performance Targets • Obtaining Funding • Executing The Plan • Encouraging The Team To Focus on Deadlines 20 .

Role of the Project Manager • Monitoring Progress • Evaluating Performance • Develop Contingency Plans • Briefing The Project Sponsor • Briefing The Team • Briefing The Customer • Closing Out The Project 21 .

. fifth edition. The project Skills Environment Adapted from the PMBOK®. What skills do PMs need? Project Management Body of Knowledge PMBOK® Guide (5th. Ed.) Knowledge of Interpersonal the application Skills area Understanding General Mgt.

Project Management Office (PMO) • A department that oversees project delivery. processes and methodologies • Provides project management support and also provides project management expertise • The can be “supportive”. 23 . “controlling” or “directive”.

be affected by. Fifth Edition 24 .”. or perceive itself to be affected by a decision. PMBOK Guide. or organization who may affect. activity. or outcome of a project. group.Stakeholders and Project governance • “A stakeholder is an individual.” • “Project governance – the alignment of the project with stakeholders’ needs or objectives – is critical to the successful management of stakeholder engagement and the achievement of organizational objectives.

Stakeholders • Sponsor • Customer • IT department • Marketing department • Citizens • Potentially anybody ! 25 .

Project Integration Management Integration Requirements & Management Resources  Capital  Materials Products  Equipment Integrated Services Outputs Inputs Processes  Facilities Profits  Information  Personnel 26 .

Project Management Process Groups PMBOK organizes the 47 Project Management processes into 5 major Process Groups: – Initiating Process Group – Planning Process Group – Executing Process Group – Monitoring & Controlling Process Group – Closing Process Group Adapted from the PMBOK®. fifth edition. 27 .

 fifth edition. refine objectives. regulate performance. Project Management Process Groups • Initiating Processes – Defines new project or phase. review. defines how to do project • Executing Processes – Do the work that was planned • Monitoring & Controlling Processes – Track. authorizes • Planning Processes – Establish scope. identify changes • Closing Processes – Finalize all activities Adapted from the PMBOK®. 28 .

• Adaptive lifecycle – The product is developed over multiple iterations and detailed scope is defined for each iteration only as the iteration begins. • Predictive lifecycle – the product and deliverables are defined at the beginning of the project and any changes to scope are carefully managed. fifth edition. Adapted from the PMBOK®. 29 . Project life Cycle • A project lifecycle is the series of phases that a project passes through from its initiation to its closure.

Project Life Cycle Define Design Fabricate Design Integration Requirement / Code Test / Test Delivery s Level of Process Interaction Start Finish TIME Initiate Plan Execute Monitor and Control Close .

Development Life Cycle A project moves through a predictable life cycle. each phase or activity calls for different managerial Initiate Initiate Plan DEFINITION DEFINITION Design PLANNING PLANNING Build IMPLEMENTATION IMPLEMENTATION COMPLETION Test/Train COMPLETION ? Go_live PRODUCT MAINTENANCE PRODUCT MAINTENANCE .

How are Projects Chosen? Overall Org Needs Receive • Compliance Proposals Project • Strategic & Select Charter • Operational Written RFP & Selection Criteria PM Prioritize Assigned Needs .

Defining the Project • Define project scope • Establish project priorities • Create the WBS • Integrate WBS with the organization resources • Code the WBS .

– Realistic: The goal actually makes sense and is related to the project objectives. – Achievable: The goal is attainable as oppose to some pie-in-the-sky nonsense. – Time-bound: The goal has a time frame . not vague. – Measurable: A goal can be measured whether it has been achieved or not. . Project Scope • Final deliverable or service provided by the project • Use SMART objectives – Specific: A goal is precise.

Project Scope Checklist • Project objective What? When? How Much? • Deliverables • Milestones • Technical requirements • Limits and exclusions • Reviews with customer .

Preserve Your Project Scope? • Scope Creep • “Gold Plating” .

Step 2: Establish Project Priorities Time Performance Cost Constrain Enhance Accept .

ISBN: 9780470533024 4. S. scheduling. ISBN: 9781935589679) 5. C. J. (2013). NY: McGraw-Hill/Irwin ISBN: 9781259186400 38 . Inc. NJ: John Wiley & Sons. H. References 1. (2011). 6th edition.R. and controlling (11th ed. & Gray. Photo credits: http://freestockphotos. Project management: A systems approach to planning. Hoboken. & Mantel. Project Management: A Managerial Approach. A Guide to the Project Management Body of Knowledge.). NJ: John Wiley & Sons. Project Management Institute (2013). Hoboken. ISBN: 9781118022276 2. E. (2013). Larson. Project Management: The Managerial Process with MS Project . New York. Meredith. Inc.J. Kerzner. 5th edition.