Project Management (x470) Module 01 : Foundational Concepts

Class Road Map Foundational Concepts Knowing WHAT the Project Is Session 1 Foundational Concepts Sessions 2 & 3 Knowing WHAT the Project Is Session 4 Knowing WHERE the Project Is Session 5 Closure, Group Presentation, Advance Topics

Foundational Concepts Session 1 Agenda 1st Day Housekeeping Introductions Course objectives, outline, logistics First session sign-up sheet Foundational Concepts What and Why of Project and Project Management Successful Project Management Project Manager Role PMBOK Guide Process Groups Team Sessions Team Charter Project Proposal Approval Stakeholder Satisfaction Initial Project Elaboration

Stakeholder Satisfaction What is a Project? Temporary endeavor undertaken to create a unique product, service, or result. (PMBOK Guide) Deliverable ‘a’ Deliverable ‘d’ Deliverable ‘n’ Primary Objective $$$$$ Stakeholder Satisfaction Time Cost Scope Time

Deliverable – What & Why WHAT: Tangible, measurable work output Metric/s for considering work completion. How do you know you’re done? WHY: (a) Clarity and validation of project requirements (b) Assured project monitoring and control You cannot manage what you cannot measure! PROJECT OUTPUTS ARE PRESCRIBED BY ITS DELIVERABLES!

Team Work Use the template in the Workbook as a guide. 5 minutes Team Formation 20 minutes Team Charter Use the template in the Workbook as a guide. 15 minutes Project Proposal Major product deliverables at the end of the project Team Name Team assignment if unfinished

Organizational Context of Project Management Mission and Vision, Strategy and Objectives Knowing What is Best Project Portfolio Management Alignment of projects with strategic business objectives Prioritization Organizational Capacity Planning Doing the right work! Programs and Projects Scientific Methodology (Product Delivery and Project Management Best Practices) Doing the work right!

Why Project Management? Project Management (PMBOK Guide): The application of knowledge, skills, tools, and techniques to project activities to meet project requirements Project Success! Stakeholders Satisfaction Scientific Methodology (Doing the work right!)

Project (Scope, Duration, Cost) Stakeholders Stakeholders Project (Scope, Duration, Cost) Usually exert influence over the project’s objectives and outcomes Need to be identified, needs and expectations determined, managed and influenced to ensure a successful project WHY Individual and organizations that are actively involved in the project, or whose interest may be affected as a result of the project WHO

Stakeholder Satisfaction Deliverables Needs Expectations Items required by the stakeholder to successfully contribute to the project (ex.: resources, roles, information, …) What project “success” looks like to the stakeholder (ex.: Recognition, bonus, enhanced prestige, on-time, product feature, reports…) Stakeholder satisfaction largely depends on managing their needs and expectations.

Stakeholder Management Identify the stakeholders Assess their knowledge and skills Identify their needs and expectations Get and keep them involved in the project Get their sign-off and formal acceptance Stakeholder satisfaction largely depends on managing their needs and expectations.

Stakeholder Satisfaction Exercise Needs Expectations Deliverables

Nature of Project Management Science “Project Management Best Practices” Application area knowledge, standards, regulations Project environment General management knowledge and skills Art Effective communication Influencing the org. Leadership / Motivation Negotiation and conflict management Problem solving / Team building Which is harder? Which is skill more important to project success? Are you managing the project work or the people who are actually doing the project work?

Identify three stakeholders for your project Team Work Identify three stakeholders for your project For each stakeholder, identify three project needs and three project expectations Determine deliverable/s that will address the stakeholder needs and expectations 20 minutes!

Scientific Project Methodology Aspects Strategic Data Driven Mgm’t Actions Investment allocation Project pipeline Change request Rewards / incentives Resource allocation Promise vs performance analysis Tactical Clarity in ‘what’ and ‘where’ the project is “Knowing WHAT the project is” “Knowing WHERE the project is” Enterprise-level concerns: Clear / common terminologies and methodology Methodology maturity / process improvement

Essence of Tactical Project Management Knowing WHAT the project is Scope, Time, Cost Stakeholder management Change management / corrective actions Project Management Clear project definition Clear project status Product Deliverables Meet requirements Knowing WHERE the project is Status monitoring Stakeholder management Project management processes are for control and monitoring of product deliverables!

Project Phase and Life Cycle Sub-division of a project for improved monitoring and control Conclusion marked by a review of key deliverables (milestones) and project performance to date (phase-exits, stage gates, kill points) Usually takes the name of their primary deliverable (requirements, design, build, test) Phase 1 Phase 2 … Phase n Project Life Cycle Sum of all project phases Define start and end of the project Define deliverables in each phase and who should be involved Define control and approval for each phase Always keep objective/s for the phase clear

Linear Project Life Cycle Model (PLCM) Requirements Approved documents that specifies deliverables that will meet product and project goals. What deliverables need to be completed so the phases are considered complete? Planning Approved finalized documents that specifies deliverables, schedule, and cost that will meet project goals. What are the major milestones and/or review points? Implementation Completion of deliverables per the planning documents Project status reporting Corrective actions to stay on track Closing / Turn-Over Turn-over and acceptance of project outputs to appropriate groups Sign-off on project closure Predictive Life Cycle (PMBOK Guide)

Steps for Creating Your Project Life Cycle Adjust/rename your project life cycle model for improved understanding, monitoring and control of the deliverables and the project scope. Categorized/group the deliverables to its proper phase. Always be mindful of what the phase objectives are. Analyze if creating deliverable tracks is helpful in understanding, monitoring and controlling the deliverables and the project scope. “Begin with the end in mind.” Start with the project’s end product deliverable and then figure out what prior deliverables need to be completed so the end product can be considered done. Use the linear project life cycle phases as an initial template for creating your initial project life cycle: Requirements, Planning, Implementation,Turn Over.

Team Work (30 minutes) Create the life cycle for your project Specify deliverables under each phase. Concentrate on product deliverables only.

Project Manager Role Project Success Stakeholder Satisfaction Scientific Methodology Clear Project Definition Clear Project Status

Areas of Expertise Needed for Successful Project Management Project Management “Best Practices” PMBOK Guide Application Area Knowledge Interpersonal Skills General Management Knowledge Understanding the Project Environment

PMBOK Guide: Process Groups Monitoring and Control Objectives: (1) Clear project definition, (2) Clear project status, (3) Keep the project on track Initiate Objective: Formal authorization to start a project Plan Objective: Validation and approval of clear project baseline Execute Objective: Completion of deliverables per the project management plans Close Objective: Formal end of all project work Knowing what the project is. Knowing where the project is.

Project & Product Processes Project Management Processes Monitoring and Control Initiate Plan Execute Close Semiconductor Construction Information Technology Research and Development Product / Service Processes An inverse relationship exists between project and product process needs.

LPLCM & Project Process Groups Mapping Planning Implementation Turn-Over / Closing Requirements Knowing what the project is. Knowing where the project is.

PMBOK Guide Characterizations 5th Edition

PMBOK Guide Process Groups

Process Group Interactions ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Figure 3-2. Process Groups Interact in a Phase or Project

Knowledge Area Processes I

Knowledge Area Processes II

For Next Meeting Bring 3x5 Post-It-Notes Short Quiz