1. 2. Introduction to PM Warburton Overview of project management and
how it fits with programs, portfolios, organizations and operations.
2. Introduction to PM
Warburton

2. Objectives
Introduce terms: project, program, operation, sub-project and portfolio
Identify industry trends fueling the demand for project management skills
Identify responsibilities, roles, and skills required of project managers
Identify project phases and life cycles
Explain how the five process groups and nine knowledge areas of project management can be organized into five groups

3. Philosophy “There are no dumb questions” “Opinions welcome”
“Backed up by data”
“Question everything”

4. Philosophy
See one
Do one
Teach one

5. Then you go back to the office!
You take some training
Small groups of 3 - 5
Then you go back to the office! 5

6. Introduction to The Project Management Institute
PMI
Introduction to
The Project Management Institute

7. Growth in Market for Project Management & PM Education
15 May 2006
Boston University
USA
John H. Cable, RA, PMP
Director, Project Management Program
A. James Clark School of Engineering
Chairman, GAC Board

8. Outline Growth in interest in Project Management
Growth in PM education
Global Accreditation Center
Discussion

9. GROWTH 220,000? 5 The Kitchen Years 1969
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs 5
1969

10. GROWTH Another key factor emerged in the late 80s
Inexpensive, easy to use, and powerful computers
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

11. GROWTH THE INTERNET Then something entirely new happened…
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

12. GROWTH 1996 PMBOK® Guide coincides with uptake of the Internet
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

13. GROWTH Growth of the PMP had a slightly different trigger… 180,000
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs
10,000

14. GROWTH
Growth was further accelerated in the late 90s by a little something called… Y 2 K
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

15. And some other stuff… GROWTH Emergence of the Chinese Economy
Global Outsourcing
Multinational Teams
Global Communications
Globalization
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

16. PMI estimates 16.5 million project managers worldwide
GROWTH
So…when will this end?
PMI estimates million project managers worldwide
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs

17. GROWTH Theory of Diffusion of Innovation 16.5 Million Laggards
Late Majority
Theory of Diffusion of Innovation
Everett Rogers
8.25 Million
Early Majority
The graph shows our historic membership growth. I call your attention to that growth since 1999, at the height of the dot-com bubble. You can see that we grew with the dot-com economy -- but we didn’t collapse with it.
This isn’t counterintuitive: organizations had to do more with less. That made project management very attractive to organizations that sponsored large projects. Project management had growing appeal for developing economies, manufacturers, and governments.
Since organizations will want to do more with less in the future, we expect our membership and certification numbers to continue to grow in the coming years.
A Look Back in History
For first 25 years, PMI was primarily North American-centric professional association with moderate growth
Interest in project management and PMI mushroomed with “dot com” economy
Despite “dot com” bust in early 2001, membership and certification continued to grow, particularly outside North America
Last month, nearly 215,000 members in 150+ countries and nearly 185,000 credentialed PMPs
Early Adopters
2.64 Million
0.41 Million
Innovators

18. % PMI Members
% PMPs
72%
61% 9%
15%
27% 4% 3%

19. Discussion PM is the hottest topic in Education BU is in the lead
PM Credentials are worth $$$$
PMI Certification (PMBOK)
Project Management Professional (PMP)
pmi.org

20. PMP Certification

21. So you want to study Project Management …
Read More Sleep Less!

22. Introduction to Project Management

23. What is a Project? Has an established objective
Has a defined life span with a beginning and an end.
Requires across-the-organization participation.
Unique -- never been done before.
Has specific time, cost, and performance requirements
Limited resources

24. Have to be successful every time!
Project Managers
Have to be successful every time!

25. Definition: Project
A temporary endeavor undertaken to create a unique product, service, or result.
PMBOK® Guide, 4th Edition, Glossary
Temporary: Projects are marked by a definite beginning and end
Unique: The service or product is different in some distinguishing way from other products or services

26. Related Definitions Operation Program Subproject
Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique. PMBOK® Guide, 4th Edition , 1.2
Program
A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually. PMBOK® Guide, 4th Edition , 1.5
Subproject
Projects are frequently divided into more manageable components or subprojects. PMBOK® Guide, 4th Edition , 1.5

27. How Projects Differ From Operations
Create own temporary charter, organization, and goals
Catalyst for change
Unique product or service
Start and end date
Operations
Semi-permanent charter, organization, goals
Maintains status quo
Standard product or service
Ongoing

28. Definition: Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
PMBOK® Guide, 4th Edition , Glossary

29. Project Management
Project management is a proven discipline used to deliver consistent, predictable, and repeatable project results by:
Identifying milestones and deliverables
Delineating steps and following the progress of the project
Planning quality into the project
Proactively identifying risks to eliminate negative impacts and to embrace positive impacts on the project
Developing cost projections based on a timeline

30. Using the Project Management Approach
Project management can be applied to any project regardless of size, budget, or timeline

31. Corporate Trends That Support Project Management
Corporate globalization
Stimulus packages to various initiatives
Downsizing, mergers, and reorganizations
Sophisticated customers requiring high-end quality goods and services
Multi-national projects requiring standard processes to manage projects
Constant growth

32. Corporate Benefits of Using Project Management
Achieve project goals
Enable customer focus and alignment
Optimize the use of organizational resources
Incorporate quality principles
Put strategic plans into practice
Ensure fast time-to-market
Comply with regulations and standards

33. PMI® Framework
The framework is a basic structure to understand and apply accepted practices and procedures required to manage a project such as:
Project phases
Project life cycles
Process groups
Core and facilitating processes
Knowledge areas

34. PMBOK
The PMBOK® Guide, 4th Edition, is the compilation of information required to manage a project and contains key processes that most projects will undertake.

35. Definition: Project Phase
A collection of logically related project activities, usually culminating in the completion of a major deliverable.
PMBOK® Guide, 4th Edition, Glossary

36. Definition: 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, 4th Edition, Glossary

37. Project Phases and Life Cycle
Projects are usually divided into project phases
Collectively, the phases are known as the project life cycle
Each phase is marked by the completion of one or more deliverables
Phases define:
Work to be done
Who should be involved
Allow for Go/NoGo decisions

38. Sample Generic Life Cycle
PMBOK® Guide, 4th Edition, Figure 2-1.

39. Programs versus Projects
Program Definition
A series of coordinated, related, multiple projects that continue over an extended time and are intended to achieve a goal.
A higher level group of projects targeted at a common goal.
Examples:
Program: Completion of all courses required for a degree.
Project: Completion of a course in project management.

40. Development Life Cycle
Project Life Cycle
Milestones!
Req. Anal
RFP
Proposals
Project Life Cycle
Maintenance
Life Cycle
Development Life Cycle

41. Start Exercise

42. The Fundamental Tension
Project Manager (PM)
Controls the $$$$$
Interfaces to the Customer
Responsible for milestones, deliverables,
& schedule
Technical Director (TD) Responsible for the product

43. The Fundamental Tension
There is always a PM and a TD (you just have to look)
Clues:
Who has what power?
Who whines?

44. The Fundamental Tension
Construction Project:
Site Foreman controls the staffing, the schedule, delivering within budget.
Where is the TD?
The Architect

45. The Fundamental Tension
Movie:
Who controls staffing, schedule, and everything else?
Who controls the Money?
The Producer
Who wins all the battles?
Who whines?

46. The “Fundamental Tension” Assignment
Describe a PM/TD Conflict in your own experience
Who resolves the conflict:
PM -- always

47. End Assignment

48. PMBOK Life Cycle

49. Class Exercise Identify Work Place Project Life Cycles
Students identify which project life cycle is used to manage projects at their organizations

50. Project Management Processes
Projects are composed of processes
A process is a series of actions bringing about a result
PMI® identifies:
Five process groups
42 processes (reduced from 44 in the previous PMBOK Edition)
Nine project management knowledge areas

51. Process Groups Initiating Planning Controlling Executing Closing
(21 Processes)
Controlling
Executing
(8 Processes)
(7 Processes)
Closing
(2 Processes)
PMBOK® Guide, 4th Edition, Figure 3-1 (modified).

52. Process Groups Initiating: Authorizing the project or phase
Planning: Involves defining and decomposing the project objectives
Executing: Coordinating people and other resources to carry out the plan
Controlling: Monitoring & measuring progress regularly to identify variances
Closing: Formalizing acceptance of the project

53. Processes Overlap & Interact
Processes overlap and interact throughout a project or phase.
Process consists of:
Inputs (documents, plans, designs) e.g., Scope statement
Tools and Techniques (mechanisms applied to inputs) – e.g., Decomposition
Outputs (documents, products) – e.g., WBS

54. … Executing Initiating Planning Controlling Closing
4. Project Integration Management …
4.2 Project Plan Execution
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
8.2 Quality Assurance
9. Project Human Resource Management
9.3 Team Development
10. Project Communications Management
10.2 Information Distribution
11. Risk Project Management
12. Project Procurement Management
12.3 Solicitation
12.4 Source Selection
12.5 Contract Administration
Process Group
Knowledge Area

55. Knowledge Areas Project Integration Management (3 processes)
Project Scope Management (5 processes)
Project Time Management (5 processes)
Project Cost Management (4 processes)
Project Quality Management (3 processes)
Project Human Resource Management (3 processes)
Project Communications Management (4 processes)
Project Risk Management (6 processes)
Project Procurement Management (6 processes)

56. … Executing Initiating Planning Controlling Closing
4. Project Integration Management
4.1 Project Plan Development
4.2 Project Plan Execution
4.3
Integrated Change Control
5. Project Scope Management …
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
11. Risk Project Management
12. Project Procurement Management
Process Group
Knowledge Area

57. 4.2 Project Plan Execution
4.2.1 Inputs
4.2.2 Tools and Techniques
Project plan
Supporting detail
Organizational policies
Preventive action
Corrective action
General management skills
Product skills and knowledge
Work authorization system
Status review meetings
Project management information system
Organizational procedures
4.2.3 Outputs
Work results
Change requests

58. Definition: Project Manager
The individual responsible for managing a project.
PMBOK® Guide, 4th Edition, Glossary

59. Definition: Project Manager
The individual responsible for applying knowledge, skills, tools, and techniques to project activities to meet project requirements.

60. Key Skills Leadership Team building Motivation Communication
Influencing
Decision making
Political and cultural awareness
Negotiation

61. Benefits for Project Managers
Recognition of project management as a profession
Growth opportunities
Future source of company leaders
High visibility of project results
Building a reputation and network
Transferable skills and knowledge

62. Challenge of Project Management
The Project Manager
Manages temporary, non-repetitive activities and frequently acts independently of the formal organization.
Marshals resources for the project.
Is linked directly to the customer interface.
Provides direction, coordination, and integration to the project team.
Is responsible for performance and success of the project.
Must induce the right people at the right time to address the right issues and make the right decisions.

63. Challenge of Project Management
PM’s Live in Conflict
Competition for staff
Compete with other projects for resources
Multiple Bosses
Different priorities and objectives of stakeholders
Clients, Parent Org, Team, Public

64. Challenge for Project Manager
It’s your problem!

65. Induce?
Must induce the right people at the right time to address the right issues and make the right decisions.

66. The Project Manager Increased professionalism & tools
Typically “Thrown into PM”
Appreciation of importance
Company Hierarchy vs. Projects
Responsible for Outcomes without authority
Projects change
“Known unknowns & unknown unknowns”
Trans-disciplinary  Conflicts

67. The Project Manager’s Job
Respond to Clients
Respond to Environment
Identify problems (pro-active)
Correct problems
Build the team
Conduct Trade-offs
Make timely decisions
Optimize the Project
Lead and Manage
Enthusiasm & despair are infectious
Politics: naïve vs. shark
Ethical reporting

68. The Project Manager’s Job Manage: Constraint & Tradeoffs
"Triple constraint" removed in the latest PMBOK. Constraints referenced as "balance constraints of scope, quality, schedule, budget, resources & risk."
Time
Cost
Scope
Project tradeoffs; what experiences have you had?

69. The Project Manager’s Job
Stakeholder Analysis
Manage Stakeholders

70. Definition: Stakeholder
Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
PMBOK® Guide, 4th Edition, Glossary

71. Stakeholders Customer Project sponsor Project team
Determines the project deliverables (requirements) and provides funding; often represents or is the end-item user
Project sponsor
Person in management who approves and supports the project
Project team
The individuals that perform the required project tasks

72. Stakeholders Project manager Functional managers
Responsible for the successful accomplishment of the project
Functional managers
Providers of the labor force required to perform the project’s tasks
Other stakeholders include:
Performing organization
Government agencies/regulators
Suppliers and vendors/subcontractors
End-users

73. Summary of General Project Manager Responsibilities
Use general, application area, and project managerial skills to:
Ensure stakeholder satisfaction
Establish and maintain quality standards
Ensure compliance with regulations, state and federal laws, organizational policies, and procedures
Identify and manage project risks
Select and uses tools and techniques for each of the project management processes
Deliver the project on time and within budget

74. Exercise Assess Your Organization’s Project Management Performance
Students assess the project management performance level for their organization

75. Summary
Project management is a subset of general management, and is both an art and a science
Project managers must draw upon a complex skill set that allows for seamless transition among the business, social, technological, and economic issues facing management to bring balance to the triple constraints of time, scope, and budget
The importance of addressing and satisfying the needs and the expectations project stakeholders must not be understated

76. Summary
Project managers are responsible for selecting the most appropriate life cycle to support the type of project implemented
Knowing the corporate culture and the authority of the project managers helps the project manager know the boundaries or limits they face within the performing organization
PMI® organizes project management into five process groups and nine knowledge areas

77. Further Reading from Book
Review Chapter 1
On your own prepare your responses to the questions at the end of the chapter.
Compare them with the keys at the end of the text book.

78. References PMBOK 4th Edition, 2008 PMI
MBA Fundamentals, Kanabar & Warburton.