3. What is Project Management?

5. What makes it different from a process, service or program?

6. A Project is ~

7. A Project is ~ A unique product or result

8. A Project is ~ A unique product or result With distinct steps

9. A Project is ~ A unique product or result With distinct steps Planned, executed & controlled

10. A Project is ~ A unique product or result With distinct steps Planned, executed & controlled Has a defined end

11. As opposed to a process, service or program – which can be… ~

12. As opposed to a process, service or program – which can be… ~ Ongoing

13. As opposed to a process, service or program – which can be… ~ Ongoing No distinct steps

14. As opposed to a process, service or program – which can be… ~ Ongoing No distinct steps Repetitive

15. How does Project Management apply to Human Resource Management?

16. Selecting a new employee benefit package

17. New personnel software implementation

18. Selecting a new employee benefit package New personnel software implementation ??Francine??

19. Some Project Management Basics

20. Organizational Structure and Project Management Teams

21. What effects the structure of Project Teams? Project Environment Organizational Structure Work Culture – Norms…

22. Weak Management Matrix Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff

23. Balanced Management Matrix Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff Project Manager Staff

24. Strong Management Matrix Chief Executive Manager of Project Managers Functional Manager Functional Manager Functional Manager Project Manager Staff Project Manager Project Manager

25. Functional Organization Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff

26. Projectized Organization Chief Executive Project Manager Project Manager Project Manager Project Manager Staff

27. Organizational Structure Project Characteristics Functional Weak Matrix Matrix Balanced Matrix Strong Matrix Projectized Project Manager’s Authority Little or NoneLimitedLow to Moderate Moderate to High High to Almost Total Resource Availability Little or NoneLimitedLow to Moderate Moderate to High High to Almost Total Who controls the project budget Functional Manager Functional Manager MixedProject Manager Project Manager Project Manager’s Role Part-time Full-time Project Management Administrative Staff Part-time Full-time Project vs. Organization © Project Management Institute – PMBOK Guide

28. Does it really matter...?

29. No, not really!

30. Projects can be and are successful in all types of management systems! You just need to understand yours and be able to function within it’s limitations, efficiencies and assets.

31. What Knowledge, Skills and Abilities are Needed in Project Management

32. Knowledge & Skills Understand the structure of your organization – relationships between departments, who has what authority, etc.

33. Structure of Project Work Group or Team – understand reporting structure, who sets priorities, etc. Knowledge & Skills

34. General Knowledge about Project & Elements – understanding relationships between project elements and deliverables Knowledge & Skills

35. Interpersonal Skills – communication & work styles as well as personnel management Knowledge & Skills

36. You don’t have to know everything about how to get every element of the project done, but only where or how to get the resources that can!! ~ Jack of All Trades – Master of None!! Knowledge & Skills

37. What Knowledges, Skills and Abilities are Necessary

38. People Skills Tranquility….

39. People Skills  Leadership Tranquility….

40.  Leadership  Motivation Tranquility…. People Skills

41.  Leadership  Motivation  Conflict Management Tranquility…. People Skills

42.  Leadership  Motivation  Conflict Management  Negotiation Tranquility…. People Skills

43.  Leadership  Motivation  Conflict Management  Negotiation  Problem Solving Tranquility…. People Skills

44. What is a Typical Project Timeline/Flow

45. Initiate Plan the work, work the plan….

46. Typical Project Timeline/Flow InitiatePlan Plan the work, work the plan….

47. Typical Project Timeline/Flow Initiate Execute Plan Plan the work, work the plan….

48. Typical Project Timeline/Flow Initiate Execute Monitor / Control Plan Plan the work, work the plan….

49. Typical Project Timeline/Flow Initiate Execute Monitor / Control Plan Plan the work, work the plan….

50. Typical Project Timeline/Flow Initiate Close Out Execute Monitor / Control Plan Plan the work, work the plan….

51. START

52. What are the Processes used in Project Management?

53. Processes of Project Management 1.Integration Management 2.Scope Management 3.Time Management 4.Cost Management 5.Quality Management 6.Human Resource Management 7.Communications Management 8.Risk Management 9.Procurement Management © Project Management Institute – PMBOK Guide

54. Integration Management Project Charter Preliminary Scope Statement Project Management Plan Direct & Manage Project Execution Determine Deliverables Review and Assemble Project Assets and Resources Project Closeout Plan Think of it as - Integrating the project into the organization!

55. Scope Management Scope Planning Scope Definition - set baseline Determine Work Breakdown Structure (WBS) – distinct project elements Scope Verification – set & confirm deliverables Scope Control Plan What is the project?

56. Time Management Activity Definition (WBS) Activity Resource Estimating Set WBS Durations Determine Milestones/Targets Apply Logic to Project Elements – relationships S/S, F/S, F/F, etc. Critical Path Development Project Schedule – baseline set Schedule Control Plan When will it be complete?

57. Dilbert School of Time Management!!

58. Cost Management Project Estimates Developed Cost Baseline Set Budget Development & Confirmation Estimate Potential Cost Variations (also see Risk Management) Cost Management Plan How much will it cost?

59. Quality Management Quality Control Baseline Validation of Quality (measurements and schedule) Process Improvement Plan Corrective Action Plan Validate Deliverables Quality Management Plan How good will it be?

60. Human Resource Management Roles & Responsibilities Staff Assignments Project Organizational Chart Staffing Management Plan Team Performance Assessment Human Resource Plan Who’s going to do it?

61. Communications Management Information Distribution – format, who, what, where, when, how….. Project Tracking Documentation Performance Reporting Communications Management Plan Management of Stakeholders Project Team How will we ask or tell people that need to know?

62. Risk Management Risk Identification – (creation of Risk Register) Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Risk Management Plan What is best case? What is worst case?

63. Procurement Management Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure Procurement Management Plan What do we need to get it done and how will we get it?

64. Processes of Project Management 1.Integration Management 2.Scope Management 3.Time Management 4.Cost Management 5.Quality Management 6.Human Resource Management 7.Communications Management 8.Risk Management 9.Procurement Management © Project Management Institute – PMBOK Guide

65. What are we missing?

66. Change Management!!!! It needs to be part of all the other processes/plans during the ‘execution phase’! ~ Expect it and plan for it…. ~ How to recognize change, implement change, follow up on change, etc….

67. Questions?

68. FINISH

69. Pulling It All Together….

70. How Does It All Come Together? Depending on your project, duration, risks, stakeholders, magnitude and organization, etc. – you may emphasize some of these processes more than others.

71. How Does It All Come Together? Depending on your project, duration, risks, stakeholders, magnitude and organization, etc. – you may emphasize some of these processes more than others. However, there will likely be some portion of each process that you will go thru in managing a project…

72. How Does It All Come Together? Depending on your project, duration, risks, stakeholders, magnitude and organization, etc. – you may emphasize some of these processes more than others. However, there will likely be some portion of each process that you will go thru in managing a project… The Project Management Plan must match both the ‘project’ and the ‘culture’!

73. Examples….

74. How Can I Use This In My Job? Think about how these skills are portable from project to project…..

75. How Can I Use This In My Job? Think about how these skills are portable from project to project….. It’s all about the Project Management Process not the project itself…!!

76. For example – Transportation Project vs. Human Resource Project….

77. For example – Transportation Project vs. Human Resource Project…. Building a Space Shuttle or ??Francine Project??

78. For example – Transportation Project vs. Human Resource Project…. Building a Space Shuttle or ??Francine Project?? Is it really different?

79. For example – Transportation Project vs. Human Resource Project…. Building a Space Shuttle or ??Francine Project?? Is it really different? NO!!

80. Thanks for coming!!

81. Carolyn Heniges 360-397-6118 x4522 Carolyn.Heniges@clark.wa.gov Francine Reis 360-397-???? X???? Francine.Reis@clark.wa.gov Contact Info: