Ckpm 202 Introduction

Front 1

Team Development Goals

Back 1

Consensus on Project Goals and Objectives
Collegial working environment
Cross-fertilization of ideas, for creativity and innovation
Loyalty to the Project
Respect for the Project Manager
Team Spirit / High Morale
Trust
Commitment to team and open communication

Front 2

Key responsibility of the PM

Back 2

Motivate team
Challenge
Feedback and support
Rewarding good performance
Open communication
Trust among team members
Managing conflicts in a constructive manner
Collaborative problem-solving

Front 3

Team Development Importance

Back 3

matrix organization
“strangers” incorporation
concept is new
difficult or innovative projects

Front 4

Team Development Stages

Back 4

FORMING
ORIENTATION -Testing phase

STORMING
DISSATISFACTION -Infighting phase

NORMING
RESOLUTION -Organizing phase

PERFORMING
PRODUCTION -Results phase

ADJOURNING
DEFORMING -Completing the project

Front 5

Team Development Stages
FORMING Characteristics:

Back 5

Quiet
Guarded
Impersonal
Businesslike
High Morale

Front 6

Team Development Stages
STORMING Characteristics:

Back 6

Conflict over Control
Confrontations
Opting out
Stuck with situation
Morale drops to Lowest point

Front 7

Team Development Stages
RESOLUTION Characteristics:

Back 7

Procedures Established
Team Skills Developed
Issues Confronted
Morale rebuilt

Front 8

Team Development Stages
PRODUCTION Characteristics:

Back 8

Trust
Flexibility
Care and Support
Mature closeness
Morale High

Front 9

Team Development Stages
ADJOURNING

Back 9

Characteristics:
Satisfaction over completing the work
Sense of loss with team ending
Motivation Declines

Front 10

Conflict exists in:

Back 10

Exists especially in Project Organizations
high stress
ambiguous roles
multiple bosses
Must be “Managed”

Front 11

Conflict Management Techniques

Back 11

1 Withdrawing (Avoiding)
2 Smoothing (Accommodating)
3 Compromising
4 Forcing
5 Collaborating
6 Confronting/Problem
7 Solving

Front 12

Conflict Management Techniques-Withdrawing (Avoiding)

Back 12

passive
doesn’t solve the problem
can provide a cooling off period

Front 13

Conflict Management Techniques-Smoothing (Accommodating)

Back 13

de-emphasize differences, emphasize commonalities
temporary only, but keeps atmosphere friendly

Front 14

Conflict Management Techniques-Compromising

Back 14

bargaining to an “acceptable” resolution
usually satisfies no-one but is decisive

Front 15

Conflict Management Techniques-Forcing

Back 15

use as last resort
win-lose
fosters antagonism but is rapid and decisive

Front 16

Conflict Management Techniques-Collaborating

Back 16

Incorporating multiple viewpoints and insights from differing perspectives
Leads to consensus and commitment

Front 17

Conflict Management Techniques-Confronting/Problem Solving

Back 17

confront the problem
collect information, develop alternatives, analyze and select
optimizes a solution
but requires open dialogue
separates people from the problem
both parties can be satisfied
but time consuming

Front 18

Sources of conflict

Back 18

Scarce resources
Lack of priority setting
Conflicting personal work styles
Unclear role definition

Front 19

What Organizations do?

Back 19

Organizations perform work

Front 20

What Work involves?

Back 20

Work involves operationsor projectsthat are
Performed by individuals
Limited by constraints including resource constraints
Planned, executed, monitored and controlled
Performed to achieve organizational objectives or strategic plans.

Front 21

Project Definition

Back 21

A project is a temporary endeavour undertaken to create a unique product , service or result.

Hint 21

A project is an endeavor to accomplish a specific objective through a unique set of interrelated tasks and the effective utilization of resources.

Front 22

Projects are unique therefore:

Back 22

There may be uncertainties about the product, services or results
Tasks can be new to a project team
Projects are undertaken at all organizational levels
Projects can involve a single person, organizational unit or multiple organizational units.

Front 23

Attributes of a Project

Back 23

Has a well-defined objective
Composed of a series of interdependent tasks
Utilizes various resources
Has a specific time frame
Is a unique or one-time endeavor
Has a customer
Involves a degree of uncertainty

Front 24

Examples of Projects

Back 24

Developing a new product or service
Environmental clean-up of a contaminated site
Designing a new transportation vehicle
Constructing a building or bridge
Running a campaign for political office
Designing and implementing a computer system
Designing and producing a brochure
Performing a series of surgeries on an accident victim
Effecting a change in structure, staffing, or style of an organisation

Front 25

Project Constraints

Back 25

Scope
Cost
Schedule
Customer Satisfaction (Quality)

Front 26

Scope Definition

Back 26

All the work and results required to meet the customer requirements

Front 27

Cost Definition

Back 27

Total agreed investment required to accomplish the project objectives

Front 28

Schedule Definition

Back 28

Timetable that identifies expected project start and completion, and when each activity occurs

Front 29

Customer satisfaction Definition

Back 29

Ensuring that the customer is satisfied with the ongoing process and interim results of the project –as well as the scope, time and cost achievements

Front 30

Unforeseen circumstances

Back 30

Cost higher than estimated
Delays by severe weather
Modifications to meet quality

Front 31

Project management is...

Back 31

the application of knowledge, skills, tools, and techniques to meet the project requirements.

Front 32

Project Management processes are divided into 5 Process Groups:

Back 32

Initiating
Planning
Executing
Monitoring and Controlling
Closing

Front 33

Managing a project typically includes:

Back 33

Identifying Requirements
Addressing needs, concerns, and expectations of stakeholders.
Balancing the competing project constraints
Scope
Quality
Schedule
Budget
Resources
Risk

Front 34

Definition:
Project:

Back 34

A project is a temporary endeavour undertaken to create a uniqueproduct, service or result.

Front 35

Definition:
Portfolio:

Back 35

A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

Front 36

Definition:
Program:

Back 36

A groupof related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

Front 37

Definition:
Project Management:

Back 37

The application of knowledge, skills, tools, and techniques to meet the project requirements.

Front 38

Definition:
Portfolio Management:

Back 38

The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs and other related work to achieve specific business objectives.

Front 39

Definition:
Program Management:

Back 39

The centralized coordinated management of a program to achieve the program’s strategic objectives and benefits.

Front 40

Programs can contain…

Back 40

Operations only,
Several successive projects,
A project followed by operations

Front 41

Portfolio –Program -Project Hierarchy

Back 41

Company Vision
Mission Statement
Corporate Strategy
Portfolio
Program
Project

Front 42

Projects authorized as a result of....

Back 42

Market Demand
Strategic opportunity/business need
Customer Request
Technological Advance
Legal Requirements

Front 43

Project Management Office (PMO) is...

Back 43

An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain

Front 44

PMO Support Functions:

Back 44

 Managing shared resources
 Developing PM methodology
 Coaching, mentoring, training, and oversight
 Monitoring compliance
 Developing project policies
 Coordinating communication

Front 45

Project Management Knowledge Areas (PMBOK®Guide)

Back 45

 Scope Management
 Time Management
 Cost Management
 Quality Management
 Human Resource Management
Communications Management
 Risk Management
 Procurement Management
 Integration Management

Front 46

The Triple Constraint Concept

Back 46

Within good customer relations -
TIME
COST
PERFORMANCE -> Quality

Front 47

Resources to organizations

Back 47

Money
Personnel
Equipment
Facilities
Materials
Information Technology

Front 48

Project phases attributes:

Back 48

sequential logic
deliverables at end of each phase
phase end review -phase exit

Front 49

Project Life Cycle

Back 49

A collection of generally sequential and sometimes overlapping project phases
Operations generate projects.
Requires Management prioritization for resources

Hint 49

Projects are “born” when a need is identified by the customer
Project life cycles vary in length, from a few weeks to several years
Not all projects formally go through all four phases of the project life cycle

Front 50

Phases of the Project LifeCycle

Back 50

 Identify Need - RFP or project scope and its justification
 Propose Solution - Contract or Project Plan
 Perform Project - Resource utilization, contract administration
 Terminate Project - Clos-out, Performance Evaluation, Contract close-out

Front 51

Project Management Processes

Back 51

1 Initiating- Define project, obtain authorization
2 Planning - Establish Scope, define action
3 Executing -complete work to satisfy spec
4 Monitor, Control -manage changes
5 Closing -finalize activity

Front 52

Scope Evolution per PMBOK® Guide

Back 52

Company Mission -> Project Objectives-> Project Charter-> Project Management Plan-> StructureProject Scope Statement->WBS

Front 53

Matrix: Integration Management

Back 53

Planning -Develop Project Management Plan
Executing -Direct and Manage Project Execution
Monitoring and Controlling - 4.4Monitor and Control Project Work
4.5 Perform Integrated Change Control
Closing - 4.6 Close Project or Phase

Front 54

Matrix: Scope Management

Back 54

Planning - 5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
Monitoring and Controlling - 5.4 Verify Scope
5.5 Control Scope

Front 55

Matrix: Time Management

Back 55

Planning -6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
Monitoring and Controlling -
6.6 Schedule Control

Front 56

Matrix: Cost Management

Back 56

Planning -7.1 Estimate Costs7.2 Determine Budget
Monitoring and Controlling -7.3 Control Costs

Front 57

Matrix: Quality Management

Back 57

Planning - 8.1 Plan Quality
Executing- 8.2 Perform Quality Assurance
Monitoring and Controlling -
8.3 Perform Quality Control

Front 58

Matrix: Human Resource Management

Back 58

Initiating-
Planning- 9.1 Develop Human Resource Plan
Executing- 9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team

Front 59

Matrix: Communications Management

Back 59

Initiating-10.1 Identify Stakeholders
Planning-10.2 Plan Communications
Executing-10.3 Distribute Information
10.4 Manage Stakeholder Expectations
Monitoring and Controlling-
10.5 Report Performance

Front 60

Matrix: Risk Management

Back 60

Planning- 11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
Monitoring and Controlling-
11.6 Monitor and Control Risks

Front 61

Matrix: Procurement Management

Back 61

12.1 Plan Procurements
12.2 Conduct Procurements
12.3 Administer Procurements
12.4 Close Procurements

Front 62

Planning the Project

Back 62

1.Clearly define the project objective
2.Divide and subdivide the project
3.Define the specific activities that need to be performed
4.Graphically portray the activities in a network diagram
5.Make a time estimate
6.Make a cost estimate
7.Calculate a project schedule and budget

Front 63

Controlling the Project

Back 63

1.Establish a baseline plan.
2.Perform work and monitor results.
3.Measure actual progress and compare it to planned progress.
4.Take corrective action if the project is behind schedule, overrunning the budget, or not meeting technical specifications.

Front 64

 Scope Management

Back 64

All the work required, and only the work required to complete the project successfully

Front 65

 Time Management

Back 65

Manage Timely Completion of the project

Front 66

 Risk Management

Back 66

Conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project

Front 67

 Cost Management

Back 67

Estimating, Budgeting and Controlling costs so the project can be completed within the approved budget

Front 68

 Procurement Management

Back 68

Purchase or acquire products, services or results from outside the project team.

Front 69

Integration Management

Back 69

Identify, define, combine, unify and coordinate the various processes and project management activities within the project management process groups

Front 70

 Quality Management

Back 70

Ensure the project will satisfy the needs for which it was undertaken

Front 71

 Human Resource Management

Back 71

Organize, manage, and lead the project team

Front 72

 Communications Management

Back 72

Timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information