Project Management

Introduction

UCONN OPIM 5270
Acuna / Tschiegg
Wilkins / VanDusen
Fall 2014 2
Session 1 Goals
Understand the course content
Know why project management is important
Identify a project
Understand project phases (in the eyes of PMI)
Identify and avoid an over determined projects
Identify types of project life cycles
Fall 2014 3
Our view of the course
Two Levels
Individual Project Management 14 Sessions
Project Portfolio Management 1 Session
Scope
Broad for perspective, following PMI
Deep where necessary
Skills / tools to apply immediately
Focus is on Failure Areas
Planning
Communication
Risk Management
Systematic Biases
Class Experience Crystal Ball
Spring 2014 4
Class Experience MS Project
Spring 2014 5
Fall 2014 6
Why the emphasis on Project
Management?
Many tasks do not fit neatly into business-as-usual
Projects integral to organizational strategy
Need to assign responsibility and authority for
achievement of organizational goals
Pervasive history of failed projects
Emerging Trends (Tim Jaques, PMP)
Increased number of projects requiring integration with Strategic Planning
Technology increasingly allowing portfolio-level information capture
High visibility of public sector failures
Rising importance of certification
Maturity of stakeholders and their interest in project management


Fall 2014 7
Whats a Project?
a temporary endeavor
undertaken to create a unique
product, service, or result

Project Management Institute, 2013 (Project Management Book of Knowledge)
Project or not?
1. Assemble a Ford Mustang
2. File taxes
3. Teach OPIM 5270 Project Management
4. Build a house
5. Cut down a tree
6. Mow the lawn
Fall 2014 8
Fall 2014 9
Project Mgmt. Process
(PMI)
Process Groups
Five distinct processes
Standard processes for all project
Clear dependencies
Performed in the same sequence
Knowledge Areas
Nine distinct areas
Standard for all projects
Interact with process groups

Fall 2014 10
Project Management
Process Groups
Initiating
Process
Planning
Process
Executing
Process
Monitor &
Control
Process
Closing
Process
Initiating Defines / authorizes the project or project phase
Planning Defines / refines objectives, plans course of action required to
attain the objectives / scope that the project was undertaken to address
Executing Integrates people and other resources to carry out the project
management plan for the project.
Monitor & Controlling Regularly measures and monitors progress,
identifies variances so corrective action can be taken
Closing Formalizes acceptance of the product, service or result and
brings the project to an orderly end.
PMBOK Project Management Process
Initiating Process Group Planning Process Group
Executing Processing
Group
Monitoring & Controlling
Process Group Closing Process Group
Project
Management
Integration
Develop Project Charter /
Develop Preliminary Project
Scope Statement
Develop Project
Management Plan
Direct and Manage Project
Execution
Monitor and Control Project
Work / Integrated Change
Control Close Project
Project Scope
Management
Scope Planning / Scope
Definition / Create WBS
Scope Verification / Scope
Control
Project Time
Management
Activity Definition / Activity
Sequencing / Activity
Resource Estimating /
Schedule Development Schedule Control
Project Cost
Management
Cost Estimating / Cost
Budgeting Cost Control
Project Quality
Management Quality Planning Perform Quality Assurance Perform Quality Control
Project Human
Resource
Management Human Resource Planning
Acquire Project Team /
Develop Project Team Manage Project Team
Project
Communications
Management Communication Planning Information Distribution
Performance Reporting /
Manage Stakeholders
Project Risk
Management
Risk Management Planning
/ Risk Identification /
Qualitative Risk Analysis /
Quantitative Risk Analysis /
Risk Response Planning
Risk Monitoring and
Controlling
Project
Procurement
Management
Plan Purchases and
Acquisitions / Plan
Contracting
Request Seller Responses /
Select Sellers Contract Administration Contract Closure
Project Management Process Groups
Knowledge Area
Processes
Fall 2014
Project Mgmt. Framework
(PMI)
11
Not covered in this course
Fall 2014 12
What is managed?
The Three Goals of a Project
Whats an Over
Determined
Project?
Scope, Time, Cost
are all fixed, with no
flexibility among the
three.
Be afraid,
be very afraid!
Fall 2014 13
You must manage the Three
Goals of a Project
Whats an Over Determined Project?
Priority Matrix
High Medium Low
Scope
Time
Cost
Note: Risk isnt considered a goal in the Priority Matrix for this course
contrary to the authors of the text (pg. 9)
Priority Matrix making it work
Its about the discussion, not the boxes
Goal, one high, one medium, one low
Engage in the discussion early
Better to have the understanding at the start
One high, two mediums better than nothing
If you cant get relief, walk away
Fall 2014 14
Fall 2014 15
Project Life Cycle (S Curve)
Ex: Sports Stadium, Building a Mall, Repave Highway
Fall 2014 16
Project Life Cycle (J Curve)
Ex: Homecoming, Military Training Exercise, Bank Robbery
Type S or Type J?
Fall 2014 17
Wedding
Shopping Mall
Dance Recital
Dinner
Photo Shoot