Project Management

Basic Concepts and Tools

MKT 595
Fall Semester, 2015

What is A Project?
A Temporary Endeavor
Creates a Unique Product,
Service, or Result
Definite Beginning and End

What Is Project
Management?
Application Of:

Knowledge
Skills
Tools
Techniques

Project
Activities

Project
Requirements

How P. M. Accomplished
Through Use of Five Process
Groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing

And Use of 42 Logical Processes

Even More for Your Poor

Brain!
Those 42 Logical Processes

Common Aspects of
Projects
Identification of What Has to Be Done
Addressing Needs and Expectations of
Stakeholders
Balancing
Scope -Budgets
Quality -Resources
Schedules -Risk

And a Thing Called Progressive

Elaboration

Typical Costs and Staffing Levels

Across the Project Life Cycle

Impact of Variables
Based on Project Time

Project Life Cycle/Product Life

Cycle Relationships

Product Life Cycle

Project Life Cycle

Project Life Cycle

Project Life Cycle

Phase Relationships
Three Types
Sequential
Overlapping
Iterative

Project Phases
Lets Build a
House
You provide the
steps in order
Where can the
steps overlap?
Where must
steps not
overlap?

Project Management Processes

Apply Globally
Apply Across All Industry Groups
Application of These Processes Will
Enhance Chances of Success

Five Process Groups

Initiating
Planning
Executing
Monitoring
Closing

Project Phases vs.

Processes
Phase One

Initiating
Planning
Executing
Monitoring and Controlling
Closing

Phase Two

Initiating
Planning
Executing
Monitoring and Controlling
Closing

Five Process Groups in Your

Head
My Head has Now Exploded!
Why?
Because so much is going on in your
head while you are doing your project!
Look at the last page of your handout.
Lets make sense of this and make it
work for you!

Those 42 Logical Processes

Your Mind:
Mind:
Are You Crazy?
Please Stay!
Im tuning out now!
help!

My

I can

Making Choices
Resource
Allocation
Trade Offs
Managing the
Interdependencie
s among the
Project
Management
Areas

Project Integration
Management
There is NO Single Way to Manage a
Project;

BUT,
You do Need Project Management
Skills and Processes
You Just Use Varied Pieces of Each

Initiating the Project

Project Charter
Your Handshake
What? No Handshake!
Good Luck! Youll Need It!

Stakeholder Identification
You Better Know ALL of Them
Power/Interest
Shorelines

Inputs to Project Charter

Statement of
Work
Business Case
Contracts
Enterprise
Environmental
Factors
Organization
Process Assets

Organizational Process Assets

Policies
Sales Results
Audits
Checklists
Procedures
Past Studies

Salary History
Attrition
Rates
Project
Management
Policies
Organization
Charts
Financial

Business
Case
Market Demand
Organization
Need
Customer
Requests
Technical
Advances
Legal
Requirements
Social Needs
Ecological
Impacts

Initiating Project
Stakeholder Analysis
Identifying the People
Identifying the Impact of Each
Stakeholder
Power/Interest
Power/Influence
Involvement/Impact on Changes

Determining How Stakeholders React

Planning the Project

Charters
Authorizes the
Project
Documents the
Requirements
(SOW)
States the
Expectations
Establishes a
Partnership
Between the
Requestor and the
Project Team
Few Updates

Plans
Defines How the
Project Will be:

Executed
Monitored
Controlled
Closed

- Will have Many

Updates

Project Management Plan

Inputs
Enterprise Environmental Factors
Government and Industry Standards
Information Systems
Organization Structure and Cultures
Infrastructure (facilities and equipment)
Human Resource Policies and
Procedures

Project Management Plan

Inputs
Organization Process Assets
Project Management Plan Templates
Change Control Procedures
Past Project Files
Company Guidelines
Work Instructions
Performance Measurement Criteria
Evaluation Criteria

Project Scope Management

Ensuring the Project Includes All
Work Required and Only the Work
Required
Defining What Is and Is Not Included
in the Project

Project Scope Management

Work Breakdown Structure
Work Breakdown Structure (WBS)
The Process of Subdividing the the Project Work and Project
Deliverables into Smaller, More Manageable Components.

Work Package
The Planned Work Within the Lowest Level WBS.

Project Scope Management

Work Breakdown Structure

100% Rule The Total of All work in a

WBS Equals 100% When the Work is
Completed; No More, No Less.

Executing the Project

Finally, Huh?
My Failed Projects:
Did Not Have a Handshake (Charter)
Stakeholders Came Out of the
Woodworks
Did Not Have a Detailed Plan
I knew I could just DO IT!!

Executing the Project

Activities
Create Deliverables
Select, train, and manage the Team
Obtain, manage, and use Resources
Implement the Plan
Establish and Manage the
Communications

Executing the Project

Activities (continued)
Generate Data
Handle Change Requests
Manage Risks and Implement Risk
Responses
Manage Sellers and Suppliers
Collect and Document Lessons Learned

Direct and Manage Project Execution

Expert Judgment
Other Department
within the
Organization
Consultants
Stakeholders
Professional and
Technical Advisors

Monitoring and Controlling Project

Work
Monitoring

Collecting
Measuring
Distributing
Assessing

Performance Information
and
Measurements and Trends

Controlling

Determining
Corrective Actions
Preventative Actions
Re-planning
Follow Up

To Resolve Any
Performance Issues

Monitoring and Controlling Project

Work Inputs
Performance Reports
Status of Activities
Accomplishments
Future Activities
Forecasts
Issue Management (Red Yellow
Green)

Monitoring and Controlling Project

Work Outputs
Change Requests
Project Plan Updates
Project Document Updates

Monitoring and Controlling

Change Requests
Recorded in Written Form
Entered in Configuration Control System
Time Impacts
Cost Impacts

Accepted or Rejected By:

Project Manager
Change Control Board

May Require Contract Changes

Risk Management
Increase Chance and Impact of
Positive Events
Decrease Chance and Impact of
Negative Events

Project Risk Management

Overview
Risks
Always in the Future

Scope
Schedules
Cost
Quality

Causes

Requirements
Assumptions
Constraints
Changing Conditions

Project Risk Management

Planning Risk

Ask
What Can Possibly Go Wrong?

Then
Take Actions to Prevent or Minimize!

Project Communications Mgt

Overview
Communications Dimensions

Internal vs. External

Formal vs. Informal
Vertical vs. Horizontal
Official vs. Unofficial
Written vs. Oral
Verbal vs. Non-Verbal

The Better Your Communications

Skills,
The Better Your Project Outcome!

Project Communications Mgt

Planning Communications

Determining

Wha
Wha
tt

Wher
Wher
ee

Wh
Wh
oo

When
When

How
How

By
By
Whom
Whom

Project Communications Mgt

Planning Communications

In What Ways Could We Do a Poor Job

in Planning our Communications?

You Have Now Been Introduced to

Project Management!