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The Project Management Context

Change Control
2K6-IX-14 Initial Creation

UN0603 Road Map


Unit 1 Introduction to Project Management Unit 2 The Project Management Context Unit 3 Project Management Processes Unit 4 Project Integration Management Unit 5 Project Scope Management Unit 6 Project Cost Management Unit 7 Project Time Management Unit 8 Project Quality Management Unit 9 Project Human Resource Management Unit 10 Project Communications Management Unit 11 Project Risk Management Unit 12 Project Procurement Management

Unit 2 RoadMap
2.1 Project Phases and the Project Life Cycle 2.2 Project Stakeholders 2.3 Organizational Influences 2.4 Key General Management Skills 2.5 Social Economic Environmental Influences

2.1 Project Phases and the Project Life Cycle 2.1.1 Characteristics of Project Phases 2.1.2 Characteristics of Project Life Cycles 2.1.3 Typical Life Cycles

2.1.1 Characteristics of Project Phases


Each phase is demarcated by one or more deliverables A deliverable is a tangible, verifiable work product (feasibility study, requirements document, piece of code etc) Conclusion of a phase is called a phase exit, gate, kill point, etc

Gate Activities
Determine if the project should continue into its next phase Review project quality Review deliverables Detect, report and correct defects Gates are defined by the Project Life Cycle

2.1.2 Project Life Cycle Models


Life cycle models are useful in
Determining complete set of activities Determining if we are tracking appropriately Estimating costs overruns Estimating schedule overruns Note that most follow a Rayleigh Curve

Life Cycles
Phases a system or product goes through E.g. product life cycle E.g. software life cycle Uses
Management and planning Task and result identification Study and improvement

Why use a Life Cycle?


Increasing size and cost make it mandatory Social implications Legal/regulatory requirements Because nuclear engineers are ENGINEERS and that's what engineers do

Phases of the Engineering Life Cycle


Requirements Specifications Design Implementation Integration Testing Maintenance Retirement

A Rayleigh Curve

Effort Curve
12

Effort/Time Unit

10 8 6 4 2 0 1 3 5 7 9 11 13 15 17 19 21 23 Time Units

Typical Life Cycles


Hump often is shifted towards the end (in most projects)
$ Initial Phase Intermediate Phases Final Phase

time

Life Cycle define (generally)


What technical work is to be done at each phase Who is involved at each phase

PM LC Common Characteristics
Cost/staffing is low at beginning and end; rises towards the end to maximum At the start, Probability of Failure and Likelihood of Risk are highest; fall slowly as the project proceeds Ability of stakeholders to change product characteristics is highest at start and falls towards completion

Stakeholders Influence over Time


High Stakeholders Influence

Cost of Changes
Low Project Time

Time Dependency Spelled Out


(B Boehm Annuals of SE 1(1), 1995 Kluwer Pub)

4x

2x
1.5x 1.0x + + + + + + + + + + + +

Size (LOC) + Cost $


Over Under

0.5x
0.25x

2.1.3 Typical Life Cycles


Defense acquisition project Software construction project Construction project Pharmaceutical product

2.2 Project Stakeholders


What IS a SH anyway?
individuals and organizations that are actively involved in the project or whose interests may be affected, + or-, by the project or its completion. The PM must identify all stakeholders

Key Stakeholders include at least:


Project manager Project team members Customer Client Performing organization Sponsor

Other Categorizations
Internal/external Owners/funders Sellers and contractors Team members and their families Government agencies and media outlets Individual citizens Lobbying groups

Relationship between Project and the SHs


Project Sponsor

Project Manager

PM Team Project Team Project Stakeholders

Managing Stakeholders
Must be identified and managed Keep them informed of progress or lack of it Identify especially the champion that sits on the Money Board

2.3 Organizational Influences


2.3.1 Organizational Systems 2.3.2 Organizational Cultures 2.3.3 Organizational Structures 2.3.4 The PMO

On Organizations...
... We trained hard... but it seemed that every time we were beginning to form into teams, we would be reorganized... I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization. Petronius Arbiter 60AD

2.3.1 Organizational Systems


Project-based organizations
those who perform projects The projectized organization

Non-project-based organizations
Makes PM more difficult eg Federal Government or any hierarchy

Key point: how does the org treat projects?


If functional departments are rewarded for staffing projects, be sure they arent parking Beach Bunnies on your project!

2.3.2 Organizational Cultures


Is the organization a risk taker? Is it rigidly hierarchical? Must match project to culture

2.3.3 Organizational Structure Determines Project Structure


We identify 5 types of organizations
1. functional 2. weak matrix 3. balanced matrix 4. strong matrix 5. projectized

Functional Organization Project


PHB
Functional Manager Functional Manager

Coordination

Functional Manager

Staff Staff

Staff Staff

Staff
Staff

Staff

Staff
Staff engaged in project activities

Staff

Functional pluses and minuses


Easier management of specialists TM only have 1 boss Centralized and rationalized resources Clear career path The boss trumps the project No career path in PM PM has no authority Projects suffer in general No project manager (expediter, coordinator) No home for team

Matrix Organizations
Functional

Weak Matrix Balanced Matrix Strong Matrix Composite


Projectized

Matrix pluses and minuses


Highly visible objectives Improved PM control More support from functional orgs Maximum usage of scarce resources Better coordination Team members have a home Not cost effective (too many people) More than 1 boss for team More complex to monitor, control Resource allocation harder Need extensive P&P Higher potential for conflict & duplication of effort

Weak Matrix Organization


PHB
Functional Manager Functional Manager Functional Manager

Staff Staff

Staff Staff

Staff Staff

Staff

Staff

Staff
Project Coordination

Staff engaged in project activities

Balanced Matrix Organization


PHB
Functional Manager Functional Manager Functional Manager

Staff Staff

Staff Staff

Staff Staff

Project Manager

Staff

Staff
Project Coordination

Staff engaged in project activities

Strong Matrix Organization


PHB
Manager of PMs Functional Manager Functional Manager

PM PM

Staff Staff

Staff Staff

PM

Staff

Staff
Project Coordination

Staff engaged in project activities

Composite Organization
PHB
Manager of PMs Functional Manager Functional Manager

PM PM

Staff Staff

Staff Staff

Project B Coordination

PM

Staff

Staff
Project A Coordination

Staff engaged in project activities

Projectized Organization
PHB
Project Manager Project Manager Project Manager

Staff Staff

Staff Staff

Staff Staff

Staff

Staff

Staff
Project Coordination

Staff engaged in project activities

Projectized pluses and minuses


Efficient project organization Loyalty to project More effective communication Greater job satisfaction Much more likely to succeed No home when project is done Less professionalism in disciplines Duplication of facilities and job functions Less efficient use of resources No career path

Organizational Structure Influences on Projects


PMBoK page 19

OS
Proj Chars

Functional

Weak Matrix Limited

Balanced matrix Low to Moderate

Strong Matrix

Projectized

PMs Authority

Little or none

Moderate to High to High Total

PMs Time PMs Role PMs Title

0% Part time

0-25% Part time

15-60% Full time

50-95% Full time PM

85-100% Full time PM

Coordinator Coordinator PM - PO - Leader - Leader Part time Part time Part time

Admin Staff

Full time

Full time

2.3.4 The PM Office


All the way from Stinky using Excel to an office of a 1000 engineers

2.4 Key General Management Skills


2.4 General Management
2.4.1 Leading 2.4.2 Communicating 2.4.3 Negotiating 2.4.4 Problem Solving 2.4.5 Influencing

2.4 General Management


Financial and accounting, sales and marketing Strategic planning, tactical operation Organizational structures, behaviour, personnel Managing work relations Managing oneself Next set are specific to a PM

2.4.1 Leading
Note difference between leading and managing Need both Managing is about producing good results Leading is
Establishing direction Aligning people Motivating and inspiring Reducing personnel conflicts

2.4.2 Communicating
Must be proficient at written and oral Estimated that 90% of the PMs time is spent communicating Internal and external communications Vertical and horizontal Note necessity of the PM being the ONLY spokesperson for the team!!

2.4.3 Negotiating
Necessary to achieve cooperation from others Networking within the organization Give so that you can get at a later date Will negotiate at least
Scope, cost, schedule Changes to above Contract terms and conditions Assignments Resources People conflicts

2.4.4 Problem Solving


Problem definition Decision-making Is done all the time You must be FAST at this Timing is everything

2.4.5 Influencing
You do this to get things done Must understand the old patch Need to exercise both power and politics Note that both have their evil twin

2.5 Social Economic Environmental Influences 2.5 General 2.5.1 Standards and Regulations 2.5.2 Internationalization 2.5.3 Cultural Influences 2.5.4 Social Economic Environmental Sustainability

2.5 General
You must understand the milieu that you are in

2.5.1 Standards and Regulations


A standard is a document approved by a recognized body, that provides, for common and repeated use, rules, guidelines or characteristics of products or services with which compliance is not mandatory (ISO) A regulation is a document, which lays down product, process or service characteristics, including the applicable administrative provisions, with which compliance is necessary (ISO)

2.5.2 Internationalization
Time-zone differences National and religious holidays Telephonic and communications infrastructure

2.5.3 Cultural Influences


Can sandbag you Examples from Saudi Arabia (UL?) and Japan

2.5.4 Social Economic Environmental Sustainability You can be accountable for impacts resulting from a project A civil engineer might dig up some ruins Environment; putting in a road could ruin a pristine environment

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