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Project Management
The Project Management Institute
Education Department
Welcome
Additional materials
A. Seminar Evaluation Forms
B. Exercises
C. Resources for Project Management Professional Candidates
The Project
Management
Body of Knowledge
Generally Accepted
Project Management
Knowledge and Practice
General
Management Application
Knowledge Area Knowledge
and Practice and Practice
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Corporate globalization
Massive mergers and reorganizations
Flatter organizations
Short-term results driven
Team environment
Contract PM and outsourcing
Primacy of interpersonal skills
Multinational projects
Importance of cultural differences
Dependence on technology
The Project
Risk Risk
Customer Business
Expectation Objective
Time Cost
Scope
Quality
Client/Customer Expectations
Low High
Customer wants
more than the
Low OK
organization
intends to provide.
Business
Objectives
Business needs
High more from the project OK
than the customer.
Projects Operations
Create own charter, Semi-permanent charter,
organization, and goals organization, and goals
Catalyst for change Maintains status quo
Unique product or service Standard product or service
Heterogeneous teams Homogeneous teams
Start and end date Ongoing
Looking back on projects with which you were associated, what were the
top three factors that caused serious problems?
That created a perception of success?
Unclear objectives
Lack of senior management support
Lack of effective project integration
Inadequate funding
Change in business priorities
Original assumptions invalid
Ineffective team
Lack of effective communication processes
Other?
Source: NASA study, “Determination of Project Success,” 1974, by David C. Murphy, Bruce N. Baker, and Dalmar Fisher
Improved control
Improved project support opportunities
Improved performance
Recognition of PM as a profession
Future source of company leaders
High visibility of project results
Growth opportunities
Build your reputation and network
Portable skills and experience
Cost Time
Integration
Quality
Start Finish
Time
Concept and
Proposal
Development
Implementation
Verification
Termination
Process Development
Formulation Stability
Screening Preclinical A
Lead IND File Phase I Phase II Phase III File P
Identified Workup Clinical Clinical Clinical NDA P
Drug Sourcing IND Tests Tests Tests Postregistration Activity R
O
V
A
Metabolism L
Patent Process Toxicology
Preclinical
Discovery Screening Development Registration(s) Workup Postsubmission Activity
Evaluate Identify
Test Unit
Requirements
Evaluation
Subsystem
Requirements
Evaluation
System
Requirements
Risk
Analysis Business
Requirements
Proof of Conceptual
Concept Design
First Logical
Build Design
Second Physical
Build Design
Final Final
Build Design
Construct Design
Requirements Review
Proposal
General Design Review
Preparation
Requirements
Detailed Design Review
Analysis
Detailed Design
Divide a current project on which you are working into phases, name
them, and write a brief statement of purpose for each phase
Initiating Planning
Processes Processes
Executing
Controlling
Processes
Processes
Closing
Processes
Inputs
Tools and techniques
Outputs
Taxonomy
Initiating Processes
To the
Planning
5.1 Processes
Initiation (Figure 3–5)
Business need
Project objectives
Project deliverables
Assumptions
Constraints
Key staff
Written authorization
Project charter
Project manager identified/assigned
Other key positions identified/assigned
Constraints identified
Assumptions identified
Initiating Planning
Processes Processes
Executing
Controlling
Processes
Processes
Closing
Processes
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
5.2 6.2
Scope Activity
Planning 6.1 Sequencing 6.4
Activity Schedule
Definition Development
6.3
5.3 Activity 7.3
Scope Duration Cost
Definition Estimating Budgeting
7.1
Resource
Planning 7.2
Cost
From the Estimating 4.1
Initiating Project Plan
Development To the
Processes Executing
(Figure 3–4) Processes
(Figure 3–6)
To define:
Solution strategy or general approach
Implementation tactics
To support more accurate estimates of project duration and cost than can
be made at the project level
To provide a basis for estimating project resources:
Departmental or subcontractor support
Vendors and their products
Services
Any other identifiable resource
Test
This WBS is illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBS on this type of project.
Earlier Later
Phases Design Construction Phases
Plumbing Drawings
Instrumentation Drawings
Electrical Drawings
This WBSis illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBSon this type of project.
A B C
Start Finish
D E F
Converts the project plan to an operating plan that is the basic tool for
controlling project activities
Benefits of a realistic schedule?
Network
Network techniques
Path
Node
Arc
Event
Activity
B
Start A C
D F Finish
E
Task A Task B
Task B
The direction of the arrow defines
which task is the predecessor and
which is the successor.
Task A
Task A
Paint Ceiling
Paint Walls
Prep Paint Walls Clean-up
(2nd coat)
Paint Trim
Forward Pass
Starting at the beginning (left) of the network develop early start
and early finish dates for each task, progressing to end (right-most
box) of the network
ES DU EF
Task
EF = ES + DU – 1 LS Float LF
3 DU = 2 4
Paint Trim
1 DU = 2 2 3 DU = 3 5 9 DU = 2 10
3 DU = 4 6 7 DU = 2 8
Name Duration ES EF
Prep 2 1 2
Paint Trim 2 3 4
Paint Ceiling 3 3 5
Paint Walls 4 3 6
Paint Walls (2nd Coat) 2 7 8
Clean-up 2 9 10
Prep 2 1 2 1 2 0
Paint Trim 2 3 4 7 8 4
Paint Ceiling 3 3 5 6 8 3
Paint Walls 4 3 6 3 6 0
Clean-up 2 9 10 9 10 0
Activity A
Activity B
Activity C
Activity D
Time
There are many other acceptable ways to display project information on a bar chart.
Master schedule
Crashing
Hanger
Workaround
Schedule variance
Data
Date
There are many other acceptable ways to display project information on a milestone chart.
Quality planning
Communications planning
Organizational planning
Procurement planning
Solicitation planning
Staff acquisition
Risk identification
Risk quantification
Risk response development
Initiating Planning
Processes Processes
Executing
Controlling
Processes
Processes
Closing
Processes
Executing Processes
4.2
Project Plan
Execution
Facilitating Processes
8.2
Fromthe Quality To the
Assurance Controlling
Planning
Processes 10.2
Information
9.3
Team
Processes
(Figure 3–5) Distribution Development (Figure 3–7)
5.4
Scope
Verification
12.3 12.4
Solicitation Source
Selection
Fromthe 12.5
Controlling Contract
Processes Administration
(Figure 3–7)
Information distribution
Team development
Quality assurance
Scope verification
Solicitation
Source selection
Contract administration
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 100
Sample Executing Activities
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 101
Unit 6: Controlling Projects
Upon completion, you will be able to …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 102
Controlling Processes
Initiating Planning
Processes Processes
Executing
Controlling
Processes
Processes
Closing
Processes
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Purpose
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Overview
Controlling Processes
10.3 4.3
Performance Overall
Reporting Change Control
8.3 11.4
Quality Risk Response
Control Control
To the
Closing
Processes
(Figure 3–8)
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Core Controlling Processes
Performance Reporting
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 106
Core Controlling Processes
Overall Change Control
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Facilitating Controlling Processes
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Facilitating Controlling Processes
Risk Response Control
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 109
Key Cost Concept
Earned Value
A method for measuring project performance
The budgeted cost of work performed for an activity or group of activities
Compares the planned amount of work with the accomplished amount of
work to determine if cost and scheduled performance is as planned
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 110
Controlling Activities
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 111
Unit 7: Closing Projects
Upon completion, you will be able to …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 112
Closing Processes
Initiating Planning
Processes Processes
Executing
Controlling
Processes
Processes
Closing
Processes
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 113
Purpose
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 114
Overview
Closing Processes
12.6 10.4
From the Contract Administrative
Controlling Close-out Closure
Processes
(Figure 3–7)
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Core Closing Processes
Contract Close-out
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Core Closing Process
Administrative Closure
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 117
Sample Closing Activities
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Communication Flow
Authorization
Start
Initiating Planning
Plans and
Processes Processes Updates
Changes
Status Executing
Controlling
Processes
Processes Guidance
Direction
Closing Operations
Processes
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 119
Exercise 7-1
Process Group Allocation
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Questions/Opinions on Processes
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Units 3–7 Summary
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Unit 8: Organizational Impacts
Upon completion, you will be able to …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 123
HR Requirements
PM position descriptions
Reward system congruence
Career paths
Competency models
Training and development opportunities
Certification
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 124
Functional Organization
Chief Project
Executive Coordination
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 125
Functional Organization
Discussion Question
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Functional Organization
Potential Advantages
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Functional Organization
Potential Issues
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Strong Matrix
Chief
Executive
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Projectized Organization
Project Chief
Coordination Executive
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Projectized Organization
Discussion Question
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 131
Project-Based Organization
Potential Advantages
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Project-Based Organization
Potential Issues
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 133
Structure Influence on Projects
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 134
Exercise 8-1
Organizational Impacts
If you were given authority for a day and tasked to improve project
management in your organization, what changes would you make:
To the organization structure and delegation of responsibilities?
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 135
Summary
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 136
Unit 9: Overview of Knowledge Areas
Upon completion, you will be able to …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 137
Overview of Knowledge Areas
Scope
Cost Integration Time
Human Resources
Communications
Risk
Procurement
Quality
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 138
Project Integration Management
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 139
The Integration Challenge
Software Product Development Example
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 140
Characteristics of Effective Integration
Overlapped processes
Effective change control and communication systems
Reduced development time and cost
Early and ongoing involvement of all stakeholders
Early visibility of results
Early problem identification and resolution
Use all relevant expertise at earliest meaningful time
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 141
Project Scope Management
“Includes the processes required to ensure that the project includes all of
the work required, and only the work required to complete the project
successfully.”
Initiation
Scope planning
Scope definition
Scope verification
Scope change control
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 142
Key Scope Concepts
Configuration Management
A mechanism to track budget, schedule variances, and deliverable
versions
Specification
A precise definition of a physical item, procedure, service, or result for
the purpose of purchase and/or implementation of an item or service
Sources of Scope Change
Variation in government regulations
Failure to include a required feature in the design of the product
Customers who change their minds about the desired nature of the
deliverable
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 143
Key Scope Concepts (continued)
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 144
Project Time Management
Definition
A subset of project management that includes the processes required
to ensure timely completion of the project
Processes
Activity definition
Activity sequencing
Activity duration estimating
Schedule development
Schedule control
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 145
Purpose of Scheduling Processes
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 146
Remodel Kitchen WBS
Remodel Kitchen
Purchase Purchase
Level 2
Appliances Fixtures
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 147
Kitchen Remodeling
Precedence Relationships
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Kitchen Remodeling
Forward Pass - Early Dates
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99
ID Task Name Dur ES Date EF Date S S M T W T F S S M T W T F S S M T W T F S S M T W T F
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FOR DINNER 1d
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Kitchen Remodeling
Backward Pass - Late Dates
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Mar
ID Task Name Dur LS Date LF Date F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FOR DINNER 1d
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 150
Kitchen Remodeling
Total Float
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Ma
ID Task Name Dur ES Date EF Date LS Date LF Date T Float T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d Total Float = Late Finish Date – Early Finish Date
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FOR DINNER 1d
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 151
Kitchen Remodeling
Summary
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 152
Project Cost Management
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 153
One Performance Measurement
Earned Value
Budgeted Cost of Work Performed (BCWP)
Related Terms
Budgeted Cost of Work Scheduled (BCWS)
Actual Cost of Work Performed (ACWP)
Budget at Completion (BAC)
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 154
Cumulative Status Display
BAC
ACWP
BCWS
Dollars
BCWP
Current Date
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Variances
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 156
What Is the SV?
Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 157
What Is the CV?
Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 158
What Is the Time Variance?
Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 159
Project Quality Management
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 160
Project HR Management
“… the processes required to make the most effective use of the people
involved with the project.”
Organizational planning
Staff acquisition
Team development
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 161
Responsibility Chart
PERSON ...
A B C D E F
PHASE
Requirements S R A P P
Functional S A P P
Design S R A I P
Development R S A P P
Testing S P I A P
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 162
Responsibility Chart Characteristics
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 163
Exercise 9-1
Responsibility Allocation
Using the handout in your manual, complete the responsibility matrix for
your project
Discuss with a classmate the effectiveness of the allocation of
responsibility and authority depicted
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 164
Project Risk Management
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 165
Risk Decision Tree
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 166
Exercise 9-2
Risk Assessment
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Project Communications Management
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 168
Project Procurement Management
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Summary
Identified and described the nine knowledge areas and the core processes
in each
Allocated typical processes and activities to their appropriate knowledge
area
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 170
Unit 10: Role of the Project Manager
Upon completion, you will be able to …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 171
Project Manager Roles
Decision-maker Manager
Coach Sales person
Communication channel PM expert
Encourager Facilitator
Power broker Behavior model
Disciplinarian Other?
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 172
Project Manager Responsibilities
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 173
More Responsibilities
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 174
Skill and Knowledge Requirements
The Project
Management
Body of Knowledge
Generally Accepted
Project Management
Knowledge and Practice
General
Management Application
Knowledge Area Knowledge
and Practice and Practice
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 175
Competency can be defined as …
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 176
Success depends on your …
Knowledge
Behaviors
Attitude
Organizational environment
Project environment
Fit
Self-knowledge and ability to adjust
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 177
One Emerging Operating Style
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 178
Exercise 10-1
Project Manager Interpersonal Skills
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 179
Recognizing a Successful Project Manager
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 180
Example of an Organization
Competence Assessment Tool
CMM™ background
Levels of Software Engineering Maturity Model
Basic
Repeatable
Defined
Managed
Optimized
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 181
Why Reading Your Environment Is Important
Assessments reveal:
Fit between you, the organization, and the project
Your development needs and strengths
PM strategies most likely to be successful
PM strategies to be avoided
Guide for tools and techniques selection
Guide your performance expectations of self and others
And They:
Influence your own management style
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 182
Exercise 10-2
PM Knowledge Needs Assessment
Complete the exercise in your manual, and then discuss the implications
with a classmate
Identify knowledge gaps, strengths, and possible developmental activities
including:
Growth assignments
Seminars
Self-study
Degree programs
Other?
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 183
PM Knowledge Needs Assessment
Discussion Question
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 184
A Framework for Project Management
Seminar Summary
Copyright © 1999 Project Management Institute, Inc. All Rights Reserved. 185
End
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