Principles of Project Management
- 1. Principles of Project Management Week 2 Dr Sujit Soni sujit.soni@torrens.edu.au Lecturer/Learning Facilitator Master of Global Project Management
- 2. Today’s Schedule PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Module 1.1 – Projects and Project Management • What is it? • What do we do with it? • The PMBoK Standard • Project Life Cycles& Project Phases Module 1.2 – The Project Manager Competency Development (PMCD) Framework.
- 3. Subject Structure PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Module 1 – Introduction to Project Management and Project Management Competencies Module 2 – Project Selection Methods and Initiation Processes Module 3 – Project Management Methodologies Module 4 – Project Management Knowledge Areas Module 5 – Project Success and Failure Module 6 – Project Leadership and Subject Review
- 4. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT PROJ6000Roadmap
- 5. Whatisaproject? “A temporary endeavor undertaken to produce a unique product, service or result” (Project Management Institute, 2017) “A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case.” •PRINCE2 PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 6. What is Project Management? PMI • The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. AXELOS • The discipline of applying specific processes and principles to initiate, plan, execute and manage the way that new initiatives or changes are implemented within an organization. • Project management is different to management of business as usual activity, which is an ongoing process, as it involves creating new work packages to achieve agreed ends or goals. ISO • The application of methods, tools, techniques and competencies to a project. Project management includes the integration of the various phases of the project life cycle and is performed through processes. Extra! Click on the action button for a video on What Project Management Involves: PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 7. PMI. The Standard for ORGANIZATIONAL PROJECT MANAGEMENT (OPM) (PMI, 2018) Business Process Management and Project Management
- 8. Portfolio, Programs, Projects PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT create • Project “A temporary endeavor undertaken to unique project service or result.” • Program “A group of related projects, subsidiary programs, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.” • Portfolio “Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic goals.”
- 9. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 10. Project Life Cycle A project management life cycle is a sequence of processes that includes: PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT PMLC: The series of phases that a project passes from its start to its completion - PMBoK Every valid project management approach will include these processes, one way or another. The PMLC provides a basic framework for managing the project, regardless of the work involved or methodology.
- 11. Project Life Cycle PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Develop and gain approval of a general statement of the goal and business value of the project INITIATING • Identify work to be done and estimate time, cost, and resource requirements PLANNING • Recruit the team and establish team operating rules • Do the work according to plan EXECUTING • Respond to change requests and resolve problem situations to maintain project progress MONITORING & CONTROLLING • Assure attainment of client requirements and install deliverables CLOSING
- 12. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Project Phases A project phase is a collection of logically related project activities that culminate in the completion of one or more deliverables. Deliverable: Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
- 13. Initiating Process Group PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Processes performed to define a new project or a new phase of an existing project. • Initial scope is defined, and initial financial resources are committed. • Project Charter & Stakeholder Register developed (Outcomes) • Obtaining authorization to start the project. (When the project charter is approved, the project becomes authorized). • Project manager assigned
- 14. Planning Process Group PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Processes performed to establish the total scope effort, refine the objectives and develop the course of action required to attain those objectives • Develop Project Management Plan (main outcome), subsidiary plans and documentation • Develop budget the project’s baselines (Scope, and schedule) used further for performance monitoring • Identify the project team and define roles and responsibilities • Plan for changes
- 15. Executing Process Group PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Completion of work (deliverables are completed) required as defined in plan Involves: • Coordinating people and resources • Managing stakeholder perceptions and keeping them engaged through communication • Integrating and performing activities as per plan • Change requests • Planning updates and re-baselining • Execute tasks defined in the PMP • Implement the procurement of project resources
- 16. Monitoring & Controlling Process Group PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Consist of those processes required to track, review and regulate the progress and performance of the project. • Identify required plan changes • Controlling changes and recommending corrective or preventive actions • Maintain issue log and Project Knowledge repository • Monitor risks and procurement repository • Identifies areas requiring attention
- 17. Closing Process Group PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Process performed to conclude formally all activities of a project or project phase • Identify, document, and communicate lessons learned • Documents are reviewed to ensure completion before the project is closed • A PM holds a meeting to analyse what went well, recognise valuable team members and figure out project failures • Obtain final acceptance of project deliverables • Archive project records and release project resources
- 18. Project Activities within the Project Life Cycle PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 19. Lifecycle phases
- 20. The PMBoK Processes Which of the following pictures apply to the concepts above? Inputs > Project > Outputs > Outcomes > Benefits PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT How to read the PMBoK • What do you need • How to do it • What you have achieved/produced
- 21. INPUTS PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • Any item/resource required to complete a project. • May be an output from a predecessor process. • Examples – materials, equipment, human resources, documents, etc. • They are used during the project to create outputs
- 22. OUTPUTS PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT • “The tangible or intangible artefact produced, constructed or created as a result of a planned activity.” (Jenner, 2012, p. 272) • “A specialist product that is handed over to the user(s). Note that management products are not outputs but are created solely for the purpose of managing the project.” (Office of Government Commerce, 2009, p. 302) • “A product, result, or service generated by a process. May be an input to a successor process.” (Project Management Institute, 2013, p. 548)
- 23. OUTCOME PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Prince2 Definition – • “An outcome is the result of the change derived from using the project’s outputs.” (OGC, 2019, p21)
- 24. Let’s take a 10 min break!
- 25. Module 1 Introduction to Project Management and Project Management Competences Module 1.2 content: The Project Manager Competency Development (PMCD) Framework. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 26. Who is the Project Manager? The Project Manager Manages temporary, non-repetitive activities and frequently acts independently of the formal organisation. • Organises resources for the project. • Provides direction, coordination, and integration to the project team. • It is responsible for the performance and success of the project. • Must ensure appropriate trade-offs are made among the time, cost, and performance requirements (triple constraint: scope, schedule, cost) Must induce the right people at the right time to address the right issues and make the right decisions. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 27. Project Manager – a people-oriented profession! Communicate & Motivate the Project Team Foster knowledge transfer and integration Balance competing constraints with available resources Lead the project team to meet project objectives and stakeholders expectations Doesn't need to perform every role, but should have PM knowledge to build a team with the right skills Communicate across multiple aspects of the project - provides direction and vision to project success Use soft skills to balance competing stakeholder's goals to gain "buy in" Interact with other Project Managers and/or Managers and sponsor Stay informed of industry trends Advocates the value of the PM in the organisation - increase acceptance
- 28. Project Management Competency Development (PMCD) • Developed to provide both individuals and organisations with guidance on how to assess, plan and manage the professional development of a Project Manager. • It is generally accepted that a competency can be termed as encompassing knowledge, skills, attitudes, and behaviors that are causally related to superior job performance. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 29. Project Management Competency Development (PMCD) Technical Project management, the knowledge, skills and behaviors. The technical aspects of performing one’s role. Leadership, behaviors the knowledge, needed to guide, skills and direct and motivate a team. Strategic and business management, The knowledge of and expertise in the industry and organization. PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 30. Technical Skills Skills to effectively apply PM knowledge to deliver the desired outcomes for programs or projects • Focus on the critical technical project management elements for each project managed. This list focuses on as simple as having the right artifacts readily available. At the top of the list were the following: • Critical success factors for the project, • Schedule, • Selected financial reports, and • Issue log. • Tailor both traditional and Agile tools, techniques and methods for each project. • Make time to plan thoroughly and prioritise diligently. • Manage project elements, including, but not limited to, schedule, cost, resources, and risks. This Photo by Unknown Author is licensed under CC BY-SA-NC PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 31. Strategic and business management skills Involves the ability to see the high-level overview of the organisation and effectively negotiate and implement decisions and actions that support strategic alignment and innovation • Working knowledge of functions such as operations, finance and marketing. • Developing and applying pertinent product and industry expertise. • Project Managers should be knowledgeable enough about the business to be able to: • Explain to others the essential business aspects of the project. • Work with the project sponsor and team and experts to develop an appropriate project delivery strategy; and, • Implement strategy in a way that maximizes the business value of the project. • Explain to others the following aspects of the organisation: • Strategy and Mission; • Goals and objectives; • Operations; • Market condition and competition This Photo by Unknown Author is licensed under CC BY-NC-ND PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 32. Leadership Skills Ability to guide, motivate and direct a team. • Leadership skills may include: • Negotiation, resilience, communication, problem-solving, critical thinking, and interpersonal skills. Qualities and skills of a leader: • Being a visionary (describe goals, products and objectives); • Being collaborative; • Being optimistic and positive; • Being a life-long learner who is results- and action oriented; • Giving credit to others; • Asking and listening; • Having a holistic and systematic view of the project; Dealing with people • The PM should study people’s behaviours and motivations. • Communicate by managing expectations, accepting feedback, spending sufficient time continuously; PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT “Organisations look to project leaders – those with the right combination of technical, leadership and strategic and business management expertise – to drive optimum project performance and demonstrate greater agility” Project Management Institute (2017). Achieving Greater Agility: The people and process drivers that accelerate results. PMI's Pulse of the Profession In-Depth Report. Newtown Square, PA: Project Management Institute.
- 34. Assessments Overview PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Assessment 1 Breakdown Structure
- 35. Assessments Information PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Assessment Number Assessment Name Task type Length Weight Submission Due date Assessment 1. Project Management Lifecycle – Opinion Post and peer response. 1x Initial discussion post and 1x Peer’s response. 600 words for Initial post and 200 words for response’s post (+/- 10%). 25% Both posts must be submitted on Blackboard by the 8th Oct (Main) & by 15th Oct (response/final) (Week 4). Assessment 2. Individual report PMBoK Vs Prince2 or Agile in contemporary projects. Report. 1200 words (+/- 10%). 35% Must be submitted on Blackboard by the 29 Oct (Week 6). Assessment 3. Project Charter report. Report. 2000 Words (+/- 10%). 40% Must be submitted on Blackboard by the 3rd Dec (Week 11 – No extensions).
- 36. Assessment One PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT
- 37. Assessment Instructions PROJ6000 – PRINCIPLES OF PROJECT MANAGEMENT Always read the instructions at first. You need the concepts from Module 1 & 2 This is the question you need to answer in the main post
- 38. • Read about the PMBoK and the Project Management Lifecycle to familiarise yourself with their fundamental concepts. • Critically reflect on your readings to form an opinion of both and how they interact together. • Write a 600-word (+/-10%) opinion piece responding to the set questions. The word count does not include the reference list • Be sure to cite any source material, including learning resources or other academic or industry literature you research, used to inform your opinion. Use at least 3 references. • Use “in-text references” and “reference list” according to APA Writing Guide Assessment 1 – Opinion Post Requirements
- 39. • Use critical thinking! Use sentences including “in my opinion…”, “I agree/disagree with…” “I think that…”, and so on. • Try to use diagrams/illustrations/tables they will not count on your word limit. • Do not attach any document in the forum. The information has to be post in the body of the discussion forum. • Only posts made directly on my thread will be considered. Do not create a new thread. • No assessments will be accepted via email. Assessment 1 – Opinion Post Requirements
- 40. Respond to another student’s post by critiquing their opinion and comparing it with yours in 200 words (+/-10%). ✓Do you agree or not with the post? Why? (critical thinking) ✓You need to justify and explain your critique of their opinion, and add relevant information that contributes to your classmate’s post ✓In-text references and reference list to build your post or even your own working experiences. References are not part of the 200 words (+-10%) Assessment 1 – Peer Post Requirements
- 41. Critical Thinking is about questioning … it’s not about criticizing. It’s about critiquing. (Dwyer 7e page 383)