Project management fundamentals
- 2. AgendaProject, Program, Portfolio and OperationsTypes of OrganizationsProject ConceptsProject Management AreasNon traditional methodologies
- 3. Project, Program, Portfolio, OperationsProject – temporary endeavor to create unique product, service or resultHas a definite beginning and end (objectives met)Operations – ongoing or repetitive, no definite timelineProgram – group of related projects managed in a coordinated wayFocuses on project interdependencies and the optimal way of sharing resourcesPortfolio –collection of projects or programs grouped together to meet strategic business objectiveProjects and programs need not be interdependent but they are strategically aligned ->larger goalsProject Management Office (PMO) – organizational body or entity assigned various responsibilities related to centralized and coordinated management of those projects under its domainManage shared resources across all projects under PMOIdentify methodology and best practices, standards and tools, develop and manage policies and organizational process assetsMentoring, coaching, trainingMonitoring compliance with standards, policies, procedures
- 4. Organization InfluenceFunctional, Matrix and Projectized organizationsFunctional Manager vs. Project ManagerProject Manager’s authority, Control on Resources, Control on Budget, Project manager’s role (part time/full time), project management administrative staffOrganization culture, process and proceduresOrganization process assets- standards, policies, project types, quality policy, audits, guidelines, templates, communication requirement and tools, financial control, risk profileOrganization knowledge base – historical data and archives, business process knowledge, lessons learned, risk, issues, defect and effort database, financial databaseDealing with people, politics and power play, bureaucracy and hierarchy
- 5. Project ConceptsProcess GroupsInitiation, Planning, execution, monitoring and control, closingInitiation – Project objectives, charter, stakeholder analysisPlanning – develop different plansExecution – deliverables, team building and management, communicationM&C – track the plans, resolve issues, manage bufferClosing – lessons learned, archival, contract closing, admin closingProcess Groups interact with each other and are not distinct phasesHave defined inputs and outputsKnowledge AreasScope, schedule, cost, risk, quality, human resource, procurement, communications, knowledge, integration, ethics and moral dilemmasProject life cycle vs. product life cycleStakeholdersProject Management MethodologySDLC, Earned Value Analysis, PMIS
- 6. Knowledge AreasScope ManagementScope planning, scope definition, work breakdown structure (WBS)Schedule ManagementDuration, Sequence of activities, interdependencies of activities, GANTT chart, network diagrams (AON, AOA), floats, critical pathCost ManagementProject Budget, actual effort, cost allocation and controlThe above three taken together are known as “Triple Constraint”Communication ManagementHuman Resource team building, team motivation, work enrichment, conflict handlingQuality ManagementDefects, Issues, quality policies and procedures, quality planning, quality assurance and quality controlKnowledge ManagementProcurement ManagementRisk ManagementRisk database, risk vs. issue, risk response planIntegration Management
- 7. Non Traditional MethodologiesAgile or ScrumRapid prototyping, short development cycle, team ownership=>plenty of internet resourcesTheory of Constraints – Critical Chain Project Management (@ Goldrattinsititute)Buffer ManagementCritical chainImpact of variability and interdependenciesConstraint managementIdentify, optimize, subordinate everything else, elevate, review and start againRead the book called “Critical Chain” by EliahuGoldratt, also the book “Goal”, by the same authorYour own methodology