INTRODUCTION

OPMA 3310:
OPMA 5364:
INSY 5373:
Project Management

Copyright © 2017 McGraw-Hill Education.

All Rights Reserved.
 Course Composition
• Textbook
– Project Management, The Managerial Process, 7th ed. with
McGraw-Hill Connect license
– Microsoft Office Project 2013 or 2016 (download instructions
were provided by email some time ago)
• Lectures
– Textbook
– PMBOK 6th edition and PMI Practice Standards
– Practical Project Management with Microsoft Project 2016
– Professional Experience

1-2
 Assignments Example

• Read reading assignment before class date

• Work homework for discussion in class on date assigned
• Tutorials are assigned before knowledge is needed for preparation of Group
Project Interim Deliverables
• Quizzes 100 points—can be unannounced in class, Connect, or MS Project 1–3
 Exams—Two Components—Traditional
• Expect multiple formatted questions
– No true/false or completion
• Closed book, notes, and neighbor—but, you should prepare and use one 8 ½ X 11
inch page reference sheet with whatever you choose, including formulae you need
– Please don’t memorize formulae—bosses in business don’t expect you to have
everything committed to memory
– Use the sheet to list things to jog your memory and include your formulae
– The more you put on the sheet the less valuable it is—will run out of time for exam
– Make your own sheet, a copy of someone else’s will leave you searching instead of taking
the exam—turn in reference sheet with your exam booklet
• Any lookup tables required will be included in the exam booklet
• May use a multi-function calculator but all work must be shown to get full credit—
examining understanding of concepts, not how to operate a calculator
• No cell phones, laptops, ipads, or other aids—no headgear with a brim
• Traditional written exam will challenge your preparation and understanding of
concepts—will differentiate the well prepared from the also attended
• Since I allow you a reference sheet, I will grade some things very exactly
• Questions will come from anything assigned or discussed in class
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 Exams—Two Components—Connect
• 90 minutes for traditional in-class exam
• 90 minutes in-class for Connect component
• Connect component will be done the day after the traditional
component
• Points announced in exam review
• Available at class time, in class, on second day of exam
• Connect portion will be open book and open note—problems
will be algorithmic and are different between students but
will be the same level of difficulty and similar to homework
assignments

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 Group Project
• Serves as a comprehensive final exam—intended to allow the
group to demonstrate comprehension of all course material
• Interim products (5 at 10 points each) (all must have corrections applied
before moving to next steps)
– See syllabus for detail
• Paper and Presentation (120 points) (Part 6) (Success depends on
correct Interim artifacts)

• 360 Evaluation (30 points)

– ok if everyone gets 30 points—but don’t complain that someone didn’t pull
their load and then give them maximum points
– I will participate based on my perspective of teamwork within the team,
readiness to respond to questions in class, and my assessment of your
homework assignments

1–6
 • Group Sharepoint like space on Blackboard
Group Tools • Easy way to pass email between group members
• File exchange and collaboration
• Free download of MS Project 2016 and Visio 2016
• Must have MS Word and Excel also
 Group Dynamics
• All members of the group are expected to contribute to all group efforts
• Reality is that some will allow the other group members to carry the load
for them
• As in Corporate America, project team members may be terminated from
project work for lack of contribution by group request and concurrence of
VP Operations after Interim Delivery 2
– Failure to meet with group (in person or virtual) and failing to contribute when
present
– Not contributing to group work and discussions in class
– Not loading MS Project 2013 on their laptop and relying on group members to
cover for them on MS Project related activities
• Should this occur to you
– Probability of passing the course is significantly lower
– Must work the project alone working with an unhappy VP Operations
– Score 0 of 30 points for the peer rating
– Score 0 for Interim Deliveries for which group tells me you didn’t contribute

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 Recommended Preparation Steps
1. Focus on learning all you can, not on grade you need to get—do that and grade
will take care of itself
2. Read assigned text (starting with Learnsmart summary)
3. Read PowerPoint presentation from Blackboard (Chapter Outline)
4. Work assigned homework in Connect or from end of chapter (syllabus)
– I mean really work it, don’t print it out and plug in the answers to get credit
– Learn it!
5. Listen and question lecture (take notes, presentations are more detailed than
Blackboard version)
6. Watch assigned MS Project Tutorials more than once
7. Watch as I work through solution in class—question solution technique
8. Go back and rework problems after we solve them in class until you have them
and concepts behind them—this will help you on exams
9. Don’t hesitate to come ask me—but not night before exam
10. Pay attention to the detail of assignments and instructions
– All of your group project requirements are not in one neat place
– A good project manager spends great effort to gather information about project
11. Result—better course performance
 Day in the Life
• My availability
– Posted office hours—by appointment if you need it (by groups concerning group project)
– Email using mavs email accounts—expect a maximum of 12 hour response time (if
related to the group project, all group members included on email traffic)
– I will help you to the same extent that you demonstrate a willingness to help yourself
• Lecture—prefer an interactive discussion
– Will follow general outline of textbook but won’t discuss all content from Chapters
– Won’t discuss all slides posted to Blackboard—those outline entire chapter
– Suggest you use note view pages of Blackboard version to capture notes
• Groups discuss problems assigned
– Problems are static meaning each person has same problem—we will discuss solution to
each of them in class
– I will ask you as a group to discuss a solution to them in class (I will provide corrections)
– Use that discussion to correct issues you had in solving the problems
– I will post my solutions to the problems to Blackboard (yours is on Connect)

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Download Instructions

1–11
Download Instructions

1–12
 Microsoft Project
• Poor man’s tool but fairly sophisticated piece of software
– Big companies use Oracle Primavera or other expensive tools
– Most do not use the Project Management module of their ERP system
– MS Project is most used scheduling software and we can give you a full copy
– If you understand the basics of MS Project, then other tools will be easier to
learn if you need them
• We will learn enough about it to plan and execute a simple project but will
not use most of its more sophisticated features—trying to get fancy
during this course is dangerous
• MS Project tutorials and my supplemental instruction/demonstration will
be sufficient to meet the course requirements
• To be expert with MS Project, you must use it every day—we will not be
more than novices with it but will have a good understanding of its use in
projects

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MS Project 2016 Overview

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Blackboard and Connect

15
 Connect (on Blackboard)

• Following this link will allow you to

register in Connect
• But, it will not make a connection to
post your grades from Connect to
Blackboard
• If you make this mistake, fixing it is
simply logging into an assignment from
Blackboard
The Adaptive Difference: SmartBook

You can access your assigned

materials in the Assignments
list in Connect
Always best to enter from
Blackboard but this will work
after initial registration
The Adaptive Difference: SmartBook

The first time you launch

a SmartBook assignment,
you will be presented
with a brief tutorial that
explains how SmartBook
works.
The Adaptive Difference: SmartBook

When you open a

chapter, you’ll see a
Preview Pane outlining
the chapter
You can close this by
clicking on the 4-squares
icon on the upper left
corner
The Adaptive Difference: SmartBook
Content in the chapter will be
highlighted in yellow to indicate the
content that is most important to focus
on at any moment in time
The Adaptive Difference: SmartBook
The Adaptive Difference: SmartBook
 Where To Go For Help?

TECH SUPPORT & FAQ: FIND MORE SUPPORT:

CALL: (800) 331-5094 connectstudentsuccess.com

EMAIL & CHAT: mhhe.com/support FIND MORE TIPS:

MONDAY-THURSDAY: 24 hours mhhe.com/collegesmarter

FRIDAY: 12 am - 9 pm EST
SATURDAY: 10 am - 8 pm EST
SUNDAY: 12 pm – 12 am EST
Help Tips: WATCH VIDEO

NOTE: If you contact your instructor with a technical question, you will be asked to
provide a case number from tech support before your concern is escalated.

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 Purchase Options
OPTION 1:
CONNECT + TEXT PACKAGE
The bookstore is carrying a
bundle that includes the text and
a printed Connect access code at
a discounted price for you.
OPTION 2:
GO ALL DIGITAL
WITH CONNECT
For this course we will be using
McGraw-Hill Connect. Connect
includes everything you need for
this course, including
[Smartbook and the eBook].
1–24
 Connect
Homework
PMI’s 5 Process Groups and Our Course Structure

1–26
Detailed Course Structure

1–27
 Emergency Exit Procedures

• Should we experience an emergency event that

requires us to vacate the building, students should
exit the room and move toward the nearest exit,
which is located ……
• When exiting the building during an emergency, one
should never take an elevator but should use the
stairwells
• I will assist students in selecting the safest route for
evacuation and will make arrangements to assist
handicapped individuals

1–28
 29

Getting to Know One Another

• Management approved X projects this year and sent out
notices this last week to
those assigned to
project groups
• Management is holding
a kickoff meeting today so
that group members
can get acquainted
– Name
– Background
• Jobs
• Schooling
– Family
– Course expectations
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 CHAPTER ONE

Modern Project
Management

Copyright © 2017 McGraw-Hill Education.

All Rights Reserved.
An Overview of Project Management 7th ed

1–31
 Chapter Outline

1.1 What Is a Project?

1.2 Current Drivers of Project Management
1.3 Project Governance
1.4 Project Management Today—A Socio-
Technical Approach

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 Learning Objectives

1. Understand why project management is crucial in

today’s world
2. Distinguish a project from routine operations
3. Identify the different stages of project life cycle
4. Understand the importance of projects in
implementing organization strategy
5. Understand that managing projects involves
balancing the technical and sociocultural
dimensions of the project

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 Slide Header Legend

• Slide headers like this indicate

that most information on the Textbook
slide is discussed in the Discussion
assigned textbook readings

• Slide headers like this indicate

supplemental material Supplemental
generally not discussed at all
Material
or incompletely in the
assigned textbook readings
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What is a Project?
• PMBOK 6th ed.—A
project is a temporary
endeavor undertaken to
create a unique product,
service, or result.

1–35
 What is Project Management

• Application of knowledge, skills, tools,

and techniques to project activities to
meet the project requirements
• Accomplished through the appropriate
application and integration of 49
logically grouped project management
processes, categorized into 5
Process Groups (PMBOK Chart)
– Four of these are almost the
same as the Project Life Cycle
– Fifth takes place during the
entire life cycle
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 10 Project Management Knowledge Areas

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management We will talk about all
of these knowledge
9. Project Procurement Management areas over the next
14 weeks
10. Project Stakeholder Management
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 Managing a Project Includes
• Identifying requirements
• Addressing various needs, concerns, and expectations of stakeholders
• Setting up, maintaining, and carrying out communications among
stakeholders that are active, effective, and collaborative in nature
• Managing stakeholders towards meeting project requirements and
creating project deliverables
• Balancing the competing project constraints, including but not limited to:
– Scope
– Quality
– Schedule
– Budget
– Resources, and
– Risks

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 What is a Program?
• Program Defined
– A series of coordinated, related, multiple projects that continue over
an extended time and are intended to achieve a goal
– A higher level group of projects targeted
at a common goal
– Example:
• Project: completion of a required course
in project management
• Program: completion of all courses required
for a business major
• PMBOK Definition:
– A group of related projects, subprograms, and program activities that
are managed in a coordinated way to obtain benefits not available
from managing them individually

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 What is a Portfolio?
• Portfolio PMBOK Definition
– A component collection of programs, projects, or operations managed
as a group to achieve strategic objectives
– Components may not necessarily be interdependent or have related
objectives
– Components are quantifiable, that is, they can be measured, ranked,
and prioritized
• Concepts of Managing Projects, Programs, and Portfolios
– Basics are the same
– We will focus primarily on projects but may stray occasionally

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 Project Management Institute (Professional PM)

• Project Management Institute (PMI) Certification

– CAPM® (Certified Associate in Project Management
• 23 hours of PM education or 1,500 hours of relevant work
• 3 hr., 150 question multiple choice exam
– PMP® (Project Management Professional)
• 35 hours of PM Education
• 4,500 hours of relevant work with Bachelors degree, or 7,500 hours
without degree
• 4 hr., 200 question multiple choice exam
– Also
• PMI-SP—Scheduling Professional
• PMI-RMP—Risk Management Professional
• PgMP—Program Management Professional
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 Comparison of Routine Work with Projects
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into
the accounting ledger
Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an Apple
iPod
Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
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Selecting the Project Manager—Characteristics

Most Desirable Characteristic: Drive to Complete the Task 1–43

4 Stages of the Project Life Cycle (Outline for Paper)

Group Project Paper Outline 1–44

 Initiating Planning
Determine how planning will be
Select project manager done
Create project scope statement
Determine company Determine team
culture & existing systems Create WBS & WBS dictionary
Collect processes, Create activity list
procedures, and historical Create network diagram
Divide large projects into Estimate resource requirements
phases Estimate time and cost
Determine critical path
Develop schedule (Product &
Process IMPs and IMS)
Identify stakeholders
Develop budget
(BOEs, EVMS)
Determine quality standards,
Document business need
processes, and metrics
Determine project
Determine roles & responsibilities Continuous improvement
objectives
Determine communications
Document assumptions &
requirements
Risk identification, qualification &
constraints
quantitative risk analysis, &
response planning
Develop project charter Go back & recheck everything
Determine what to purchase
Develop preliminary
project scope statement Prepare procurement documents
Finalize the "how to execute &
contol" aspects of all management Request seller responses
plans
Create process improvement plan
Develop final PM plan &
performance measurement
baselines
Gain formal approval
Hold kickoff meeting
Executing Closing Monitoring & Controlling
Develop closure Measure against
Acquire final team
procedures performance baselines
Measure according to
Execute the PM plan Complete contract closure
management plans
Confirm work is done to Determine variances &
Complete product scope
requirements take corrective action if
Recommend changes & Gain formal acceptance of
Scope verification
corrective actions product
Final performance Configuration
Send & receive information
reporting management
Implement approved Recommend changes,
changes, defect repair, & Index & archive records defect repair, preventive &
corrective actions corrective actions
Update lessons learned
knowledge base
Integrated change control Reference
Approve changes, defect
Hand off completed
repair, preventive & Sheet I
product
Follow process Release resources
corrective actions
Risk audits
memorized
Team building In General Manage reserve for the PMP
Influencing the
organization
Use issue logs Exam
Give recognition & rewards
Facilitate conflict
Leading
resolution
Solving problems
Hold progress meetings
Negotiating Measure team member
Use work authorization performance
Communicating
system
Holding meetings
Report on performance
Stakeholder management
Select sellers
Create forecasts
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Administer contracts
 The Challenge of Project Management

• The Project Manager

– Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization
• Marshals resources for the project
• Is linked directly to the customer interface
• Provides direction, coordination, and integration to the project team
• Is responsible for performance and success of the project
– Must induce the right people at the right time to address the right
issues and make the right decisions
– Good Project Managers are always in demand

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 Project Manager Credibility

• Reasonable understanding of base technology

• Ability to explain project technology to stakeholders
• Accurate interpretation of client needs to project
team
• To senior management: affirm that project reports
are accurate & timely
• To project team: make sure material, equipment,
labor are available when needed

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 Project Manager Sensitivity

• Political: organizational and customer politics

• Interpersonal: recognize & resolve conflicts before
they erupt
• Detective: recognize cover-up of failure by team
members

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 Project Manager Interpersonal Skills
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation
• Trust building
• Conflict management, and
• Coaching

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 Project Manager High Stress Factors

• Lack of consistent set of procedures to manage

project
• Too much work and not enough family time
• Need for high achievement
• Parent organization in upheaval
• Doing project team member’s job

1–50
 Current Drivers of Project Management

• Factors leading to the increased use of project

management:
– Compression of the product life cycle
– Knowledge explosion
– Triple bottom line (planet, people, profit)
– Corporate downsizing
– Increased customer focus
– Small projects represent big problems

1–51
 Project Governance (more on this in Chapter 3 Lecture)

• Designed to improve project management in whole

organization over long haul
• Rationale for integration of project management
(project management office) was to provide senior
management with:
– Overview of all PM activities
– Big picture of how organizational resources are being used
– Assessment of the risk to their portfolio that project
represents
– Rough metric for measuring improvement of managing
project relative to others in the industry
– Linkages of senior management with actual project
execution management 1–52
 Major Functions of Portfolio Management—Project Office

• Oversee project selection

• Monitor aggregate resource levels and skills
• Manage shared resources across all projects
• Identify and develop project management methodology, best practices, and
standards
• Coaching, mentoring, training, and oversight
• Balance projects in the portfolio to represent a risk level appropriate to the
organization
• Monitoring compliance with project management
standards, policies, procedures, and templates by
means of project audits
• Coordinate and improve communication among
all stakeholders
• Create a total organization perspective
that goes beyond silo thinking
• Improve overall management of projects 1–53
Integrated Management of Projects

1–54
 Alignment of Projects with Organizational Strategy

• Problems resulting from the uncoordinated project

management systems include:
– Projects that do not support the organization’s overall
strategic plan and goals
– Independent managerial decisions that create internal
imbalances, conflicts and confusion resulting in dissatisfied
customers
– Failure to prioritize projects results in the waste of
resources on non-value-added activities/projects

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 A Project Management Today: A Socio-Technical Approach

• The Technical Dimension (The “Science”)

– Consists of the formal, disciplined, purely logical parts of
the process.
– Includes planning, scheduling, and controlling projects.
• The Sociocultural Dimension (The “Art”)
– Involves contradictory and paradoxical world of
implementation.
– Centers on creating a temporary social system within a
larger organizational environment that combines the
talents of a divergent set of professionals working to
complete the project.

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 The Technical
and Sociocultural
Dimensions
of the Project
Management
Process

“Science” and “Art” of Project Management

1–57
 Key Terms
Program
Project
Project life cycle
Project Management Body of Knowledge (PMBOK)
Project Management Institute (PMI)
Project Management Professional (PMP)
Portfolio
Sociotechnical perspective

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 Review Questions
1. Define a project? What are five characteristics that help
differentiate projects from functions?
2. What are some key environmental forces that have
changed the way projects are managed? What has been
the effect of these forces on the management of projects?
3. Why is the implementation of projects important to
strategic planning and the project manager?
4. The technical and sociocultural dimensions of project
management are two sides of the same coin. Explain
5. What is the impact of governance to managing an
individual project? Why is this approach important in
today’s environment?

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 Exercises and Cases

Modern Project
Management

Copyright © 2017 McGraw-Hill Education.

All Rights Reserved.
 A Day in the Life Case

I. How effectively do you think Rachel spent her

day?

II. What does the case tell you about what it is like to
be a project manager?

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