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Lecture 1: Project Management Fundamentals I Agenda Projects, Programs, Portfolios Project Phases Project Lifecycles Gate Review Process Lecture 1 is based on the following readings: PMBOK pgs 1-22 Parts of Kerzner, Chapters 1 and 2
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What is a Standard?
A recommended uniform approach, usually established by a trade organization or professional society Differs from regulations Examples of standards: (non-mandatory) Clothing sizes Web languages Internal financial reporting standards (other financial standards are regulations now, legally mandated like Sarbanes-Oxley) Regulations: (mandatory) FDA labels Vehicle safety Electrical codes USDA codes
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ANSI Standard # PMI 99-001-2008 Not mandatory, but a recommended uniform approach to project management
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What is a Project? A project is a temporary endeavor undertaken to create a unique product, service or result. Temporary means there is a defined beginning and end. Unique means that no 2 projects are exactly the same. Even if they are producing the same product, they may have different people involved, different time scales, different budgets. Because of the unique product they produce, they have a specific objective to be accomplished within certain specifications.
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What is an Operation? Operations differ from Projects in that Operations are repetitive, ongoing. Example: Creating an easy-pass lane at the toll booth is a project. The person who collects the tolls every day is performing an operation.
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Programs and Portfolios A Program is a set of related projects group together so they can be managed in a coordinated way. An IT department may have an Infrastructure Program, with several projects such as upgrading hardware and software, providing standards for IT, providing WiFi to conference rooms.
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Programs and Portfolios Portfolio management is selecting out of a set of projects and programs, the ones that support the companys overall strategic objectives. A Portfolio manager may decide that the company no longer wants to invest in gaming technology and stick with only corporate applications. Project management helps to answer the question are we doing our projects right? Portfolio management helps to answer the question are we doing the right projects?
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What is a Project?
To recap: A project is a specific undertaking which: Is unique, a problem to be solved. Has specific objectives and specifications. Has defined start and end dates Must be accomplished within a limited budget and resources
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Organizational need
Example: upgrade all servers to improve the efficiency of the organization
Technological advance
Example: manufacture USB drive with higher capacity
Legal requirement
Example: re-engineer security procedures to adhere to Patriot Act
Customer request
Example: add an additional room to a renovation at customers request
Social need
Example: project to develop low-income housing
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Project Management
An alternate view (next slide), is a Project Management Maturity Model, which assesses the level of project management expertise within an organization. This is similar to the Carnegie Mellon Software Engineering Institute (SEI) Capability Maturity Model which assesses the level of software development maturity in an organization. Note that the levels proceed from ad-hoc processes thru progressively increasing levels of formality, culminating in the collection of metrics to measure and improve processes.
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Optimized
Level 4
Metrics for process quality are collected and used to analyze and control the processes and product.
Level 3
Defined
Processes for managing the project are documented, standardized and used throughout the organization.
Level 2
Repeatable
Basic project management practices are in place. It is possible to learn from similar past activities.
Level 1
Initial
The project management process is ad hoc and chaotic. Little is defined or documented consistently throughout the organization.
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All 3 of these assessments (OPM3, Kerzner, PMM) are all doing the same thing, using slightly different terminology, to determine the level of maturity an organization has with respect to project management. By knowing where your organization is, you can take steps to improve.
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Finish (Termination) Phase Completion of work and objectives. Delivery of product to customer.
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5%
20%
60%
Implementation Execution
15%
Closeout Finish
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0%
PROGRESS
LIFE CYCLE
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High
Ability to Influence product and cost
Low
High
Uncertainty of Success
Low
Amount at Stake
The next few slides exhibit some other lifecycles which can be used for product development, depending on the circumstances.
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Incremental LifeCycle
This lifecycle would be used when a product is very modular, so that pieces can be developed separately. All the requirements for the product would be established up front, but then pieces can be developed concurrently.
Design Implement Design Implement Design Implement Install, Operate, and Maintain
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Evolutionary LifeCycle
This lifecycle model will get product into the hands of the customer quickly so that feedback can be obtained. Think of software beta releases.
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Deciding on a Lifecycle
This table provides some very broad guidelines for which lifecycle to use Depending on the degree to which requirements and architecture are defined, whether the system can be separated into modular parts, the level of risk in the project, and the size and experience of the project team.
Arch
K K U
Sys
I D D
Risk
Low Low High
Size
S to M M to L M to L
Team
New New Exp
K K K
D = Divisible I = Indivisible
L = Large S = Small
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Implementation
A product life cycle may contain one or more projects, each of which must go through the full project life cycle
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Phase Gates What is a Phase Gate? A structured decision point at the end of a phase to determine whether the phase was successfully completed, and whether the project should continue to the next phase. Also known as kill points, go/no-go, checkpoints, quality gates, etc.
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Assigning gatekeepers who are afraid to terminate a Failure to provide the team with information critical to gate
project
reviews Allowing the team to focus more on the gates than on the phases I.e. what do we need to do to pass the gate rather then how to we best meet the project objectives?
Summary
Projects are temporary and unique, and are different from programs, operations, and portfolios. Project lifecycles are comprised of phases, which are collections of related activities, usually culminating in a deliverable. Phase gates are focused reviews conducted at the end of a phase to ensure the project has met the exit criteria for that phase and the entrance criteria for the next.
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