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1 Financial & Business Services Foundation Project Management From the Business Managers Perspective Business Manager Curriculum February 2014 Facilitator: Jim Branden, MBA, PMP

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Instructor: Jim Branden, MBA, PMP NCSU Bachelor's of Architecture, with Honors Licensed Architect (12 states) Florida Atlantic University, MBA Real estate developer Certified Urban Planner Land use plans for colleges & military installations (USA, England, Germany & Japan) Project Management Professional (PMP ) Consultant & PM Trainer (Southeast US & Norway) Contributed editorial reviews to the Third and Fifth Editions of The Guide to Project Management Body of Knowledge Northeastern University, Boston online instructor, Masters of Project Management teach Project Risk Management UNC Charlotte, ITS PPMO Senior PM 2

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3 Agenda Project Team Dynamics Birds Eye-view of PM Business Managers Role in Projects

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Project Team Dynamics From: Diverse Skills / Viewpoints To: Success! Toward: Common Goal 4

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Team Formation Define Cooperation ~ Collaboration Bruce Tuckman: Five stages of team formation Forming unclear about roles drop your guard Storming resolving personal conflicts; becoming respectful & trusting recognize differences Norming establish common goal; each responsible for helping achieve it drop personal preferences in deference to teams success, i.e. cooperate Performing function as unit internally goal driven, i.e. collaborate Adjourning completing task dissolve team 5

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Debrief Team Project Did you feel transitions across five stages? Which ones? How did conflict change in each stage? What might you have done about it? 6

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Project Team Dynamics Who Are These People? Sponsor = Business Process Owner PM = Person with all responsibility and limited authority Not a doer ~ conductor! Subject Matter Experts (SMEs) = E stands for Ego Production Team = those who work on project Stakeholders = everybody who knows of, participates in & affected by the project; not oblivious to it! Positive Stakeholders = those who want it to succeed by participation and or support or benefit by it Negative Stakeholders = those who dont want it to succeed, or impede its success (inadvertently or _______)! Third-party = not contractually integral to project; may be vendor or contractor supplying something to one party of contract 7

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Project Team Dynamics Common goal(s) vs. personal or my organizations goals Borrowed resources not fulltime on project Too many Priority #1s Late entry or early departure of key stakeholders Communications key to success Understand big picture which University Strategic Goal does project support? Which does this program & your certification support? * Clearly state Goal(s) of project Everyone know how their piece fits into projects goal(s) Roles & responsibilities Quality expectations Schedule involvement * See next slide 8

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University Strategic Goals Goal #1: Deliver high quality, affordable, & effective educational programs that produce educated & responsible citizens & competitive workforce. Goal #2: Stimulate increased research, creative activities, & community engagement with focus on programs & partnerships that address major needs of Charlotte region. Goal #3: Improve readiness of human resources & our academic, administrative, physical, & technological infrastructure to efficiently & responsibly operate urban research university serving 35,000 students. Goal #4: Improve significantly base of supplemental non-state revenues for academic programs & administrative support, physical facilities, & student development, particularly need-based student financial aid. Goal #5: Enhance opportunities for learning & working together in socially & culturally diverse world. Goal #6: Enhance quality of campus life & collegiate experience for students & other members of campus community, both on-campus & in adjacent University City neighborhoods. Goal #7: Build local, state, & national awareness of & respect for work of University & its people. 9

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Birds Eye-View of Project Management 10

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Concepts / Terms / Overview Brandenism: Processes: sustain organizations; Projects: improve or grow them Portfolio Collection of unrelated Programs Program Collection of related Projects Project Unique, limited duration effort to produce deliverables Unique: Not exactly same as before Duration: Calendar time (usually working days) 11

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Define: PM? What variables affect projects? How do you know you finished? What is successful PM? Project Management (PM) 12

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Complexity of PM Multiple agendas Diverse personalities Uncertain information: Known-knowns Known-Unknowns Unknown-unknowns Variables: Costs Time Quality Vendors I know you believe you understand what you think I said; Im not sure you realize what you heard is not what I meant! Coordination 13

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Time Brandenism: Each hour has only one last minute; dont expect me to do more than 8 things in a day! Milestone point in time (deadline) @ the last minute Effort what we do before the last minute Duration number of days between milestones & total calendar length of project Buffer time reserved (before or after) milestone to keep us on schedule 14

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Overview of Project Lifecycle TIME LEVEL OF EFFORT Initiating Planning Executing Closing Monitoring & Controlling 15

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Tuckmans Stages Forming Storming Norming Performing Adjourning 16

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Conflict in Projects: Think Positive! Projects lead to change Change produces uncertainty Uncertainty raises doubts Doubts color opinions Opinions differ between people Differences between people leads to conflicts Therefore: all projects include (embrace) conflict Conflict raises questions Questions stir debate Debate shows pros & cons Pros & cons justify decisions Decisions approve change Therefore: Conflict produces better Projects! 17

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Planning Scope Statement Scope EXPLICITLY in or IMPLICITLY out Brandenism: Scope EXPLICITLY in or IMPLICITLY out Who? Who? (HR & Stakeholders) How long? How long? (Time: when, effort & duration) How bad? How bad? (Quality) Need-to-Know? Need-to-Know? (Communications) Opportunities / Threats? Opportunities / Threats? (Risk) Make or Buy? Make or Buy? (Procurement) Coordination Coordination (Integration) Budget? Budget? (Cost) Concepts / Terms 18

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Concepts / Terms Deliverables Effort (verb) produces Work (noun)! Barbequing may or may not produce Bar-B-Q! Every project produces all 3 works Products, Service or Result WBS Work Breakdown Structure = DBS Deliverable Breakdown Structure (Brandenism) What are Business Managers Deliverables: Budget Requisition Purchase Order Inter-Departmental Invoices (IDI) 19

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Concepts / Terms Planning Risk Opportunities / Threats Positive Responses Exploit Enhance Share Accept Negative Responses Avoid Transfer Mitigate - Accept Mitigate Brandenism: Third worst risk response! Baselines Scope Time Cost = Triple Constraints S C T S -T C C S T T S C Scope Time Cost 20

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Role of Business Manager in Project 21

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Role of Business Manager in Project Questions to ask: What does done look like? (Scope) What is my role, responsibility & authority? What Business Manager Deliverables are required? When are Business Manager Deliverables required? With whom will I interact? 22

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Wrap Up What Ah-ha moments did you have? What did you learn that you can use? 23

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Key Points PM has all responsibility; little authority Iterative planning produces better projects If you dont plan ahea d youre planning to fail Project management includes: Diverse knowledge areas e.g. specialties (SMEs) Producing products, services & results Mitigation is third worst negative risk response 24