2. INTRODUCTION TO PM Kanabar/warburton Overview of project management and how it fits with...
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Transcript of 2. INTRODUCTION TO PM Kanabar/warburton Overview of project management and how it fits with...
2. INTRODUCTION TO PM
Kanabar/warburton
Overview of project management and how it fits with programs, portfolios, organizations and operations.
Objectives2-2
Introduce terms: project, program, operation, sub-project and portfolio
Identify industry trends fueling the demand for project management skills
Identify responsibilities, roles, and skills required of project managers
Identify project phases and life cycles Explain how the five process groups
and nine knowledge areas of project management can be organized into five groups
Philosophy
“There are no dumb questions”
“Opinions welcome”
“Question everything”
“Backed up by data”
Philosophy
See oneDo one
Teach one
You take some training
Small groups of 3 - 5
Then you go back to the office!
PMIIntroduction toIntroduction toThe Project Management Institute
Growth in Market for Project Management & PM Education15 May 2006 Boston University USA
John H. Cable, RA, PMPDirector, Project Management ProgramA. James Clark School of EngineeringChairman, GAC Board
Outline Growth in interest in Project
Management
Growth in PM education
Global Accreditation Center
Discussion
1969
55
The Kitchen The Kitchen YearsYears
220,000?220,000?
Another key factor emerged in the late 80s
Inexpensive, easy to use, and powerful computers
Then something entirely new happened…
THE INTERNET
1996 PMBOK® Guide coincides with uptake of the Internet
Growth of the PMP had a slightly different trigger…
10,000
180,000
Y 2 K
Growth was further accelerated in the late 90s by a little something called…
Emergence of the Chinese Economy
Global Outsourcing
Multinational Teams
Global Communications
Globalization
And some other stuff…
So…when will this end?
PMI estimates 16.5 million project managers worldwide
13.86 Million
8.25 Million
2.64 Million
0.41 Million
Laggards
Early Adopters
Innovators
Theory of Diffusion of Innovation
Everett Rogers
16.5 Million
Late Majority
Early Majority
72%61%
4%3%
9%9% 15%
27%
% PMI Members% PMPs
PM is the hottest topic in Education
BU is in the lead
PM Credentials are worth $$$$
PMI Certification (PMBOK) Project Management Professional (PMP)
pmi.org
Discussion
PMP Certification
Project Managers
Have to be successful every time!
The Fundamental Tension
• Project Manager (PM)
• Technical Director (TD)
Responsible for the product
Responsible for milestones, deliverables, & schedule
Controls the $$$$$
Interfaces to the Customer
The Fundamental Tension
There is always a PM and a TD(you just have to look)
Who has what power?
Clues:
Who whines?
The Fundamental Tension
Construction Project:Site Foreman controls the staffing, the schedule, delivering within budget.
Where is the TD?
The Architect
The Fundamental Tension
Movie:
Who controls staffing, schedule, and everything else?
Who controls the Money?The Producer
Who wins all the battles?
Who whines?
The “Fundamental Tension” Assignment
Describe a PM/TD Conflict in your own
experience
Who resolves the conflict:
PM -- always
PMBOK Life Cycle
Process Groups 2-28
PMBOK® Guide, 4th Edition, Figure 3-1 (modified).
Initiating(2 Process)
Planning(21 Processes)
Controlling(8 Processes)
Executing(7 Processes)
Closing(2 Processes)
Class Exercise 2-29
Students identify which project life cycle is used to manage projects at their organizations
Students will recommend life cycle.
Identify Work Place Project Life Cycles
2-30
Initiating Planning Executing Controlling Closing
4. Project Integration Management … 4.2 Project Plan
Execution …5. Project Scope
Management … … …6. Project Time
Management … …7. Project Cost
Management … …8. Project Quality
Management … 8.2 Quality Assurance …9. Project Human
Resource Management
… 9.3 Team Development
10. Project Communications Management
… 10.2 Information Distribution … …
11. Risk Project Management … …
12. Project Procurement Management
… 12.3 Solicitation
12.4 Source Selection
12.5 Contract Administration
…
Process Group
Knowledge Area
2-31
Initiating Planning Executing Controlling Closing
4. Project Integration Management
4.1 Project Plan Development
4.2 Project Plan Execution
4.3
Integrated Change Control
5. Project Scope Management … … …
6. Project Time Management … …
7. Project Cost Management … …
8. Project Quality Management … … …
9. Project Human Resource Management
… …
10. Project Communications Management
… … … …
11. Risk Project Management … …
12. Project Procurement Management
… … …
Process Group
Knowledge Area
Key Skills2-32
Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation
Benefits for Project Managers2-33
Recognition of project management as a profession
Growth opportunities Future source of company leaders High visibility of project results Building a reputation and network Transferable skills and knowledge
Challenge of Project Management
PM’s Live in Conflict
• Competition for staff• Compete with other projects for resources• Multiple Bosses• Different priorities and objectives of stakeholders
• Clients, Parent Org, Team, Public
Challenge for Project Manager
It’s your problem!
Induce?
Must induce the right people at the right time to address the right issues and make the right decisions.
The Project Manager Increased professionalism & tools Typically “Thrown into PM” Appreciation of importance Company Hierarchy vs. Projects Responsible for Outcomes without authority Projects change “Known unknowns & unknown unknowns” Trans-disciplinary Conflicts
The Project Manager’s Job
Respond to Clients Respond to Environment Identify problems (pro-active) Correct problems Build the team Conduct Trade-offs Make timely decisions Optimize the Project Lead and Manage
• Enthusiasm & despair are infectious
• Politics: naïve vs. shark
• Ethical reporting
References2-39
PMBOK 4th Edition, 2008 PMI MBA Fundamentals, Kanabar &
Warburton.