Project Management Professional PMP AdvisorDr YeongSung Lin StudentChiuHan

Project Management Professional, PMP Advisor：Dr. Yeong-Sung Lin Student：Chiu-Han Hsiao Department of Information Management National Taiwan University Taipei, Taiwan, R. O. C. 1

The Project Management Framework PMP國際專案管理師認證. htm 2

Project Management Body of Knowledge (PMBOK) The sum of knowledge within the profession of project management. The knowledge of (both published and unpublished) widely applied, proven traditional practices and knowledge of less frequently used innovative and advanced practices. 3

PMI Standards Background 1969 – PMI founded 1983 – PMI Special Report on Ethic, Standards, and Accreditation – the Standards portion was The Project Management Body of Knowledge (PMBOK) 1987 – PMBOK Standard was published 1996 – A Guide to the Project Management Body of Knowledge (PMBOK® Guide) [first edition] was published 1999 – PMI accredited as a Standards Development Organization (SDO) by ANSI 2000 – The PMBOK® Guide - 2000 Edition 2007 – The PMBOK® Guide – 4 th Edition 2010 – The PMBOK® Guide – 5 th Edition 5

Project Versus Operations Work Involves either operations or projects. A Project is a temporary (Start and Stop points) endeavor undertaken to create a unique product or service. Projects are a means for organizations to respond to those requests that cannot be addressed within the organization's normal operational limits. The objective of a project is to attain the objective and close the project. 6

Unique Product/Service/Result A product or service resulting from a project may be unique even if the category to which it belongs is large. A projects outcome (deliverable) product or service typically continue even though the project ends. The presence of repetitive elements within project completion does not change the fundamental uniqueness of the project work. 7

Progressive Elaboration Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated. Progressively means "proceeding in steps; continuing steadily by increments. " Elaborated means "worked out with care and detail; ” e. g. developed thoroughly. Progressive elaboration of product characteristics must be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. 8

Project Management Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Use of PM knowledge, skills, tools, and techniques to lead a project from start to finish Project management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing. The project team manages the work of the projects. 9

Work of the Projects Competing demands for: scope, time, cost, risk, and quality. Stakeholders with differing needs and expectations. Identified requirements. 10

Project Management Knowledge Areas Project Management Project Integration Management Project Scope Management Initiation Scope Planning Scope Definition Scope Verification Scope Change Control Project Time Management Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control Project Cost Management Resource Planning Cost Estimating Cost Budgeting Cost Control Project Quality Management Quality Planning Quality Assurance Quality Control Project Human Resource Management Organizational Planning Staff Acquisition Team Development Project Communications Management Communications Planning Information Distribution Performance Reporting Administrative Closure Project Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Project Procurement Management Procurement Planning Solicitation Source Selection Contract Administration Contract Closeout Project Plan Development Project Plan Execution Integrated Change Control 11

The Project Management Context 12

Project Life Cycle The collection of phases that are performed in completing a project. Each project phase is marked by completion of one or more deliverables. The conclusion of a project phase is generally marked by a review of both key deliverables and project performance to date. Determine if the project should continue into its next phase. Detect and correct errors. The project life cycle defines the beginning and the end of a project. Project life cycles generally define: What technical work should be done in each phase. Who should be involved in each phase. 13

Typical Project Life Cycle 14

Project Phase Deliverables A deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. Deliverables from the preceding phase are usually approved before work starts on the next phase. 15

Project Stakeholders Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion; they may also exert influence over the project and its results. Key Stakeholders Project manager—the individual responsible for managing the project. Customer—the individual or organization that will use the project's product or service. Performing organization—the enterprise whose employees are most directly involved in doing the work of the project. Project team members—the group that is performing the work of the project. Sponsor—the individual or group within or external to the performing organization that provides the financial resources, in cash or in kind, for the project. Stakeholder expectations must be carefully managed since stakeholders often have very different and conflicting objectives for the project. 16

Organizational Influences to Projects Organizational Systems. Organizational Cultures and Styles. Organizational Structure. Project Office. 17

Project-based Organizations Project-based organizations are organizations whose operations consist primarily of projects. Organizations that derive their revenue primarily from performing projects for others. Organizations that have adopted management by projects. Nonproject-based organizations often lack management systems designed to support project needs efficiently and effectively. 18

Organizational Cultures/Styles Organizational culture is reflected in their shared values, norms, beliefs, and expectations; in their policies and procedures; in their view of authority relationships; etc. [TB 07] Tiwana, A. and Bush, A. A. , “A Comparison of Transaction Cost, Agency, and Knowledge-Based Predictors of IT Outsourcing Decisions: A U. S. -Japan, Cross-Cultural Field Study, ” Journal of Management Information Systems, Vol. 24, 19 No. 1, Summer 2007, pp. 259 -300.

Organizational Structure Functional Structure Matrix Structure Projectized Structure 20

Matrix Organizational Structure Matrix organizations are a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than a manager. Strong matrices have many of the characteristics of the projectized organization—full-time project managers with considerable authority and full-time project administrative staff. [HBK 07] He, J. , Butler, B. S. , and King, W. , R. , “Team Cognition: Development and Evolution in Software Project Teams, ” Journal of Management Information Systems, 21 Vol. 24. No. 2, Fall 2007, pp. 261 -292.

Organizational Structure Influences on Projects 22

Key General Management Skills Finance and accounting, sales and marketing, research and development, and manufacturing and distribution. Strategic planning, tactical planning, and operational planning. Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths. Managing work relationships through motivation, delegation, supervision, team building, conflict management, and other techniques. Managing oneself through personal time management, stress management, and other techniques. 23

Leading Establishing direction—developing both a vision of the future and strategies for producing the changes needed to achieve that vision. Aligning people—communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. Motivating and inspiring—helping people energize themselves to overcome political, bureaucratic, and resource barriers to change. 24

Communicating involves the exchange of information. Communicating Dimension Examples Written and oral, listening and speaking. Internal (within the project) and external (to the customer, the media, the public, etc. ). Formal (reports, briefings, etc. ) and informal (memos, ad hoc conversations, etc. ). Vertical (up and down the organization) and horizontal (with peers and partner organization). 25

Negotiating involves conferring with others to come to terms with them or reach an agreement. Negotiation Item Examples Scope, cost, and schedule objectives. Changes to scope, cost, or schedule. Contract terms and conditions. Assignments. Resources. 26

Problem Solving Problem solving involves a combination of problem definition and decision-making. Problem definition requires distinguishing between causes and symptoms to determine the essential reasons for a problem. Decision-making includes analyzing the problem to identify viable solutions, and then making a choice from among them. 27

Influencing the Organization Influencing the organization involves the ability to "get things done. " Influencing the organization also requires an understanding of the mechanics of power and politics. Power is the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do. Politics is about getting collective action from a group of people who may have quite different interests. 28

Standard A standard is a "document approved by a recognized body, that provides, for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory. " 29

Regulation A regulation is a "document, which lays down product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory. " 30

Culture is the "totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought. 31

Project Management Processes 32

Project Processes A process is "a series of actions bringing about a result. “ Project processes typically consist of project management processes and product-oriented processes. Project management processes describe, organize, and complete the work of the project. Product-oriented processes specify and create the project's product. Project management processes and product-oriented processes overlap and interact throughout the project. 33

Project Management Processes Initiating processes—authorizing the project or phase. Planning processes—defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address. Executing processes—coordinating people and other resources to carry out the plan. Controlling processes—ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary. Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end. 34

Process Group Linkages The process groups are linked by the results they produce—the result or outcome of one often becomes an input to another. Among the central process groups, the links are iterated—planning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project progresses. Project management process groups are not discrete, one-time events; they are overlapping activities that occur at varying levels of intensity throughout each phase of the project. Process group interactions also cross phases such that closing one phase provides an input to initiating the next. 35

Process Group Links within a Project Phase Initiating Processes Planning Processes Controlling Processes Arrows Depict Information Flows Executing Processes Closing Processes 36

Overlap of Process Groups within a Project Phase 37

Process Group Interaction between Project Phases Design Phase Initiating Processes Previous Phases Planning Processes Implementation Phase Initiating Processes Planning Processes … Controlling Processes Closing Processes Executing Processes Controlling Processes Executing Processes … Subsequent Phases Closing Processes 38

Process Elements Inputs—documents or documentable items that will be acted upon. Tools and techniques—mechanisms applied to the inputs to create the outputs. Outputs—documents or documentable items that are a result of the process. 39

Initiating Processes Authorizing the project or phase (part of project scope management). Project or phase initiation is the process wherein a suggestion or idea is transformed into an actual project. 40

Planning Processes Planning processes include core processes and facilitating processes. Planning is an ongoing effort throughout the life of the project. 41

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Core Planning Processes Scope Planning—developing a written scope statement as the basis for future project decisions. Scope Definition—subdividing the major project deliverables into smaller, more manageable components. Activity Definition—identifying the specific activities that must be performed to produce the various project deliverables. Activity Sequencing—identifying and documenting interactivity dependencies. Activity Duration Estimating—estimating the number of work periods that will be needed to complete individual activities. 43

Core Planning Processes Schedule Development—analyzing activity sequences, activity durations, and resource requirements to create the project schedule. Risk Management Planning—deciding how to approach and plan for risk management in a project. Resource Planning—determining what resources (people, equipment, materials, etc. ) and what quantities of each should be used to perform project activities. Cost Estimating—developing an approximation (estimate) of the costs of the resources required to complete project activities. Cost Budgeting—allocating the overall cost estimate to individual work packages. Project Plan Development—taking the results of other planning processes and putting them into a consistent, coherent document. 44

Planning Facilitating Processes Quality Planning—identifying which quality standards are relevant to the project and determining how to satisfy them. Organizational Planning—identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. Staff Acquisition—getting the human resources needed assigned to and working on the project. Communications Planning—determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them. Risk Identification—determining which risks are likely to affect the project and documenting the characteristics of each. 45

Planning Facilitating Processes Qualitative Risk Analysis—performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. Quantitative Risk Analysis—measuring the probability and impact of risks and estimating their implications for project objectives. Risk Response Planning—developing procedures and techniques to enhance opportunities and to reduce threats to the project's objectives from risk. Procurement Planning—determining what to procure, how much to procure, and when. Solicitation Planning—documenting product requirements and identifying potential sources. 46

Executing Processes Executing processes include core processes and facilitating processes. Project Plan Execution—carrying out the project plan by performing the activities included therein. Quality Assurance—evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Team Development—developing individual and group skills/competencies to enhance project performance. Information Distribution—making needed information available to project stakeholders in a timely manner. Solicitation—obtaining quotations, bids, offers, or proposals as appropriate. Source Selection—choosing from among potential sellers. Contract Administration—managing the relationship with the seller. 47

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Controlling Processes Controlling processes include core processes and facilitating processes. Integrated Change Control—coordinating changes across the entire project. Scope Verification—formalizing acceptance of the project scope. Scope Change Control—controlling changes to project scope. Schedule Control—controlling changes to the project schedule. Cost Control—controlling changes to the project budget. Quality Control—monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Performance Reporting—collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. Risk Monitoring and Control—keeping track of identified risks, monitoring residual risks and identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk. 49

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Closing Processes Contract Closeout—completion and settlement of the contract, including resolution of any open items. Administrative Closure—generating, gathering, and disseminating information to formalize phase or project completion, including evaluating the project and compiling lessons learned for use in planning future projects or phases. 51

Mapping Of Project Management Processes and PMBOK Knowledge Areas 52

The PMBOK “Project Management Body of Knowledge” sum of knowledge within the profession of project management used to document and standardize generally accepted project management information and practices produced by the Project Management Institute revised and reprinted every 4 years – fourth edition is expected to be released shortly 53

The 9 Things an area of project management defined by its knowledge requirements and described in terms of its associated process, practices, inputs, outputs, tools and techniques identified knowledge areas (the ‘things’) 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management 54

1. Project Integration Management effective integration of the processes required to accomplish project objectives processes include 1. 2. 3. 4. 5. project charter development preliminary project scope statement development project management plan development project execution monitoring and control of project work 55

2. Project Scope Management defines and controls what is and is not included in the project processes include 1. 2. 3. 4. 5. scope planning scope definition creation of a Work Breakdown Schedule scope verification scope control 56

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3. Project Time Management includes processes required for the timely completion of a project processes include 1. 2. 3. 4. 5. 6. defining activities sequencing activities estimating resource activities estimating duration of activities developing the project schedule controlling the project schedule 58

4. Project Cost Management planning, estimating, budgeting and controlling costs to ensure the project can be completed within the approved budget processes include 1. 2. 3. cost estimating cost budgeting cost control 59

Schedule Development 60

5. Project Quality Management all activities that determine quality policies, objectives and responsibilities for the project to satisfy the needs for which it was undertaken processes include 1. 2. 3. quality planning performing quality assurance performing quality control 61

6. Project Human Resource Management processes that organize and manage the project team processes include: 1. 2. 3. 4. human resource planning acquiring the project team developing the project team managing the project team 62

7. Project Communications Management activities to ensure project information is timely and appropriately generated, collected, distributed, stored, retrieved and disposed of processes include 1. 2. 3. 4. communications planning information distribution performance reporting managing stakeholders 63

8. Project Risk Management processes to increase the probability and impact of positive events and decrease the probability and impact of negative events updated throughout the project processes include 1. 2. 3. 4. 5. 6. risk management planning risk identification qualitative risk analysis quantitative risk analysis risk response planning risk monitoring and control 元智資管所 劉俞志 副教授 An proactive approach to prevent risk factors in IS projects [SLK 01] Schmidt, R. , Lyytinen, K. , Keil, M. , and Cule, P. , “Identifying Software Project Risks: An International Delphi Study, ” Journal of Management Information Systems, Vol. 17, No. 4, Spring 2001, pp. 5 -36. 64

9. Project Procurement Management processes to purchase/acquire the products, services or results needed to perform the project work includes contract management and change control processes to administer contracts or purchase orders processes include: 1. 2. 3. 4. 5. 6. planning purchases and acquisitions contract planning requesting seller responses selecting sellers contract administration contract closure Rai, A. , Maruping, L. , M. , and Venkatesh, V. , “Offshore Information Systems Project Success: The Role of Social Embeddedness and Cultural Characteristics, ” MIS Quarterly, Vol. 33, No. 3, September 2009, pp. 617 -A 7. 65

PM Knowledge Areas & Process Groups PM Process Groups / Knowledge Area Processes Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Management Integration Develop Project Charter Develop Prelim Project Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project Scope Management Scope Planning Scope Definition Create WBS Scope Verification Scope Control Project Time Management Activity Definition & Sequencing Resource Estimating Duration Estimating Schedule Development Schedule Control Project Cost Management Cost Estimating Cost Budgeting Cost Control Project Quality Management Quality Planning Perform Quality Assurance Perform Quality Control Project HR Management Human Resources Planning Acquire Project Team Develop Project Team Manage Project Team Project Communications Management Communications Planning Information Distribution Performance Reporting Manage Stakeholders Project Risk Management Planning Risk Identification Qualitative / Quantitative Risk Analysis Risk Response Planning Project Procurement Management Plan Purchases and Acquisitions Plan Contracting Risk Monitoring and Control Request Seller Responses Select Sellers Contract Administration Contract Closure 66

Future Research 67

Vision of 4 G 68

What is 4 G? Technical Evolution 2001 -2005 Wi. MAX Evolution R 1. 0/Wave 2 Certification IEEE 802. 16 d 20 Mbps IEEE 802. 16 m DL: 100 Mbps UL: 50 Mbps IEEE 802. 16 e 70 Mbps 3 GPP Evolution WCDMA R 99/R 4 384 kbps HSDPA Phase II 7. 2/14. 4 Mbps HSUPA 2 M/5. 76 Mbps HSDPA Phase I 1. 8 M/3. 6 Mbps 3 GPP 2 Evolution CDMA 1 X 153 kbps 1 x. EV-DO Rev. 0 DL: 2. 4 Mbps UL: 153. 6 kbps R 2 Certification R 1. 5 Certification 1 x. EV-D 0 Rev. A DL: 3. 1 Mbps UL: 1. 8 Mbps HSPA+ DL >40 Mbps UL >10 Mbps LTE (FDD) In 20 MHz (Rel. 8) DL PDR: 326 Mps UL PDR: 86 kps LTE-Advanced (Rel. 9) DO Rev. B IMT Advanced Technology （ MC DO） DL： 46. 5 Mbps UL: 27 Mbps TD-SCDMA Evolution DL: 1 Gbps UL: 150 Mbps (Rel. 10) LTE TDD 2006 2007 2008 2009 2010 2011 69

Driving Force of 4 G Total daily traffic in 2012 will be double up to 250 TB, and will be 5750 TB in 2020 (i. e. Total traffic/subscriber/day of 495 Mbytes) in Western Europe Source: MAGIC MOBILE FUTURE 2010 -2020, UMTS Forum, 2005 70

Migration Paths Toward 4 G l Global Evolution Trends Path 1 – 3 G Evolution – Path 2 802. 11 n, Gigabit – WLAN Path 3 – Broadband wireless Access – Path 4 4 G standard body Mobility 1995 2000 High (250 Km/h~) New Life Style 4 4 G Standard 2010 2005 Multimedia 1 3 G Ev. OFDMA/LTE 2 G Medium (Vehicular) CDMA GSM 1 G 3 G §Wireless Transmission § 100 Mbps (high mobility) § 1 Gbps(Fixed, Nomadic) §High Spectrum efficiency ( 5~10 bps/Hz ~) §Ubiquitous communication §Heterogeneous IW §Cost-effective §High capacity §Larger coverage 802. 16 m 3 G++ W-CDMA/HSDPA 802. 16 e CDMA 2000/Ev-DV/DO IMTAdvanced ITU WP 5 D 4 G 3 Wi. Bro AMPS Low (Nomadic) Voice 2 WLAN 802. 11 n 802. 16 a/d WLAN 802. 11 a/b 14. 4 Kbps 144 Kbps 384 Kbps ~ 50 Mbps Source: “Korea 4 G R&D and Standardization”, LGE, 2006 ~100 Mbps ~ Data Rate 71

Expected 4 G Features In addition to the development of a total new system, 4 G network should integrate the existing system From users’ viewpoint High usability Anytime, anywhere with any technologies Support multimedia services at low cost In addition to telecomm and datacomm Personalization Users in different location, occupation, and economic classes Integrated services Multiple services from multiple providers 72

4 G Market Trend Strong Market Forces…. Video, video and more video The proliferation of mobile broadband Capacity, capacity Enterprise IT shift to the cloud 73

5% 50, 000 4% 40, 000 PB/Month Traffic growth is accelerating while revenue growth is slowing… 60, 000 3% 30, 000 20, 000 10, 000 0 2% Y/Y % Growth …Resulting in serious challenges for service providers Internet Traffic SP Rev Growth % 1% 0% 74

The facts Telcos Facts Business transformation from Network providers to Service Providers Introduce new competitive Value Added Services in a timely manner Reduce their costs (OPEX/CAPEX) and provide the best Quality of Service Consequences Performance data diversity and volume will Volume of data € per bit Time keep increasing Customer SLA is a must All types of Automation are welcome Increasing operational efficiency is welcome Femtocell applied for traffic load sharing 75

Femtocell Network Architecture Source: Femto Forum 76

Femtocell Service Source: Femto Forum 77

Radio Resource Management 78

An Adaptive Resource Allocation Algorithm in OFDMA Networks Sub-carrier User 1 2 3 4 Resource Allocation Algorithm 1 2 2 4 3 2 1 1 2 2 4 4 1 1 2 3 2 4 1 4 3 3 3 2 2 OFDM time slot 79

4 G-Research IPECC Radio Resource Management(Femtocell SON) Fix-Mobile Convergence- Home Application(Femtocell+ G. hn) Heterogeneous Radio Access Technology Management(Wi. Fi, LTE, Wi. MAX)(Wi. Fi, LTE-A, Wi. MAX 2) Operation Management(Business model development) 80

Source: http: //singleontheearth. wordpress. com/2008/06/27/gap/ 81

Thank You 82

Reference Project Management Body of Knowledge (PMBOK) V. Liberzon /Spider Management Technologies/ Email: spider@mail. cnt. ru IT Project Office Project Management Institute, Newtown Square, Pennsylvania USA cyt@pmlab. iecs. fcu. edu. tw 83