SBU 505 INTRODUCTION TO PROJECT MANAGEMENT MODULE 1

SBU 505 INTRODUCTION TO PROJECT MANAGEMENT MODULE 1 - INTRODUCTION I. III. Project Management Frame Work The Standard for Project Management of a Project Problem Statement Development

SBU 505 INTRODUCTION TO PROJECT MANAGEMENT MODULE 1 - PROJECT MANAGEMENT FRAME WORK

PROJECT MANAGEMENT FRAMEWORK • Project Defined: A temporary endeavor to create a unique product, service, or result. • Projects have a definite beginning and end. • • Project Management Defined: Project Management is the application of knowledge, skills, tools, and techniques to meet project objectives that accomplish business goals and/or objectives that support the business’ mission. • Project Management is the application of the 5 process groups consisting of Initiation, planning, executing, monitoring and control, and closing. • Project Management Process Groups

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Projects are the execution of an organization’s goals & objectives and strategies within the framework and environment of an organization. Derived from Stanford University Advanced Project Management Course

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Projects are implemented in support of achieving an organization’s goals, objectives, and strategies. • Projects can be implemented as one of the following strategic considerations: • • • Market Demand Business Need Customer Request Technological Advancement Legal or Regulatory Requirement Projects are based to solve a specific problem or take advantage of a specific opportunity.

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Project, Program, and Portfolio Management • Portfolio Management: A Portfolio is a collection of related programs, projects and/or other related work grouped together to better facilitate management of that work to meet strategic organizational objectives. • Portfolio management refers the management of portfolios which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work. • Projects or programs and other related work within a portfolio may not necessarily interdependent or directly related but should have some central theme identifying the specific portfolio in which related projects and/or programs are grouped. • • Program Management: Is a grouping of related projects used to achieve specific program strategic goals and objectives. • Program management is the centralized management of a program and all related projects within that program • Program management focuses on interdependencies and implements actions related to these independencies. •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Project Management is the integration and execution of the nine project management knowledge areas within the life cycle of the project.

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Project management is the balancing of the triple constraints of Scope, Time, and Cost. Scope = What is to be done • Time = How long will it take • Cost = How much will it cost • • Each of these constraints will affect the quality of the end deliverable. • Changing one of these constraints shall effect one the others

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Operations Management: Operations are performed by functional organizations for on-going operations • Operations are permanent and on-going activities used to produce repetitive outputs. • Operations require the management of business processes whereas Projects require project management processes • Projects can assist functional organizations in reaching specific functional organizational goals and objectives •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Enterprise Environmental Factors refers to both internal and external factors that may effect or affect a projects success. • Enterprise Environmental Factors may enhance or constrain a project and may have positive or negative influences on a project • • Enterprise Environmental Factors may include, but not limited to: Organizational direction, people, processes, tools, culture, organizational structure, physical environment, materials/information/data, and collaboration mechanisms that effect the organization’s transformation process/function. • Government or industry standards • Political Climate •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Organizations Project exist within an organizational structure • Types of organizational structures include: • Functional • Project • Composite • Matrix • Weak Matrix • Balanced Matrix • Strong Matrix •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Organizational Structures can effect or affect the availability resources on the project. The more the organization is projectized the more power the project manager has.

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • The Project Team: • • • Customers/Users Sponsor Project Manager Business Analyst Project Team members Functional Managers General Public Officials or Organizations Outside Businesses Internal Operational Organizations • Characteristics of High Performance Project Team • Effective Leadership that: • Provides a Positive Team Environment • • • Setting Direction and Work Processes Creating Team Identification Shared Goal Attention to Team Member needs Attention to execution and Accountability Provides Collaborative Problem Solving Continuous Learning Conflict Management • Decision Modes • Problem Analysis and Resolution •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Types and Sources of Power Within the Project Team • Types of Power Expert – Follower believes that the leader has special knowledge or expertise that can be of help to them Legitimate – Follower believes that the leader that the organization has the right to appoint the leader. Referent – Follower wants to identify with a charismatic leader Coercive – Follower believes that the leader has the ability to punish them and that the punishment will be unpleasant. • Reward – Follower believes that the leader has the ability to reward and those rewards will be pleasurable. • • • Sources of Power Formal Authority – Positional power within an organization sometimes known as legitimate power Control over resources, rewards, and punishment – The higher the position the more control over scarce resources and control over the amount and frequency of rewards and punishment • Control over information – The control of vital information and its distribution. • Ecological Control – Control over physical environment, technology, and the organization • Friendship and Loyalty – The desire to please a person toward whom they feel strong affection. • •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Four Phases of Project Team Formation • Forming – People are concerned with how they will fit in and who is the decision maker. A directive style of leadership is called for in this stage. Get to know each team member and their personal goals and objectives. Ensure these goals and objectives are compatible with the projects goals and objectives • Establish clear goals, roles, and responsibilities • Ensure that team members know who everyone else is on the team and what there roles are on the team • • Storming – Team members are unsure of where they are, how to fit in, or what to do. Pecking order maybe underway and formal and informal positioning maybe taking place. A persuasive or influential style of leadership is required. Team members must be ensured that they are valuable and vital to the success of the team and project • Conflict Management is required. Causes of conflict “include competition for resources, incompatible task goals, jurisdictional ambiguity, status struggles, communication barriers, and incompatible personalities” (Yukl, 1998, p. 111). •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Norming – The team begins to resolve conflicts and begins to work together. Unwritten rules have been developed and people have found there place within the team. Leader should adopt a more participative style at this stage of team development. • • Use of shared decision making Performing - The team as a whole understands where they are in the group and what needs to be done and when. At this stage the leader should use a more delegative style of leadership. Delegate both responsibility and authority • Work on future work for the team • Conduct what-if analysis as required •

PROJECT MANAGEMENT FRAMEWORK (CONT. ) • Project Team Success Characteristics • In order for a project team to be successful, the project team must: Use the appropriate process • Use a well defined approach to meet project requirements • Comply with requirements to meet stakeholder requirements • Balance the demands of project scope, time, and cost •

SBU 505 INTRODUCTION TO PROJECT MANAGEMENT MODULE 1 - INTRODUCTION I. III. Project Management Frame Work The Standard for Project Management of a Project Problem Statement Development