Using an example of your own, describe a projec
- Using an example of your own, describe a project in terms that are common to most projects. Define the terms based on Kloppenborg text and then apply these to your example.
- Discuss how a project could be successful in terms of some measures yet unsuccessful by others.
- Compare and contrast project managers and functional managers.
Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words – do not provide quotes.
APA format required.
Text-
Title: Contemporary Project Management
ISBN: 9781337406451
Authors: Timothy Kloppenborg, Vittal S. Anantatmula, Kathryn Wells
Publisher: Cengage Learning
Publication Date: 2018-02-08
Edition: 4th
CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Introduction to Project Management
Chapter 1
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‹#›
The Element of Discipline
“A key to success in project management, as well as in mountain climbing, is to identify the pillars that will be practiced with discipline…I believe that project management is about applying common sense with uncommon discipline.”
Michael O’Brochta, PMP
founder of Zozer Inc.
previously senior project manager at the Central Intelligence Agency
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Deaths climbing Mt. Aconcagua are an extreme example of consequences associated with a lack of discipline
Discipline to act on the earlier decision to curtain summit attempts after the agreed-to-turn-around time or in severe weather
Avoid pressure to cast aside or shortcut project management practices
Practices, like planning, are the pillars of project management discipline
Managing projects at the CIA involved short notice to acquire unspent funds
Discipline required needed planning and quick action
The top 2 percent of project managers spend twice as much time planning as the other 98 percent
Identify those pillars that we will decide to practice with the required levels of discipline
3
Chapter 1 Core Objectives
Define a project and project management and tell why organizations would use them
Describe major activities and deliverables, at each project life cycle stage
List the 10 knowledge areas and 5 process groups of the Project Management Body of Knowledge (PMBOK)
Describe project success and failure, as well as reasons both may occur
Contrast predictive and adaptive project life cycles
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4
Chapter 1 Behavioral Objectives:
Identify project roles and key responsibilities for project team members
Describe the importance of collaborative effort throughout a project
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What is a project?
Projects require:
an organized set of work efforts.
progressively elaborated detail.
a defined beginning and ending.
a unique combination of stakeholders.
Projects are subject to time and resource limitations
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project – “a temporary endeavor undertaken to
create a unique product, service, or result.” PMBOK® Guide
stakeholders – “an individual, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.” PMBOK® Guide
A project requires an organized set of work efforts.
Projects require a level of detail that is progressively elaborated upon as more information is discovered.
Projects are subject to limitations of time and resources such as money and people.
Projects have a defined beginning and ending.
A project has a unique combination of stakeholders
6
Project Management (PM)
Work processes
Tradeoffs among
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Project management – “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” PMBOK® Guide
initiate, plan, execute, monitor/control, close
Scope Schedule
Quality Resources
Cost Risks
PM includes work processes that initiate, plan, execute, and close work
Work processes require tradeoffs among the scope, quality, cost, and schedule of the project
PM includes administrative tasks for planning, documenting, and controlling work
PM includes leadership tasks for visioning, motivating, and promoting work associates.
PM knowledge, skills, and methods apply for most projects
7
Project Management (PM)
Administrative tasks
Leadership tasks for work associates
Knowledge, skills, and methods apply for most projects
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Planning, documenting controlling
Visioning, motivating, promoting
PM includes administrative tasks for planning, documenting, and controlling work
PM includes leadership tasks for visioning, motivating, and promoting work associates.
PM knowledge, skills, and methods apply for most projects
8
History of PM
Emerged as a formal discipline in the 1950s
Developed for aerospace and construction
Involved determining and controlling project schedules
In 2001, Agile was created for adaptive project planning, originally for software projects
In recent years, more focus has been given to the “soft skills” of communications, leadership, and teamwork
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PM emerged as a formal discipline in the 1950s
Techniques for planning and controlling schedules and costs were developed for huge aerospace and construction projects in the 1950s and 1960s
Early PM involved determining project schedules based on order of project activities
Manufacturing, research and development, government, and construction projects used and refined management techniques
Software companies offered software for planning and controlling project costs and schedules in the 1980s and 1990s
Risk management techniques for complex projects have been applied to less complex projects
Communication and leadership playa major role in project success
Rapid growth and change in information technology and telecommunications fueled use of PM in the 1990s and 2000s
9
How Can Project Work Be Described?
Projects versus operations
Soft skills and hard skills
Authority and responsibility
Project Life Cycle
Agile (adaptive) vs. Waterfall (predictive) approach
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Projects are temporary and unique; operations are more continuous.
Project managers need “soft skills” and “hard skills” to be effective.
Project managers frequently have more responsibility than authority.
Projects go through predictable stages called a life cycle.
10
Projects Versus Operations
Projects are temporary
Projects have routine and unique characteristics
Operations are ongoing work
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Operations consist of the ongoing work needed to ensure that an organization continues to function effectively
11
Soft Skills and Hard Skills
Soft skills activities
Communication
Leadership
Conflict resolution
Hard skills activities
Risk analysis
Quality control
Scheduling work
Budgeting work
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A successful project manager needs both soft and hard skills along with the judgment of when each is more necessary.
Training, experience, and mentoring are instrumental in developing necessary skills.
12
Authority and Responsibility
One person being assigned accountability
Project managers negotiate with functional managers
Strong communication and leadership skills to persuade subordinates
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Functional manager – “someone with management authority over an organizational unit.…the manager of any group that actually makes a product or performs a service.” PMBOK® Guide
Projects are most effectively managed with one person being assigned accountability
Project managers negotiate with functional managers
A project manager needs to develop strong communication and leadership skills to persuade subordinates to focus on the project when other work beckons.
13
Project Life Cycle (PLC)
Project life cycles vary among different disciplines but generally are comprised of the same general stages
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Project life cycle – “the series of phases that a project goes through from its initiation to its closure.” PMBOK® Guide
Life cycle allows for control to assure that the project is proceeding in a satisfactory manner and that the results are likely to serve its customer’s intended purpose
14
Project Life Cycle Stages
Selecting and initiating
Planning
Executing (includes monitoring/controlling)
Closing and realizing
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Selecting and initiating— a project is selected from an emerging idea, planned at a high level, and key participants commit to it in broad terms
Planning—starts after the initial commitment, includes detailed planning, and ends when all stakeholders accept the entire detailed plan.
Executing—includes authorizing, executing, monitoring, and controlling work until the customer accepts the project deliverables.
Closing and realizing—all activities after customer acceptance to ensure project is completed, lessons are learned, resources are reassigned, contributions are recognized, and benefits are realized.
15
Project Life Cycle (PLC)
A project must gain approval to move from one stage to the next
Projects are measured at additional points
Selection
Progress reporting
Benefits realization
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Predictive (Plan-Driven) PLC
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Predictive extreme waterfall
Product is well-understood
All planning precedes all executing
17
Adaptive (Change-Driven) PLC
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Adaptive extreme agile
Early results lead into planning later work
18
Midland Insurance PLC for Quality Improvement Projects
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Understanding Projects
Project Management Institute (PMI)
Project Management Body of Knowledge (PMBOK)
PMI Talent Triangle
Selecting and Prioritizing Projects
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Understanding Projects
Project Goals and Constraints
Defining Project Success and Failure
Using MS Project
Types of Projects
Scalability of Project Tools
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The Project Management Institute (PMI)
The largest professional organization
Produces A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Talent Triangle—Technical PM, Leadership, & Strategic and Business Management
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Over 650,000 members and credential holders in 185 countries
Publishes and regularly updates A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
22
The Project Management Institute (PMI)
Project Management Professional (PMP®) certification
Certified Associate in Project Management (CAPM) certification
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Project Management Body of Knowledge (PMBOK®)
Project Life Cycle
5 process groups
10 knowledge areas
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Project management process group – “a logical grouping of the project management inputs, tools and techniques, and outputs.” PMBOK® Guide
PMBOK® Process Groups
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Initiating— “define a project or a new phase by obtaining authorization”
Planning— “establish the project scope, refine objectives and define actions to attain objectives”
Executing— “complete the work defined to satisfy project specifications”
Monitoring and controlling— “track, review, and regulate progress and performance, identify changes required, and initiate changes”
Closing— “finalize all activities to formally close project of phase”
PMBOK®’s 10 Knowledge Areas
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Integration management – “processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities”
Scope management – “processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully”
Schedule management – “processes to manage timely completion of the project”
PMBOK® Knowledge Areas
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Cost management – “processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget”
Quality management – “processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken”
Resource management – “processes that organize, manage, and lead the project team”
PMBOK® Knowledge Areas
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Communications management – “processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information”
Risk management – “processes of conducting risk management planning, identification, analysis, response planning, and control…to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events in the project”
PMBOK® Knowledge Areas
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Procurement management – “processes to purchase or acquire products, services, or results from outside the project team”
Stakeholder management – “processes to identify the people, groups, or organizations, that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them and managing conflicting interests”
Selecting and Prioritizing Projects
Identify potential projects
All parts of the organization are involved
Determine which projects align best with organizational goals
Organizational priorities:
Understood
Communicated
Accepted
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?
Selecting and Prioritizing Projects
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What value does each potential project bring to the organization?
Are the demands of performing each project understood?
Are the resources needed to perform the project available?
Is there enthusiastic support both from the external customers and from one or more internal champions?
Which projects will best help the organization achieve its goals?
Project Goals and Constraints
Projects are undertaken to accomplish specific goals
Scope and quality are performance goals
Subject to constraints of time and cost
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Scope – “the sum of the products, services, and results to be provided as a project.” PMBOK® Guide
Quality – “the degree to which a set of inherent characteristics fulfills requirements.” PMBOK® Guide
Scope and quality measure performance and should result in outputs that satisfy customers
Consider scope and quality subject to constraints of time and cost
32
Project Goals and Constraints
Obstacles or challenges may limit ability to perform
Opportunities may allow projects to exceed original expectations.
Project Managers (PMs) decide which goals and constraints take precedence
Additional constraints
Amount of resources available
Decision maker’s risk tolerance
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Project Customer Tradeoff Matrix
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Break-out Session!
How do YOU define project success and failure?
What are some common reasons for project success or failure?
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Project Success and Failure
Deliverables include all agreed-upon features
Outputs please customers
Customers use the outputs effectively
Completed on schedule and on budget
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Project success is creating deliverables that include all of the agreed upon features
Outputs please the project’s customers.
Customers use the outputs effectively as they do their work (meet quality goals)
The project should be completed on schedule and on budget (meet time and cost constraints).
36
Project Success and Failure
Completed without heroics
Learn new and/or refine skills
Organizational learning
Reap business-level benefits
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Successful projects are completed without heroics
People who work on the project should learn new skills and/or refine existing skills.
Organizational learning should take place and be captured for future projects.
Reap business-level benefits such as development of new products, increased market share, increased profitability, decreased cost, etc.
37
Project Success
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Why Projects Fail
Insufficient resources and/or time
Unclear expectations
Changes in the scope not understood or agreed upon
Stakeholders disagree on expectations
Inadequate project planning
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Not enough resources are available for project completion.
Not enough time has been given to the project.
Project expectations are unclear.
Changes in the scope are not understood or agreed upon by all parties involved.
Stakeholders disagree regarding expectations for the project.
Adequate project planning is not used.
39
Types of Projects
Classifying by industry
Classifying by size
Classifying by understanding of project scope
Classifying by application
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PMI Communities of Practice
Projects in different industries often have unique requirements
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Classifying by Size
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Large projects often require more detailed planning and control
Classifying by Timing of Project Scope Clarity
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How early in the project the project manager and team are able to determine the project scope
Classification by Application
All projects require planning and control
The art of project management:
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when to use certain techniques
how much detail to use
how to tailor techniques to the needs of a project.
Scalability of Project Tools
All projects require
Project specifications
Understanding of work involved
Budget and schedule determinations
Assignment of available workers to tasks
Projec
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