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Project Management,Dr. Anbang Qi Prof. of International Business School of Nankai University,The Resources of the Materials,The main content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK). The copyright belongs to the Project Management Institute. Its website is www.pmi.org,1. The history of project management There are three different times Old times-before 1940s Traditional times-1940s-1980s Modern times-1980s till now There are two main association: PMI-Project Management Institute IPMA-International Project Management Association, before called Internet.,Chapter 1 Introduction,2. Modern Project Management There are two characteristics for MPM Enlarged management area-from 3 to 9 areas Expended to all projects not only the construction and engineering projects. Become a discipline of Management Operation or routine management Project and program management,Chapter 1 Introduction,3. The importance of learning MPM All things start with project and then may or may not transit into operations. The project become the great means for a company to make profit in the knowledge economy since all innovations are realized through projects. The top management should deal with exceptions and that need PMP.,Chapter 1 Introduction,Chapter 1 Introduction,4. The Definition of Project Project temporary endeavor undertaken to create a unique product or service Has a definite beginning and end and interrelated activities Under the restriction of resources For some purpose of a organization or even a person.,5. Typical Projects R Projects cease when declared objectives have been attained Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually Most programs have elements of ongoing operations Series of repetitive or cyclical undertakings Projects is no ongoing operation, are often divided into “subprojects” for more manageability Often contracted out to external organizations,10. Project Management Body of Knowledge Project integration management Project scope management Project time management Project cost management Project quality management Project human resource management Project communication management Project risk management Project procurement management All these make up a knowledge system of PM,Chapter 1 - Introduction,Project Cost Management, Project Time Management, Project Quality Management,Project Risk Management,Project Communication Management,Project Procurement Management,Project Integration Management,Project Human Resource Management,Project Scope Management,The System of PMBOK,Chapter 2 Project Management Context,1. Project Life Cycle Project Life Cycle defines or tells: The phases of the project (time) The work performed in each phase (work) The input and output of each phase (result) The milestone of each phase (end sign) Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher towards the end Probability of successfully completing project is low at beginning, higher towards the end as project continues Stakeholder influence is high at the beginning and progressively lowers as project continues,Project Life Cycle of DOD of USA for Acquisition,Milestone 2 Development Approval,Milestone 0 Concept Study Approval,Milestone 1 Concept Demonstration Approval,Milestone 3 Production Approval,Milestone 4 Major Modification Approvals,Concept Exploration and Definition,Demons- tration and Validation,Engineering and Manufacturing Development,Production and Development,Operation and Supporting,Determi -nation of the Mission Need,Phase 1,Phase 0,Phase 2,Phase 3,Phase 4,Chapter 2 Project Management Context,2. Phases of a Project Project Phases are marked by the completion of a deliverable Tangible, verifiable work product Review of deliverables and approval/denial are “phase exits, stage gates, or kill points” Phases are collected into the Project Life Cycle Set of defined work procedures to establish management control,Chapter 2 Project Management Context,3. Stakeholders of projects Stakeholders: individuals and organizations who are actively involved in the project Often have conflicting expectations and objectives In general, differences should be resolved in favor of the customer individual(s) or organization(s) that will use the outcome of the project Stakeholder management is a proactive task Project Mangers must determine all stakeholders and incorporate their needs into the project,Chapter 2 Project Management Context,3. Stakeholders of projects Stakeholders are: Owners Sponsor Customers End User Contractor (Performing Organizations) Supplier Project Managers Project Teams Society and Citizens Others: government agent and so on,The relationship of stakeholders of projects,4. The Hierarchy of Project Organization Management,Chapter 2 Project Management Context,Chapter 2 Project Management Context,5. Organizational Systems The organizational system of Performing Organization is an very important environment factor for a project. Project based vs. Non-Project Based Project Based derive revenues from performing projects for others (consultants, contractors), “management by projects” Non-Project Based seldom have management systems designed to support project needs (manufacturing, financial services),Chapter 2 Project Management Context,5. Organizational Systems Organizational Cultures and Styles: Entrepreneurial firms more likely to adopt highly participative Project Manager accept higher risk/reward Hierarchical firms less likely to adopt participative Project Manager take fewer risks,Chapter 2 Project Management Context,6. Organizational Structures Functional Organization More emphasis on functions, Specialists 1 supervisor No career path in PM Projectized Organization Efficient Organization Lack of Professionalism Effective Communication, Duplication of functions Matrix Organization Visible Objectives PM Control More than 1 boss, Potential for conflict More support More complex to control Tough resource allocation,Information distribution Coordination Policies monitoring, correcting and measuring progress Closing processes: formalized acceptance,Chapter 3 Project Management Processes,3. The Relationship of Process Groups Process Groups are linked by the results each produces Process Groups are overlapping activities with various levels of intensity Process Group interactions cross phases “rolling wave planning” Individual processes have inputs, tools and techniques, and outputs (deliverables),Chapter 3 Project Management Processes,Chapter 3 Project Management Processes,Chapter 3 Project Management Processes,Chapter 3 Project Management Processes,4. The Initiating Processes Committing the organization to begin a project or a phase of a project Decision, Initiation, High-level planning, Charter Making,5. Planning Processes Core Planning Scope Planning written statement Scope Definition subdividing major deliverables into more manageable units Activity Definition determine specific tasks needed to produce project deliverables Activity Sequencing plotting dependencies Activity Duration Estimating determine amount of work needed to complete the activities (continued),Chapter 3 Project Management Processes,Chapter 3 Project Management Processes,5. Planning Processes Core Planning Schedule Development analyze activity sequences, duration, and resource requirements Resource Planning identify what and how many resources are needed to perform the activities Cost Estimating develop resource and total project costs Cost Budgeting allocating project estimates to individual work items Project Plan Development taking results from other planning processes into a collective document,Chapter 3 Project Management Processes,5. Planning Processes Facilitating (Planning) Processes Quality Planning standards that are relevant to the project and determining how to meet standards Organizational Planning identify, document, and assigning project roles and responsibilities Staff Acquisition obtaining the human resources Communications Planning determining rules and reporting methods to stakeholders (continued),Chapter 3 Project Management Processes,5. Planning Processes Facilitating (Planning) Processes Risk Identification determining what is likely to affect the project and documenting these risks Risk Quantification evaluating risks and interactions to access the possible project outcomes Risk Response Development defining enhancement steps and change control measures Procurement Planning determining what to buy and when Solicitation Planning documenting product requirements and identifying possible sources,Chapter 3 Project Management Processes,5. Planning Processes The order of planning events : Scope Statement Create Project Team Work Breakdown Structure WBS dictionary Finalize the team Network Diagram Estimate Time and Cost Critical Path Schedule Budget (continued),5. Planning Processes The order of planning events (continued) Procurement Plan Quality Plan Risk Identification, quantification and response development Change Control Plan Communication Plan Management Plan Final Project Plan Project Plan Approval Kick off,Chapter 3 Project Management Processes,Chapter 3 Project Management Processes,6. Executing Processes Project Plan Execution performing the activities Complete Work Packages Information Distribution Scope Verification acceptance of project scope Quality Assurance evaluating overall project performance on a regular basis; meeting standards Team Development developing team and individual skill sets to enhance the project Progress Meetings (continued),Chapter 3 Project Management Processes,6. Executing Processes Information Distribution making project information available in a timely manner Solicitation obtaining quotes, bids, order, proposals as appropriate Source Selection chooseing appropriate suppliers Contract Administration managing vendor relationships,Chapter 3 Project Management Processes,7. Controlling Processes To regularly measure project performance and to adjust project plan Take preventive actions in anticipation of possible problems Overall Change Control coordinating changes across the entire project plan Scope Change Control controlling “scope creep” Schedule Control adjusting time and project schedule of activities (continued),Chapter 3 Project Management Processes,7. Controlling Processes Cost Control managing project budget Quality Control monitoring standards and specific project results; eliminating causes of unsatisfactory performance Performance Reporting status, forecasting, and progress reporting schedule Risk Response Control responding to changes in risk during the duration of the project,Chapter 3 Project Management Processes,8. Closing Processes Administrative Closure generating necessary information to formally recognize phase or project completion Contract Close-out completion and delivery of project deliverables and resolving open issues Procurement Audits Product Verification Formal Acceptance Lessons Learned Update Records Archive Records Release Team,Chapter 3 Project Management Processes,9. The Skills for Process of Groups Influencing the organization Leading Problem Solving Negotiating Communicating Meetings Project Selection Techniques Comparative Approach (similar projects) Constrained Optimization (mathematical approach),Chapter 3 Project Management Processes,10. Customizing Process Integration Not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. Key aspect of scope verification is customer acceptance Remember that only 26 % of projects are succeed,1. Project Scope Management It is the processes required to ensure that the project includes all, and only, work required It is used to define what “is/is not” included in the project The project scope shows the work that must be done and measured against project plan The product scope defines features and functions included in the product or service, and that is measured against requirements It is primarily concerned with defining and controlling what is or is not included in the project.,Chapter 4 Project Scope Management,Project Scope Management,Defined project scope,Owners expectation,Actual result,Chapter 4 Project Scope Management,The philosophy of project scope management,1. Project Scope Management There are 5 project scope management processes. They are: 1. Initiation-committing the organization to begin the next phase of the project. 2. Scope Planning-developing a written scope statement as the basis for future project decisions. 3. Scope Definition-subdividing the major project deliverables into smaller, more manageable components. 4. Scope Verification-formalizing acceptance of the project scope. 5. Scope Change Control-controlling changes to project scope.,Chapter 4 Project Scope Management,1. Project Scope Management These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.,Chapter 4 Project Scope Management,2. Initiation Process A process of formally recognizing that a new project exists, or an existing project continue to next phase It involves feasibility study, preliminary plan, or equivalent analysis Authorized as a result of: Market Demand, Business Need; Customer Request, Technological Advance; Legal Requirement or others,Chapter 4 Project Scope Management,2. Initiation Process Inputs: Product Description characteristics of the product/service that the project was to create Less detail in early phases, more comprehensive in latter Initial product description is usually provided by the buyer Strategic Plan supportive of the organizations goals Project Selection Criteria defined in terms of the product and covers range of management concerns (finance, market) Historical Information results of previous project decisions and performance should be considered,Chapter 4 Project Scope Management,2. Initiation Process Tools prevents delivering “extra” benefits to the customer that were not specified/required,Chapter 4 Project Scope Management,4. Scope Definition Subdividing major deliverables into smaller, manageable components Improve accuracy of cost, time, and resource estimates Define a baseline for performance measurement Clear responsibility assignments Critical to project success reduces risk of higher cost, redundancy, time delays, and poor productivity Defines “what” you are doing; WBS is the tool,Chapter 4 Project Scope Management,4. Scope Definition Inputs: Scope Statement Constraints consider contractual provisions Assumptions Other Planning Outputs Historical Information,Chapter 4 Project Scope Management,4. Scope Definition Tools smaller and more manageable pieces Each item is assigned a unique identifier collectively known as “code of accounts” Work Breakdown Structure Dictionary (WBSD) All work element descriptions included in a WBSD (work, schedule and planning information) Other formats:Contractual WBS, Organizational (OBS) , Resource (RBS) , Bill of Materials (BOM) , Project (PBS) similar to WBS,Chapter 4 Project Scope Management,5. Scope Verification Inputs Scope Definition Work Results WBS, WBSD Product Documentation description available for review (requirements) Tools extension to the WBS and includes description to ensure team members understand work to be performed Supporting Detail organized as needed and include all assumptions and constraints WBS Updates identify missing deliverables and clarify deliverable descriptions. WBS updates often called refinements; more likely using new technologies in project,Chapter 5 Project Time Management,3. Activity Sequencing Identifying and documenting interactive dependencies among activities. Support later development of a realistic schedule,Chapter 5 Project Time Management,3. Activity Sequencing Inputs: Activity List Product Description Mandatory Sequencing physical limitations, hard logic, inherent in nature of work being done Discretionary Dependencies defined by project management team; “best practices” or unusual aspects of project soft logic, preferred logic, preferential logic External Dependencies relationship between project activities and non-project activities Constraints Assumptions,Chapter 5 Project Time Management,3. Activity Sequencing Tools Consider effect of project decisions on cost of using product “life-cycle costing” Most prospective financial impact of using the product is outside the project scope Consider information needs of stakeholders, controllable and uncontrollable costs (budget separately for reward and recognition systems),1. Project Cost Management Project Cost Management: Estimating should be based on WBS to improve accuracy Estimating should be done by the person performing the work Having historical records is key to improving estimates Costs (schedule, scope, resources) should be managed through estimates, budgeting and controlling A cost (schedule, scope, baseline) should be kept and not changed Plans should be revised as necessary during completion of work Corrective action should be taken when cost problems (schedule, scope and resources) occur.,Chapter 6 Project Cost Management,1. Project Cost Management Project Cost Management consists of: Resource Planning Cost Estimating Cost Budgeting Cost Controlling Earned Value Analysis,Chapter 6 Project Cost Management,2. Resource Planning Determining what physical resources and quantities are needed to perform work Inputs : Work Breakdown Structure and Activity List Network Diagram Schedule and Risks Historical Information Scope Statement justification general ledger reporting,Chapter 6 Project Cost Management,3. Cost Estimating Tools using actual costs from previous project as basis for estimate Quick - Less Accurate Parametric Modeling uses project characteristics in mathematical models to predict costs (e.g.building houses) 2 types: Regression analysis, Learning Curve. Bottom Up Estimating rolling up individual activities into project total with quantity survey and its list. More Accurate, Requires that project be defined and understood Computerized tools spreadsheets, software,Chapter 6 Project Cost Management,3. Cost Estimating Outputs Cost estimates quantitative assessments of likely costs of resources required to complete tasks For all resources (labor, materials, supplies, inflation allowance, reserve) Expressed in units of currency Supporting Detail Description of scope (reference to the WBS) Documentation how estimate was developed Indication of range of possible results Assumptions Cost Management Plan how cost variances will be managed Cost Risk Associated to seller for Fixed Price; Associated to buyer for Time and Materials budget (cost plus profit),Chapter 6 Project Cost Management,3. Cost Estimating Accuracy of Estimates Cost Estimate: -25% - 75%; usually made during Initiation Phase Budget Estimate: -10% - 25%; usually made during the Planning phase Definitive Estimate: -5% - 10%; usually made during the Planning phase,Chapter 6 Project Cost Management,4. Cost Budgeting Involves allocation of total estimate to individual work to establish a cost baseline to measure performance Inputs Cost Estimate Work Breakdown Structure and Activity List Project Schedule includes planned start and finish dates for items costs are allocated to Needed to assign costs during the time period when the actual cost will be incurred,Chapter 6 Project Cost Management,4. Cost Budgeting Tools require stakeholder approval and adjustments to other project areas Budget Updates changes to approved cost baseline; revised in response to scope changes Corrective Action Estimate at completion (EAC) forecast of total expenditu
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