Project Management exam
AA-
2class_Project_management_Kamil_Sabatowski_2020_AEH_v2.pdf
Project management.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Lecture 1.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Professional background.
• Multiple tech initiatives: Real estate, HR Tech, Media / Influencer marketing
• Broad interdisciplinary experience: business development, product development, strategic management
Tech startups, venture building01
• Sunscrapers
• Software projects in e.g. Real estate, Biotechnology, Ecommerce, Media/Marketing industries
IT Project Manager02
Schumpeter Centre for Creative Destruction, NGO
Innovation and Competitiveness Expert, Board Member03
• Sunscrapers
• Managing project portfolio and entire company operations
• Managing growth and competition strategy
Chief Operating Officer04
01
02
Schumpeter Centre for Creative Destruction, NGO
Innovation and Competitiveness Expert, Board Member03
• Sunscrapers
• Managing project portfolio and entire company operations
• Managing growth and competition strategy
Chief Operating Officer04
Some of my professional accomplishments as PM.
Some of my professional accomplishments as C-level executive.
CEO
COO CTO
Marketing Service Delivery & Operations Business
Development HR & Admin
Content marketing
SEO
Lead generation
Performance marketing
Project Management
Operations management
Software Services Delivery
(…)
Professional background.
• 50 000 page views in 2017 > 100 000 views in 2018 > 200 000+ views in 2019
• Managing interdisciplinary cross functional marketing team (up to 8 people)
100% y2y growth in traffic on company’s website01
• Enabled organisation to grow organically
300% growth in 3 years with CAGR at 54% 02
• Responsible for 11-23 projects at the same time
• Managing directly 3 Project Managers at a time
• Speaking at international industry events about Agile Project Management,
Self-organising teams e.g. during Scrum Day London (UK), Digital
Entrepreneurs (Dubai), Agile Malta, Barcelona Scrum Meetup (Spain) and
several events in Poland.
Responsible for Project Portfolio Management03
Educational background.
Executive MBA, University of Quebec at Montreal (in progress)01 Value Based Management, Warsaw School of Economics (postgraduate) 02 Financial Engineering, Warsaw School of Economics (postgraduate)03 Strategic management, Warsaw School of Economics (Master’s Degree)04 European Studies, University of Warsaw (Bachelor’s Degree)05 Indian Studies, University of Warsaw (Bachelor’s Degree) - paused06
Practical, empirical
approach
This is not a preparation for
certification.
Focus on general project
management
From fundamentals to semi-
advanced knowledge
It’s up to you how much you
could learn here.
Getting salary here is not my
motivation.
About this course.
Few popular misconceptions about project management.
1. Too much about frameworks, not enough understanding of fundamental principles
2. Too much about project management itself, too little about other scientific disciplines
3. Very often proper approach, attitude, and right mindset can save projects better than overeducated manager
4. Too little about self development or project managers - knowing frameworks is simply NOT enough
5. Theory doesn’t equal practice
Conditions of completion
1. Mid term exam (multiple choice questions + few open ended questions)
2. Final exam (multiple choice questions + few open ended questions)
3. Group project (only for groups attending „exercises”!)
4. 10% extra points for being active
There’s no possibility to get 110% as a total score. Extra 10% score can simply increase your
chances to get higher grade if only exam didn’t went that well as expected, so it’s simply useful to
be active. Extra points will be subjective.
5. Grading:
<50% - 2
51-60% - 3
61-70% - 3.5
71-80% - 4
81-90% - 4.5
91-100% - 5
Highly above expectations - 6
Lectures Exercises
Mid term exam Max 40% N/A
Final exam Max 60% N/A
Group project N/A Max 100%
Extra 10% points for:
Asynchronous activity
Activity / Participation
Distance learning rules 1. Slides, other provided materials are obligatory
2. Books are additional, non-obligatory - books will be recommended from time to time throughout entire course
3. It’s easy to skip classes when there’s the Witcher series premiere on Netflix; but the less often you would
attend the classes, the more difficult it would be for you to understand discussed concepts
4. Continuous learning / continuous improvement rule - Times are tough - and I’m also learning how to provide
the best value while doing online course. Please help by giving your feedback on what could be improved.
Our agreement.
Mics off when I’m presenting.01
Be active participant: comment, share your thoughts. 02
Ask questions whenever in doubt. Preferably write them down
on the chat. 03
Stay opened for new ideas and challenging status quo!04
Give me your feedback regarding form of our classes
(private message) 05
Who are you?
What do you already know about project management?01
What is your experience with managing projects?02
How do you imagine project management?03
What are you expectations regarding this course?04
What’s your dream career path? 05
What is a Project?
DEFINITION:
,,A project is a sequence of unique, complex, and connected activities that have one goal or purpose and that must be completed
by a specific time, within budget, and according to specification.”
- Effective Project Management
What is a Project?
Specified time
Unique activities
Sequence of activities Connected activities
One goal
Within budget
Activities completed in a specified order. There
must be a sequence. Think about inputs and
outputs.
Projects must contain some part of uniqueness. Some
activities within projects may be repetitive, recurring,
nature of a specific project is uniqueness.
Limited by start and end dates. Projects are finite. On
the other hand, processes are continuous. We often
call the end date a deadline.
Activities are connected in a logical way. There
must be some interdependence, some kind of a
relationship between them.
That’s simple. Project has to have a single goal.
There must be something behind a project.
Activities completed in a specified order. There
must be a sequence. Think about inputs and
outputs.
What is a Project?
DEFINITION: business-focused approach
,,A project is a sequence of finite dependent activities whose successful completion results in the delivery of the expected business
value that validated doing the project.”
- Effective Project Management
Project’s landscape.
G oa
l
Solution
N ot
c le
ar C
le ar
Clear Not clear
Wiley, Effective project management.
Traditional, Agile, Extreme.
Emertxe Projects Extreme Projects
Traditional Projects Agile Projects
What is a Process?
DEFINITION:
,,A process is a set of interrelated actions and activities performed to create a pre-specified product, service, or result (…)”
- Project Management Institute
What is a Project Management?
Frequency
Nature of activity
Jean Harvey, Complex Service Delivery
Processes, video online
Operational
Build olympic stadium
Administrative
Truly unique
Truly repetitive Airport intake Hire barista
Move HQ to another
country
Project
Management
Operations
Management
Process
Management
What is a Program?
DEFINITION:
,,A program is a collection of related projects. The projects may have to be com- pleted in a specific order for the program to be considered
complete. Because programs comprise multiple projects, they are larger in scope than a single project.”
- Effective Project Management
What is a Portfolio?
DEFINITION:
,,A simple definition of a project portfolio is that it is a collection of projects that share some common link to one another. The operative phrase in this definition is “share some common link to one another.”
That link could take many forms. At the enterprise level, the link might be nothing more than the fact that all the projects belong to the same
company. ”
- Effective Project Management
Lecture 2.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Scope Triangle - fundamentals.
Wiley, Effective project management.
Traditional, Agile, Extreme.
Scope and Quality
Resource availability
Risk
RiskRisk
Risk
CostTi m
e
Constraints.
Scope01 ▪ Boundaries of a project ▪ Defines scope of work = what will be delivered, as well as what will not be delivered ▪ Functional requirements ▪ Named statement of work (SoW) ▪ This is a point of reference for futher scope management ▪ E.g. If business requirements changed later in the future, SoW should reflect it.
▪ There are many different techniques to define scope of a specific project. ▪ E.g. Business analysis, Scoping sessions, User story mapping, which we’ll cover
later during this course.
Constraints.
Quality02 ▪ Every single project includes those 2 types:
▪ Product quality - quality referring to end result of a project - some tangible product (or e.g. software) ▪ Process quality - refers to the quality of project management processes. I will
focus on continuous improvement approach later during this course.
tWho is satisfied with the Quality of his work?
Total cost of quality.
t
Total cost of quality.
Cost of Poor Quality vs Cost of Good Quality.
t
Cost of Good Quality
Cost of Poor Quality
Prevention Costs
Appraisal Costs
Internal Failure Costs
External Failure Costs
Cost of Quality
t
t
P R E V E N T I O N
- Process planning - Quality training and education - Quality improvement projects - Quality data gathering and reporting - Performance reporting - In-house research and development
A P P R A I S A L
t
t
I N T E R N A L F A I L U R E
E X T E R N A L F A I L U R E
- Poor communication and documentation - Rework, repair - Re-inspection and investigation support - Supplier failure, reject and replacement - Downgrading because of defects - Downtime caused by defects - Failure analysis
- Inspection, evaluation, tests - Quality internal audits (e.g. code reviews) - Quality Maintenance - Setup for testing - In-process inspection
- Error - Warranty claims - Recall costs / Returned goods or
services - Liability costs or Penalties - Customer Compliant Investigation - Broken Trust and Lost Credibility - Additional Customer Service - Opportunity Cost
Costs of Good Quality Costs of Poor Quality
Cost of Quality (COQ).
t
Prevention
1
t
Appraisal
2
t Internal Failure
3
t
External Failure
4
Client’s credibility decrease
Cost of compliant handling (communication overhead with dissatisfied customer)
Lost opportunities
Risk of losing margin
Onboarding Requirements analysis
Relationship building
Advisory with honesty and
positive intentions
Proactiveness
Company reputational
damage
Overdue receivables
Risk of not delivering MVP / critical path
No revenue at all
Necessity to give discounts
Lost funding opportunities (VC/PE)
Risk of not being able to start forthcoming
project on time
Client retention costs
Nervousness and negative pressure
for devs
Full legal and economic responsibility
Poor decision making
Lost referrer
Staffing costs Operational costs
IT costs Service delivery
management costs
External Failure
Internal Failure Appraisal
Prevention
Quality improvement
Total Cost
$
External Failure
Internal Failure
Prevention
Appraisal
External Failure
Internal Failure
Prevention
Appraisal
To ta
l C os
t [ $]
t
t
Few more examples.
P R E V E N T I O N
- Defining the process - Improve the process (e.g. improvements to
sprint plannings or grooming sessions) - Training and education - Paying more attention to self testing
A P P R A I S A L
L E T ’ S R O C K T H I S T O G E T H E R
It’s great to have you aboard!
t
t
I N T E R N A L F A I L U R E
E X T E R N A L F A I L U R E
- Crash tests (e.g. paying more attention to Sentry reports)
- Better conducted internal reviews / demos
- Implementing jira - Extended support from Project Managers - Strengthen internal collaboration within
teams (e.g code reviews), discussion
- Client-oriented approach - User-centered development
Constraints.
Cost03 ▪ Cost of a project expressed in a specific currency - e.g. USD or PLN ▪ It is the project’s budget ▪ This is associated with the financial cost of delivering a project ▪ One of the most important metric/consideration for key stakeholders ▪ Very often cost is just a derivative of time estimate of a project. ▪ Even in Agile projects - budgets are limited, so cost will always be a constraint for a project
Constraints.
Time04 ▪ Described as a period before start date and end date (deadline) - a project MUST be completed
within this time range ▪ By understanding Scope Triangle, we can realise that if someone expects a project to be
completed earlier, it will mean an increase of costs. Change of one figure, will impact another. ▪ What we all know is the only asset we cannot buy is time. It also cannot be inventorised. ▪ Only the future time can be traded or allocated.
Constraints.
Resources05
▪ Assets, both physical and tangible and intangible: people, facilities, equipments, leased goods ▪ Fixed or variable
Constraints.
06 Risk ▪ Not integral part of a triangle ▪ Always present, cannot be estimated precisely or forecasted precisely ▪ Might come from internal environment or external environment as well ▪ Affects all other constraints, in most cases in a negative way
Constraints.
▪ Not integral part of a triangle ▪ Always present, cannot be estimated precisely or forecasted precisely ▪ Might come from internal environment or external environment as well ▪ Affects all other constraints, in most cases in a negative way
Classifying projects by its characteristics.
◦ Classifying projects by its characteristics
▪ Risk - what is the level of risk in the project?
▪ Business value - what kind of value project creates / delivers? At what levels?
▪ Length - how long project would take?
▪ Complexity - how complex is it?
▪ Technology used - will rare resources or skillsets be necessary?
▪ Number of departments affected - how cross functional will it be?
▪ Cost - how much would it cost?
Contemporary project environment.
▪ High speed
▪ High change
▪ Lower costs
▪ Complexity
▪ Uncertainty
