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PJM5900 week 1 presentation 1

1.1 Introduction to Project Management

Slide Text: Introduction to Project Management Week 1 lecture: Covering the definition of a project, an introduction to PMI, and to foundational project management concepts.

1.2 Topic Overview

Slide Text:

This lesson will provide you with a brief overview of the discipline of project management and key topics:

 Definition of a Project

 Goal of Project Management

 Introduction to the growth of Project Management as an professional career track

 Foundation topics within the discipline, such as the triple constraint, the project lifecycle and other such topics

Transcript:

Hi. In this lesson, we're going to be providing you with an overview of the discipline of project management. Project management is an exciting field that's growing in a number of major industries and sectors. And in this lesson, you're going to learn some of those foundational terms that we use in the discipline as well as be introduced to some of those foundational concepts. And we're also going to provide you with some information about the actual growth of the field of project management, not just here in North America, but around the world.

1.3 What is a Project?

Slide Text:

A project…

 Produces a unique product or service

 Has a definite beginning and ending point

 Is constrained by cost, time, quality, & scope

Transcript:

It's important from the outset that we have a clear picture of what a project is. And there are three the factors that we need to have in our mind about a project, about what defines a project.

First, a project produces a unique product or service. This differentiates it from, if you will, ongoing operations of an organization. It's creating a unique service or product for an internal client, an external client, whatever the case may be. It's unique. It's unique timing, unique people involved, a different place, a different time. It is unique to that project.

A project also has a definite beginning and ending point. And this is critical that we understand this, because this is one of the key items that differentiates this from ongoing operations. A project will begin at a certain point and end at some point in the future. Now it may have lasting effects, but the work will have ended on producing those deliverables or services that was part of the work of the project.

Also, a project is constrained by cost, time, quality, and scope. Now you're probably familiar with this idea of the triple constraint-- cost, time, and scope. But a project really is also constrained by quality.

So it's important that whenever we're looking at something and trying to determine whether or not it's a project, we apply these three standards. And if it meets these three standards, then most likely it's a project.

1.4 Projects vs. Non-Projects

Image Description: Venn Diagram showing that Projects and Routine Operations are separate aspects of work activities.

Transcript:

Now we want to look at some example, a project work and non-project work. It's really important that we grasp this critical distinction so that we know when to apply the principles and practices of project management to accomplish work. Clickable Information: Examples of Projects:

 Building a house

 Planning a wedding

 Designing an airplane

 Migrating to a new software solution

 Re-locating corporate offices

 Running a community fundraiser

 Running for elected office Examples of Non-Projects and Routine Operations:

 Weekly inventory of materials on hand

 Routine manufacture of a computer

 Routine technical support

 Returning calls to customers

1.5 Goal of Project Management

Slide Text:

To deliver a scope of work efficiently and effectively through the use of proven processes that manage the project’s scope, budget, schedule, and quality for the purpose of having a positive impact on an organization’s business and strategic objectives

Transcript:

Now that we've seen a distinction between project work and non-project work, we want to take a look at the bigger picture, and we want to ask the question of what is the goal of project management? What is it that these principles and practices that we're going

to be studying seek to accomplish? And I think that this definition summarizes that goal well.

First, it seeks to deliver a scope of work efficiently and effectively. These principles if you will, have been passed down to us. They've been recognized as best practices because, in general, in normal circumstances, they allow us to organize work in an efficient way that makes good use of our resources and produce deliverables in an effective way.

And so that's what project management is about. That's what we're trying to accomplish. To identify a scope and then to deliver that scope of work, those deliverables, those services, efficiently and effectively. And we do that through the use of proven processes. These are those best practices that have been passed down to us. Those things that we are going to be studying in this course and throughout this entire degree.

And these processes are focused on managing the project scope, budget, schedule, and the quality of the work that we're producing. So we have a scope. We want to produce it efficiently and effectively. We have proven processes that over time have been tested and had been shown to help us do that work efficiently and effectively.

And those processes are built around managing the scope, budget, schedule, and quality, as well as other items, be it the team, working with stakeholders. All of that is sort of assumed within this definition. And oftentimes definitions stop there. They stopped at the goal of project management is to deliver a scope of work, manage the budget and the schedule and the quality. Those types of things.

But we forget about oftentimes this last bit, which is, all of this exists for the purpose of having a positive impact on the organization's business and strategic objectives. We never want to let that leave our mind, that our project is to produce a positive impact on the organization's business and strategic objectives. And if you wonder what that is and how your project links to it, well, that should be included in the project's charter, that link between the organization's objectives and strategies and how this project supports that.

So this summarizes well what the goal of project management is, and how that through these practices that we're going to be studying, how that we're trying to organize them to accomplish this goal.

1.6 Based on what you’ve learned so far, please select the activity below that is not a project.

(Multiple Choice, 1 points, 1 attempt permitted)

Slide Text:

Based on what you’ve learned so far, please select the activity below that is not a project.

Correct Choice

Remodeling a house

Re-designing a corporate website

X Performing weekly inventory

Designing a cell phone case

Feedback when correct:

Yes, performing weekly inventory would not be considered a project. This is ongoing, routine operations at a company.

Feedback when incorrect:

Unfortunately, that is incorrect. Performing weekly inventory would not be considered a project. This is ongoing, routine operations at a company. Remember, a project is a temporary endeavor undertaken to produce a unique product or service and is constrained by cost, schedule, and scope.

1.7 Who is PMI?

Slide Text:

 The Project Management Institute

 Leading international industry group for professional project managers

 Oversees education and certifications and local chapters

Transcript: Hi class. PMI, or the Project Management Institute, is an important industry group for you to know about. They are the leading professional group for project managers, not simply here in North America, but in the world, having presence in a number of countries around the world and about 700,000 members worldwide. They are the certifiers of project managers through their certification, such as the PMP or Project Management Professionals. And they also accredit educational institutions, such as us here at Northeastern University, where our program is accredited through their global accreditation center. They also write standards, one of them being the PMBOK, as we call it, or the Project Management Body of Knowledge, which is one of your texts in this class and a book the we'll overview here shortly even within this lesson. But this is just an important industry group that you are aware of. I encourage you to visit their website at pmi.org. And you may consider getting involved with them as a student member. As you continue to grow in your career track and project management, this is an important group that can provide you with resources and opportunities for you to advance your career.

1.8 The PMBOK® Guide

Slide Text:

 The Project Management Body of Knowledge

 Published by PMI

 Contains best practices for managing projects

 Not a how-to manual

 Practices must be contextualized to a particular environment

Image source: http://www.pmi.org/PMBOK-Guide-and-Standards.aspx

Transcript:

The PMBOK, or the Project Management Body of Knowledge is an essential text that is published by PMI, the Project Management Institute. And this is a book-- a standard, if you will-- that contains best practices for managing projects. Now, it's important to recognize this is not how-to manual. It doesn't say, well, the first step is this and the second step is that and so on. Rather, it gives a set of practices that have been proven, under normal circumstances, to produce good results when applied to project work.

However, these practices-- these principles that are found within the PMBOK, within this Project Management Body of Knowledge-- must be contextualized to a particular environment. So the way that the principal is applied on one project may be slightly nuanced or different from how it's applied on a different project. But you're going to find this to be a foundational resource and text, not simply for this program, but for how you manage projects in any professional setting.

1.9 Growth of PM Industry

Slide Text:

Between 2010 – 2020, 15.7 million PM roles will be created globally in 7 major sectors

Top 10 countries value of PM services will be $12.37 trillion

Image Description:

Graphic showing that Project Management will be growing in the following industries; Finance and Insurance, Manufacturing, Oil and Gas, Business Services, Construction, Utilities, and Information Services.

Data source: PMI®, PM Talent Gap Report, March 2013

Transcript:

Project management is a growing field, not simply here in North America, but around the world. Our industry is seeing incredibly strong growth. PMI projected that between 2010 and 2020, 15.7 million new project management roles are going to be created in seven major sectors-- finance and insurance, manufacturing, oil and gas, business services, construction, utilities, and information services-- and that in the top 10 countries, the value of project management services is going to be over $12 trillion.

We're a few years into this projection, and we're actually seeing, based on the data that's being put out, that this goal appears-- or this projection is going to be met. So there's incredible growth across all major sectors of the economy in the area of project management. Which means that there is going to be strong demand for people with the skills to manage projects in all of these industries.

1.10 Est. new project roles by 2020

Slide Text:

In these nine countries, 15.7 million new PM jobs by 2020, bringing total worldwide PM jobs to 41.5m

Data source: PMI®, PM Talent Gap Report, March 2013

Image Description: List of countries and the estimated new project roles by 2020; Australia 74,900, Brazil 347,820, Canada 120,070, China 8,153,340, India 3,975,650, Germany 153,230, Japan 387,560, UK 177,120, United States 2,348,830.

Transcript:

The next question that may come to your mind as well, where are those nearly 16 million jobs going to be created? Well, these are jobs that are being created around the world. In Australia about 75,000, in Brazil about 350.000, Canada with 120,000. But the big two countries, the largest two, is China with over eight million and India with nearly four million. Germany has 153,000, Japan nearly 390.000, the UK right at 177,000. But, the US also is going to see strong growth with nearly 2.4 million new jobs added in this project management sector by the year 2020. So regardless of where you live, or where you want to work, you can most likely find a strong need for project managers, skilled project managers in that area.

1.11 Triple Constraint

Image Description: The triple constraint consist of Cost, Scope, Time and Quality. Scope refers to what is being produced. Cost refers to Money, work hours or Resources. Time refers to the start date and delivery date. Transcript:

The triple constraint is a foundational principle within the discipline of project management. And traditionally, this refers to the three constraints of scope, cost, and time.

Now, scope refers to the work that we're producing for our client, whether that's an internal or an external client. So for instance, if I'm building a house, then it may include a three-bedroom, two-bath home with a two-car attached garage. But it may not include a swimming pool. So the swimming pool would be out of scope, whereas the house and the garage is in scope.

Cost refers to the money that we're spending. Now, in many environments where it's an internal project, this could refer to man hours, in terms of the cost. So we look at cost in a project, not in terms of dollars but in terms of the man hours. So it really depends on the environment. But we're always constrained by cost, meaning we don't have unlimited resources. We don't have unlimited money or man hours. So cost is a constraint that we must work within.

And then time-- the project has a specific beginning point and ending point. And so we

are constrained by that schedule.

So we have a specific scope that we want to accomplish. We have a specific amount of money or man hours to accomplish that with. And it needs to be completed within a certain amount of time. And that is the triple constraint.

But there's a fourth constraint that we ought not forget about. And that is quality. Quality is often referred to as the hidden constraint. Because many times it's not in the forefront of our mind, but it's very much a part of every project. Oftentimes you can make the scope look like it's as it should be, while reducing the quality of a project. And so we want to always have quality in the forefront of our mind.

And remember that although we traditionally talk about the triple constraint, there are other constraints that we need to take into account.

1.12 Project Lifecycle

Image Description: The project lifecycle consists of the following phases, Initiation, Planning Execution, Monitoring and Controlling and Closing.

Transcript:

The project life cycle is a very important concept within project management. It refers to this cycle that we see most projects going through in some form or fashion, although, depending on the industry, different terms may be used.

First a project is initiated, and that is where the project is studied and then if it's seemed to be of value to the organization, then it's approved. And then a project transitions from the initiation phase to the planning phase. Now that doesn't mean that no planning is done during the initiation phase, but it's really just preliminary planning. Once that project is formally approved, we move into planning this project in a more focused fashion.

And so, once we produce a project plan that includes a number of factors that we're going to discuss through this class, including a schedule, a budget, a risk plan, a quality plan, a procurement plan, and a host of other plans, we're ready to move to executing the work of the project. This is where we actually begin building that house or designing that piece of software or are working in the lab on whatever the project is in your particular environment.

Now during this initiation planning and execution, there is another phase that's going on within the background. And that is the monitoring and controlling phase, because as we're doing the work, as more information is becoming available to us, we're updating what we're doing.

So for instance, let's say that I produce a baseline budget. And then, later on I'm working on my risk management plan. I may discover something in that risk management plan that inclines me or prompts me to increase my budget in a certain area because of the riskiness of a particular aspect of the project. So that phase is going on within the background of the life cycle.

So once finish producing the deliverable of the project or the service, then we're ready to enter the closing phase. And that's where we begin closing down the work of the project so that we can transition to potentially a different project and hand off the deliverable to the client.

1.13 PM Process Groups

Transcript:

Now that we've looked at the life cycle of a project, we want to talk about the process groups. And what this refers to is that within each of the different life cycle phases, there are specific processes within those categories. So there are initiation processes, work that we can do when we're in the initiation phase.

There are processes for the planning phase. What processes should we be doing during the planning phase of the project and so on and so forth for each of these.

So it's important that we have each of these process groups clearly in our mind. So take a look at each of these. And also you can look these up in the PMBOK to learn more about them. But we'll be exploring these throughout this course. Clickable Information: Initiation Process performed to define a new project or phase of an existing project by obtaining authorization to start Planning Planning processes aim to establish the total scope of the effort, define and refine the objectives, and develop the plan to achieve those objectives

Execution The execution processes includes those activities required to deliver the agreed upon scope of work Monitoring and Controlling Processes to track and review project progress and implement changes and updates Closing Those activities that lead to the successful conclusion of the project

1.14 Examples of Process Groups

Image Description: Processes can take place in various Phases of the Project life cycle.

Transcript:

This graphic illustrates how different processes exist in each the phases of the project life cycle. So for instance, if we're talking about the processes contained within cost management, we're going to be doing one of those processes during the planning phase and during the monitoring and controlling phase of the project.

So for instance, during the planning phase we would be creating a budget, and during the monitoring and controlling phase, we would be comparing actuals against the

budgets in the creation of our status reports. So that during with the cost management section, there are processes that occur during these two phases of the project.

Now with quality management we can have the same type of thing. During the planning phase, we're determining what the quality standards are, we're setting those quality controls. During the execution and monitoring and controlling phases, we are looking at the products that our project is producing and we are seeing whether or not they meet the quality standards that we determined during the planning phase.

Now with stakeholder management, we see processes occurring throughout all the phases of the project life cycle, from initiation to closing. During the initiation phase, we're identifying that initial list of project stakeholders. We're fully analyzing that list during the planning phase. We're working with them and trying to manage them during the execution and monitoring and controlling phase. And during the closing phase, we're working with them as we close out the project.

So this hopefully illustrates this relationship that exists between the different processes and the different phases of the project life cycle.

1.15 Project Lifecycle Vs. Process Group

Clickable Information: Project Lifecycle The project lifecycle refers to the phases that all projects will go through in some form: initiation, planning, execution, monitoring and controlling, and closing. Other labels may be used for these phases, but we will see these phases in some form in all projects. PM Process Groups The five process groups – initiation, planning, execution, monitoring and controlling, and closing – is a way to organize the various processes that we use to manage projects successfully. When the processes in a given phase are completed, we can move to the next phase of the project.

Transcript:

It's easy to confuse the phases of the project life cycle and those PM process groups. I think we all wish they would use different terms for the different phases of the life cycle and the different process groups. Because it would have made everyone's life, I'm sure, a little bit better in understanding this distinction. But we want to take some time and try to understand this distinction so that we don't confuse it later on.

1.16 Check Your Knowledge

(Multiple Choice, 1 points, 1 attempt permitted)

Slide Text:

Which of the following is not one of the triple constraints?

Correct Choice

Cost

Scope

Time

X Risk

Feedback when correct:

Excellent job. Yes, risk is not one of the triple constraints.

Feedback when incorrect:

Unfortunately, that is incorrect. Risk is not one of the triple constraints.

1.13 Results Slide

(Results Slide, 0 points, 1 attempt permitted)

Results for

1.11 Check Your Knowledge