The University of California Berkeley Extension X 470 Project Management Lisa Bausell 1
Welcome Schedule for today • • 2 12 to 5 (breaks) Quick review of the course UCBX paperwork Syllabus Review Introductions Projects and Project Management Teams and Teamwork
X 470 Project Management 1 Project Management 2 Project Planning 3 Project Planning Introduction Scope Resources Project Initiation Workflow Finalization 4 Project 5 Project 6 Project Management Baseline Reporting & Communication Review Monitor & Control Closure Presentations 3
UC Berkeley Certificate in Project Management Six project management courses are required to complete the certificate (Student must complete 3 Required courses and select 3 Electives) Required Courses are: • X 470 Project Management • X 469. 2 Project Leadership & Building High Performing Teams • X 471. 9 Project Execution & Control 4
UC Berkeley Certificate in Project Management Electives: Student must select 2 of these 3 electives: • X 470. 9 Project Scope & Quality Management • X 440. 4 Project Schedule & Risk Management • X 470. 3 Project Cost & Procurement Management Students must select 1 additional elective. There are currently over 20 options. 5
UC Berkeley Extension • Founded in 1891 by the University of California, Berkeley • 60 certificate programs • 1, 500 courses per year • 30, 000 students per year • Multiple centers in the Bay Area 6
Example Extension Courses • • • 7 Accounting, Finance, Business Administration Project Management Agile Management Project Management for Biotech Marketing, Human Resources, Management and Leadership Product Development Woman and Leadership Effective Writing in the Workplace Fundamentals of Green Building with LEED Organic Chemistry …
Academic Excellence • Courses, certificates, and programs approved by UC Berkeley • Academic Advisory Boards including UC Berkeley faculty and industry experts. • UC Berkeley-approved instructors with industry experience. 8
UC Berkeley Extension Project Management Offerings • Beginning through advanced level courses • Professional certificates • Specialized and on-site programs UC Berkeley Extension is a PMI® Registered Education Provider (REP) and all offerings are consistent with the PMI PMBOK® Guide. 9
UCBX Paperwork and Attendance 10
Syllabus Review 11
Introductions Introduce yourself to the class: • What’s your name? • What sort of project work do you do? • What industry do you work in? • What is your primary objective for this class? 12
Project Management Introduction • • 13 Define Projects, Project Management Define Programs, and Operations Outline the Goals of Project Management Becoming a Project Leader Review PMI and PMBOK® Guide Define Project and Product Life Cycles Define Project Organization and Infrastructure Review UC Berkeley Extension Project Management Certificate
* Projects “A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. ” Triple Constraint Time (Schedule) Cost (Resources/Budget) Scope (Deliverable) 14
* Definition of Project Management “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. ” 15
Projects and Programs “A program is defined as a group of related projects managed in a coordinated way… A project may or may not be part of a program, but a program will always have projects. ” 16 Program Project Project
Projects and Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service… Operations are permanent; projects are temporary endeavors 17
Goals of Project Management • Meet or exceed stakeholder expectations. • Achieve project goals, balancing trade-offs such as time, cost, quality, resources, and other constraints. • Manage change through iterative planning and progressive elaboration. • Build teamwork, trust, and contributor relationships. • Establish effective communications. 18
Why Do Projects Fail? 19
Project Management Challenges • • Unclear or poorly understood objectives Excessive schedule pressure Insufficient or uncommitted resources Unrealistic project complexity Shifting priorities and requirements Inadequate communication … 20
Becoming a Project Leader’s Primary Responsibilities: • Achieve project objectives • Establish and lead the team • Manage the project management process Project Leader vs. Project Contributor • • 21 Pragmatism over optimization Generalist, not a specialist Succeeds through others; works with people, not things Most of the job involves communication
PMI and PMBOK® Guide Project Management Institute (PMI) • Professional organization for Project managers • Project Management Body of Knowledge (PMBOK) Guide • Project Management Professional (PMP® Certification • More than 300, 000 members and hundreds of local chapters worldwide • www. pmi. org 22
PMBOK® Guide “Project Management Body of Knowledge” =Everything there is to know about PM A Guide to the Project Management Body of Knowledge, Fourth Edition (PMI, 2013) • Summary; a reference standard revised every 4 years • 10 knowledge areas • 5 process groups • Free (PDF) to PMI Members 23
* PMBOK® Guide Process Groups 1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing 24
PMBOK® Guide Knowledge Areas 4. Project Integration Management 5. 6. 7. 8. 9. 10. 11. 12. 13. 25 Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management
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Project Groups and Knowledge Areas Chart PMBOK Page 61 Learn this chart Process Groups and Knowledge areas in order PMBOK Page 61 28
X 470 Project Management Topic coverage in UC Berkeley Extension X 470 Project Management focuses on basics: • All PMI Process Groups will be addressed. • Some Knowledge Areas will be covered in detail, others will not. • Not every Sub-knowledge Area will be included. 29
Project and Product Life Cycles Product life cycles align with project life cycles, but may have phases preceding project work and phases following it. Typical Product Life Cycle Phases Strategy/ Project Selection Project Monitoring Phases Project Acceptance Typical Project Life Cycle Phases Planning Phases 30 Execute/ Build Phases Test/ Evaluate Closure Support Retirement
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Project Life Cycles • Phased, Stage Gate For projects that are best managed using a succession of phases; generally best for well -defined, routine project work • Agile, Iterative For novel projects that are difficult to define; usually most effective for smaller projects having easily developed interim deliverables 32
Development-type Life Cycles (IT, Infrastructure, Reengineering Projects, Product Development Projects) Typical Life Cycle Phases Requirements and Planning Initiating Processes Study/ Define Specify/ Design Develop/ Build Test/ Closure Enhance/ Support Executing, Closing Planning Monitoring & Controlling Processes Alignment of Project Phases and PM Processes 33 Maturity
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Agile Life Cycles (Cyclic, Evolutionary, Adaptive Methodologies) Typical Life Cycle Phases Initiation Release Planning Initiating Processes Cycle 1 Cycles 2 -N Closure Executing, Planning Closing Processes Monitoring & Controlling Processes Alignment of Project Phases and PM Processes 35 Support
* Project Organization • Functional (within an organizational unit) • Projectized (organized around the project leader) • Matrix (cross-functional) • Weak • Strong • (Balanced) 36
Functional Organization Top Manager Sales Manager Support Manager Project Coordination Finance Manager Staff Staff 37 Staff
“Projectized” Organization Project/Program Manager Project A Manager Top Manager Project B Manager Project C Manager Staff Staff 38 Staff
Weak Matrix Organization Top Manager Finance Manager Marketing Manager Production Manager Project Coordinator Engineering Manager Staff Staff Staff 39
Strong Matrix Organization Top Manager Marketing Manager Project Manager of Project Managers Engineering Manager Production Manager Staff Staff Project Manager Staff 40 Staff
Project Organization 41
QUIZ 42
Select Projects and Teams for Class Teams of 4 or 5 Consider what project you want to work on Develop Team Operating model 43
Team Operating Model • • • 44 Team members Project name Project paragraph Team name How will you communicate? Rotate team lead position
Team coaching • Team lead expectations (set tone, agenda? decide break, don’t do all the work, use your style) OK to change order of leads, just tell me. • PLAN the week – this week and next • Team expectations (make sure work is done, contribute, what are you best at, check in with people. ) 45
Project Initiation • • • Select projects Develop project charter Secure project sponsorship Identify stakeholders Plan communications Acquire project team Define initial project scoping and objective Establish project priorities Define a project vision Conduct a project start-up workshop 46
Select Projects Factors to consider: – Justification (problem or opportunity) – Sponsorship (management support) – Capacity (staffing, money, resources) – Urgency – Legal/regulatory compliance –… Projects are undertaken for a wide range of reasons. 47
Project Initiation At the beginning of a project, seek to answer: – Why does this project matter? – Who benefits from this project? – What project deliverables are required? – When is the project expected to end? – How much will be invested in the project? – What are the project priorities and constraints? 48
Develop Project Charter “A project charter is a document that formally authorizes a project and summarizes stakeholder needs and expectations. ” (PMBo. K 4. 1) – A “Charter” may have many other names, and vary significantly in content and length for different projects. – A project charter may exist prior to the project leader’s involvement, but if not (or if inadequate), develop one. 49
Project Charter Content Project charters include information such as: – – – – 50 Project purpose or justification Project leader/manager Project sponsor authorizing the work Measurable objectives and initial requirements Milestone schedule Initial budget Completion criteria High-level risks
Identify Stakeholders “Identifying all people and organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. ” (PMBo. K 10. 1) 51
Secure Project Sponsorship Project sponsors are important stakeholders who: – – – Authorize the project Appoint the project leader Define project priority Provide or approve resources Make key decisions and handle escalations Protect, mentor, and support the project leader and the team For most projects, the sponsor is the primary project stakeholder. 52
Identifying Project Stakeholders Core Team • Full-time on project • Involved in planning and execution Other Stakeholders • • Management Customers Users Vendors Partners Regulators … Project Leader Core Team Extended Team Other Stakeholders 53 Extended Team • Part-time • Involved in specific activities
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Document Project Stakeholders Table “Molecule” COMPETITORS PROCUREMENT REGULATORS IT Stakeholder CUSTOMERS LEARNING PRODUCTS PROJECT LEADER DEPENDENT PROJECT TEAMS QUALITY ASSURANCE FINANCE FIELD SUPPORT MANAGEMENT R&D MARKETING VENDORS CONTRACTORS SPONSOR MANUFACTURING Not all stakeholders are equal. 55 Interest Impact
Project Stakeholder Analysis 56
Plan Communications “Determining the project stakeholder information needs and defining a communications approach. ” (PMBo. K 10. 2) 57
Project Communications Decisions Key decisions include: – Project Management Information System (PMIS) – Project meetings – Project status collection – Project reporting – Contributor 1 -1 interactions – Sponsor and stakeholder interactions – Project reviews –… 58
Acquire Project Team “Confirming human resource availability and obtaining the team necessary to complete project assignments. ” (PMBo. K 9. 2) 59
Project Team Analysis Determine the skills you will need. Secure your project team through: – Pre-assignment (aligned with project at start) – Negotiation (acquired from within organization) – Acquisition (hired or contract contributors) Initial analysis is always subject to revision (progressive elaboration). Adjustments are common when setting the project baseline. 60
Project Team Roster Create your roster and keep it updated. 61
Project Team Challenges • Cross-functional teams • Contributors who report to others • Virtual teams • • Geography Time zone Language Culture • Differing systems, processes, organizations 62
Define Initial Project Scoping • Part of Project Charter • Initial description of project deliverables based on what your sponsor, stakeholders, customers and users request • A goal, not a commitment 63
Define Project Objective • Maximum of 25 words • Summary of project Time/ Cost/ scope, time, and cost Schedule Resources • Clear and understandable • Avoid jargon and acronyms • Like initial scope, this Scope/ is only a target Deliverable 64
Project Objective Example “I believe this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. . $531 million in this fiscal year. . ” J. F. Kennedy, May 25, 1961 As a “Project Objective: ” The United States will send a man to the moon and return him safely to the earth by December 31, 1969, For approximately $10 billion. 65
Establish Project Priorities Time Least Flexible Moderately Flexible Most Flexible 66 Scope Cost
Validate Project Objective Sponsor (And/Or: Customers, Other Stakeholders) Initial Request Objective and Priorities Project Manager/ Team Restate the request, and iterate as needed to gain consensus. 67
Define a Project Vision is about why your project matters. – Describes how the world will be better or different when the project is successfully completed. – Answers: “What’s in it for me? ” – Can motivate the project team. “[We will create] a motor car for the great multitude. It will be so low in price that no man making a good salary will be unable to own one. The automobile will be taken for granted. . . [and we will] give a large number of men employment at good wages. ” - Henry Ford 68
Conduct a Start-up Workshop An event where the project team initiates processes to successfully start the project and begin building teamwork. Workshop benefits: – Promote common understanding of project goals and priorities – Create cohesive team – Reduce wasted time, redundant effort – Get a fast start on the project 69
Review Homework • Reading • Individual Homework • Team Homework 70
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