Week 1 Discussion - Who/What/When - Project v. Program. Throughout these notes there are labeled (DISCUSSION QUESTIONS)

Question to answer is -Give an example of a project and a program. How are they managed differently?






Need to watch the following videos:
What (https://www.youtube.com/watch?v=6cM2BkIe-Eg)
How (https://www.youtube.com/watch?v=Hyg7QqaVKfo)
Where (https://www.youtube.com/watch?v=yfm0dmz7n3U&t=75s)


Where (https://www.youtube.com/watch?v=yfm0dmz7n3U&t=75s)




PowerPoint Presentation MGT 680 Project Management What (https://www.youtube.com/watch?v=6cM2BkIe-Eg) How (https://www.youtube.com/watch?v=Hyg7QqaVKfo) Where (https://www.youtube.com/watch?v=yfm0dmz7n3U&t=75s) and Who (https://www.youtube.com/watch?v=9rZkUTFVRDw) Donna W. McCloskey, Ph.D., PMP Notes before watching the videos We will be using the Project Management Institute’s (PMI.org) project management methodology The PM Book of Knowledge (PMBOK) materials are posted as separate files along with this lesson There is a newer edition of the PMBOK since this video was made. The changes are not substantive to the introduction so I didn’t re-record. Please note I did mark the changes in the notes in bold and red. Check out their page to see the certifications they offer. (That may be a quiz hint!) What is Project Management (PM)? Project Management is the application of knowledge, skills, tools and techniques to meet project requirements Project Characteristics A project is a temporary endeavor undertaken to create a unique product, service or result Temporary Unique products, services or results Progressive elaboration Developing in steps and continuing increments The purpose of a project is to attain its objective and terminate. Conversely, the objective of an ongoing operation is to sustain the business Projects conclude when specific objectives are met Operations adopt a new set of objectives and the work continues Programs, Projects and Portfolios Oh, My! A program is a group of related projects managed in a coordinated way to obtain benefits and control not necessarily available from managing them individually Building one Wawa can be managed as a project Wawa’s expansion can be managed as a program A portfolio is a collection of projects or programs that are grouped together to facilitate effective management of that work to meet strategic business objectives IN CLASS DISCUSSION: Give an example of a project and a program. How are they managed differently? The example can be related to your job/industry but it doesn’t have to be. This is a check-in to make sure you see the different and how/why they would be managed differently. This post does NOT require response posts from classmates – although you’re always welcome to discuss! When response posts are required it will be clearly marked. Table 1-1 PMBOK 4th The typical hierarchy includes which of the following components? (from largest to smallest) Strategic management, portfolio, program, project, subproject Program, portfolio, strategic plan, project, subproject Portfolio, strategic plan, program, project, subproject Program, portfolio, project, subproject, strategic plan In the future, the answers to the questions will be provided in a separate “bulls eye” slides. For this lesion, the answers are in the videos. (Which you know because you’re watching them…) Repetitive or cyclical undertakings are often part of: Projects Subprojects Programs Portfolios HOW are projects managed? The five project management process groups include: Initiating, planning, executing, monitoring and controlling Integration, scope, time, cost and quality Initiating, planning, executing, monitoring and controlling and closing Concept, planning, execution, controlling and closeout The five process groups are: Often performed in a random sequence Always performed in the same sequence Performed in a different sequence based on the project phase Performed in a sequence determined by the project management team PMBOK 5th Project Management Book of Knowledge Alpha Project Managers: What the Top 2% Know that Everyone Else Does Not by Andy Crowe 860 project managers Compared where time was spent for best PMs vs. the pack Initiating2% vs. 1% Planning21% vs. 11% Executing69% vs. 82% Controlling5% vs. 4% Closing3% vs. 2% Which of the following starts low, steadily rises and then declines as the project concludes? Cost of making changes Influence of stakeholders Costs (i.e. cash outlays) Staffing levels A and B A and C C and D What is Project Management Institute (PMI) Methodology? 5 project management process groups Comprised of 49 (PMBOK 6th edition) project mgt processes 10 knowledge areas Integration, scope, time, cost, quality, human resources, communication, risk, procurement and stakeholder management One of the changes in the 6th edition was to broaden the definition of “resources” beyond just human resources Skills Effective communication, leadership, motivation, negotiation, conflict management and problem solving Tools and Techniques Methodologies, project management information system (PMIS) and expert judgment 18 The PMBOK 6th edition has 49 processes. They are still distributed over the 5 process groups and 10 knowledge areas. PMBOK 6th Edition PMBOK 6th Edition WHERE are projects managed? PMBOK Figure 2-7 Functional Organization PMBOK Figure 2-8 Projectized Organization FUNCTIONAL PROJECTIZED MATRIX WEAK STRONG BALANCED Thought this might be useful so you can visualize the spectrum – from functional to a projectized structure. If we were in class, you would see me gesticulating wildly to underscore the two extremes. Pretty sure I was using my hands when I taped the lecture. For future lessons, there won’t be many videos. The book and the notes are REALLY good and we’ll have discussions to clarify some points. I’ll use yellow boxes when I want to “talk” to you. PMBOK Figure 2-9 Weak Matrix Organization PMBOK Figure 2-11 Strong Matrix Organization PMBOK Figure 2-10 Balanced Matrix Organization Organizational Structure - Projects Great table form A textbook…..not OUR textbook The type of organization in which each employee has one clear superior is which of the following? Strong matrix Composite structure Weak matrix Functional structure The terms project coordinator and project expeditor are most often associated with the: Strong matrix Projectized structure Weak matrix Composite structure Project Management Office (PMO) An organizational unit to centralize and coordinate the management of projects under its domain Shared and coordinated resources Identify and develop best practices Coaching, mentoring, training and oversight Developing, managing and monitoring project management standards, policies, procedures and templates Coordinate communication across projects A PMO is most likely to be seen in a: Strong matrix Projectized structure Weak matrix Functional structure WHO / WHAT are involved in projects? What Impacts a Project? Enterprise environmental factors Internal and external environmental factors that surround or influence a project’s success Considered an input to most planning processes Organization’s culture and structure PMIS Tool suite, scheduling software, configuration management, information collection and distribution system Human resource pool Marketplace conditions Stakeholder risk tolerances Organizational Process Assets Processes and procedures for conducting work Policies, procedures, standards, guidelines and templates Record retention, final project audits, work breakdown structure, checklists Organizational corporate knowledge Measurement data Completed schedules, risk data, earned value data Project files and historical information Lessons learned Enterprise environmental factors include: Policies and procedures Defined processes Organization’s culture Historical information and lessons learned Who is involved in projects? PMBOK 4th The responsibility for portfolio management usually falls on whom? Senior management Project managers Functional managers Program managers Who provides the financial resources for the project? The PMO The sponsor The customer The performing organization Project Characteristics Organizational Structure Type Functional Matrix Project Weak Matrix Balanced Matrix Strong Matrix Project manager’s authority Little or none Limited Low to Moderate Moderate to high High to almost total Percent of performing organization’s personnel assigned full-time to project work Virtually none 0-25% 15-60% 50-95% 85-100% Who controls the project budget Functional manager Functional manager Mixed Project manager Project manager Project manager’s role Part-time Part-time Full-time Full-time Full-time Common title for project manager’s role Project Coordinator/ Project Leader Project Coordinator/ Project Leader Project Manager/ Project Officer Project Manager/ Program Manager Project Manager/ Program Manager Project management administrative staff Part-time Part-time Part-time Full-time Full-time PMBOK Guide, 2000, 19, and PMBOK Guide 2004, 28. Project Characteristics Organizational Structure Type Functional Matrix Project Weak Matrix Balanced Matrix Strong Matrix Project manager’s authority Little or none Limited Low to Moderate Moderate to high High to almost total Percent of performing organization’s personnel assigned full-time to project work Virtually none 0-25% 15-60% 50-95% 85-100% Who controls the project budget Functional manager Functional manager Mixed Project manager Project manager Project manager’s role Part-time Part-time Full-time Full-time Full-time Common title for project manager’s role Project Coordinator/ Project Leader Project Coordinator/ Project Leader Project Manager/ Project Officer Project Manager/ Program Manager Project Manager/ Program Manager Project management administrative staff Part-time Part-time Part-time Full-time Full-time PMBOK( Guide, 2000, 19, and PMBOK( Guide 2004, 28.