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Financial & Business Services Foundation Project Management

Financial & Business Services Foundation Project Management From the Business Manager’s Perspective Business Manager Curriculum February 2014 Facilitator: Jim Branden, MBA, PMP. Instructor: Jim Branden, MBA, PMP. NCSU – Bachelor's of Architecture, with Honors

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Financial & Business Services Foundation Project Management

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  1. Financial & Business Services Foundation Project Management From the Business Manager’s Perspective BusinessManager Curriculum February 2014 Facilitator: Jim Branden, MBA, PMP

  2. Instructor: Jim Branden, MBA, PMP • NCSU – Bachelor's of Architecture, with Honors • Licensed Architect (12 states) • Florida Atlantic University, MBA • Real estate developer • Certified Urban Planner • Land use plans for colleges & military installations (USA, England, Germany & Japan) • Project Management Professional (PMP®) • Consultant & PM Trainer (Southeast US & Norway) • Contributed editorial reviews to the Third and Fifth Editions of “The Guide to Project Management Body of Knowledge” • Northeastern University, Boston – online instructor, Master’s of Project Management – teach “Project Risk Management” • UNC Charlotte, ITS PPMO Senior PM 2

  3. Agenda • Project Team Dynamics • Bird’s Eye-view of PM • Business Manager’s Role in Projects

  4. Project Team Dynamics To: Success! Toward: Common Goal From: Diverse Skills / Viewpoints 4

  5. Team Formation • Define “Cooperation” ~ “Collaboration” • Bruce Tuckman: Five stages of team formation • Forming – unclear about roles – drop your guard • Storming – resolving personal conflicts; becoming respectful & trusting – recognize differences • Norming – establish common goal; each responsible for helping achieve it – drop personal preferences in deference to team’s success, i.e. cooperate • Performing – function as unit – internally goal driven, i.e. collaborate • Adjourning – completing task – dissolve team 5

  6. Debrief “Team Project” • Did you “feel” transitions across five stages? • Which ones? • How did conflict change in each stage? • What might you have done about it? 6

  7. Project Team Dynamics – Who Are These People? • Sponsor = Business Process Owner • PM = Person with all responsibility and limited authority • Not a “doer” ~ “conductor”! • Subject Matter Experts (SMEs) = “E” stands for Ego • Production Team = those who work on project • Stakeholders = everybody who knows of, participates in & affected by the project; not oblivious to it! • Positive Stakeholders = those who want it to succeed by participation and or support or benefit by it • Negative Stakeholders = those who don’t want it to succeed, or impede its success (inadvertently or _______)! • Third-party = not contractually integral to project; may be vendor or contractor supplying something to one party of contract 7

  8. Project Team Dynamics • Common goal(s) vs. personal or “my organization’s” goals • Borrowed resources – not fulltime on project • Too many “Priority #1s” • Late entry or early departure of key stakeholders • Communications – key to success • Understand “big picture” – which University Strategic Goal does project support? • Which does this program & your certification support? * • Clearly state Goal(s) of project • Everyone know how their “piece” fits into project’s goal(s) • Roles & responsibilities • Quality expectations • Schedule involvement * See next slide 8

  9. University Strategic Goals 9

  10. Bird’s Eye-View of Project Management 10

  11. Concepts / Terms / Overview • Brandenism: “Processes: sustain organizations; Projects: improve or grow them” • “Portfolio” • Collection of unrelated “Programs” • “Program” • Collection of related “Projects” • “Project” • “Unique”, limited “duration” effort to produce “deliverables” • “Unique”: Not exactly same as before • “Duration”: Calendar time (usually working days) 11

  12. Project Management (PM) • Define: “PM”? • What variables affect projects? • How do you know you finished? • What is successful PM? 12

  13. Complexity of PM • Multiple agendas • Diverse personalities • Uncertain information: • Known-knowns • Known-Unknowns • Unknown-unknowns • Variables: • Costs • Time • Quality • Vendors • “I know you believe you understand what you think I said; I’m not sure you realize what you heard is not what I meant!” • Coordination 13

  14. Time • Brandenism: “Each hour has only one “last minute”; don’t expect me to do more than 8 things in a day!” • Milestone – point in time (deadline) @ the “last minute” • Effort – what we do before the “last minute” • Duration – number of days between milestones & total calendar length of project • Buffer – time reserved (before or after) milestone to keep us on schedule 14

  15. Overview of Project Lifecycle LEVEL OF EFFORT TIME  Initiating Planning Executing Closing Monitoring & Controlling 15

  16. Tuckman’s Stages Norming Forming Adjourning Storming Performing 16

  17. Conflict in Projects: Think Positive! • Projects lead to change • Change produces uncertainty • Uncertainty raises doubts • Doubts color opinions • Opinions differ between people • Differences between people leads to conflicts • Therefore: all projects include (embrace) conflict • Conflict raises questions • Questions stir debate • Debate shows pros & cons • Pros & cons justify decisions • Decisions approve change • Therefore: Conflict produces better Projects! 17

  18. Concepts / Terms • Planning – “Scope Statement” • Brandenism:“Scope EXPLICITLY in or IMPLICITLY out” • Who?(HR & Stakeholders) • How long? (Time: when, effort & duration) • How bad? (Quality) • Need-to-Know?(Communications) • Opportunities / Threats? (Risk) • Make or Buy? (Procurement) • Coordination(Integration) • Budget?(Cost) 18

  19. Concepts / Terms • “Deliverables” • “Effort” (verb) produces “Work” (noun)! • Barbequing may or may not produce Bar-B-Q! • Every project produces all 3 “works” • “Products”, “Service” or “Result” • “WBS” Work Breakdown Structure = “DBS” Deliverable Breakdown Structure (Brandenism) • What are Business Managers’ Deliverables: • Budget • Requisition • Purchase Order • Inter-Departmental Invoices (IDI) 19

  20. Concepts / Terms • Planning • “Risk” – Opportunities / Threats • “Positive Responses” – Exploit – Enhance – Share – Accept • “Negative Responses” – Avoid – Transfer – Mitigate - Accept • “Mitigate” – Brandenism: “Third worst risk response!” • “Baselines” – Scope – Time – Cost = “Triple Constraints” C T Cost Time C C T C T -T S S Scope S S 20

  21. Role of Business Manager in Project 21

  22. Role of Business Manager in Project • Questions to ask: • What does “done” look like? (Scope) • What is my role, responsibility & authority? • What “Business Manager Deliverables” are required? • When are “Business Manager Deliverables” required? • With whom will I interact? 22

  23. Wrap Up • What “Ah-ha” moments did you have? • What did you learn that you can use? 23

  24. Key Points • PM – has all responsibility; little authority • Iterative planning produces better projects • If you don’t plan ahead – you’re planning to fail • Project management includes: • Diverse “knowledge areas” e.g. specialties (SMEs) • Producing “products, services & results” • “Mitigation is third worst negative risk response” 24

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