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DSN 103: Project Management

DSN 103: Project Management. Clifford A. Keenan, PMP, MAS, MSS. Course review. Agenda. Chapters 1-13 review. What is a Project?. Temp endeavor to create a unique product, service, or result Can also last for centuries (monuments, ie. Sitting Bull, etc…)

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DSN 103: Project Management

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  1. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Course review

  2. Agenda • Chapters 1-13 review

  3. What is a Project? • Temp endeavor to create a unique product, service, or result • Can also last for centuries (monuments, ie. Sitting Bull, etc…) • Unique in location, function (office buildings…) • Does end when objectives are reached or project termination • Termination reasons: • Objectives cannot be met • Project does not exist • Sponsor closes it

  4. Relationships: PTS, PgMs, Proj • Portfolio: Collection of projects, programs, subportfolios and operations managed as a group to achieve strategic goals • Program: Projects, subprograms, managed in a coordinated manner to support the portfolio • Project: Usually single goal

  5. What is Project Management? • “…the application of knowledge, skills, tools, and techniques to protect activities to meet the project requirements.” (PMBOK) • 47 logically grouped PM processes • Five process groups: • Initiating • Planning • Executing • Monitoring and Controlling • Closing

  6. What is Project Management? • Factors change? Others will follow… • Ie. Crashing • The heart: PM Plan • Iterative • Progressively elaborated throughoutproject’s life cycle • “…continuously improving a plan (detailing) as more detailed info (estimates) become available.”

  7. Project Management Office (PMO) • Three types: • Supportive: consults with templates, lessons learned (Org process assets). (Project repository) • Controlling: (Moderate) • Directive: Directly managing projects. (High) • PMO projects may not be related (SPAWAR) • Acts as integral stakeholder/key decision maker • Can deploy resources

  8. PM, Ops Mgmt, Org Strategy • Operations Management: Day-to-day business operations • Production • Manufacturing • Accounting • Software support • Maintenance • Projects can change business strategies • Projects need PM knowledge • Ops need business knowledge

  9. Project Manager responsibilities/competencies • Responsibilities: • Satisfy needs of Task, Team, and Individuals • Link between team and strategy • Competencies: • Knowledge – PM • Performance – What is able to be accomplished • Personal – behavior, attitudes, character, leadership

  10. Project Manager Interpersonal Skills • Leadership • Team Building • Motivation • Communication • Influencing • Decision Making • Cultural Awareness • Trust • Conflict Management

  11. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Chapter 2: Organizational influences and project life cycle

  12. Organizational Structures

  13. Project Lifecycle • Different from Product life cycle • Project dependent

  14. Project Lifecycle • Change at the start is easiest/cheapest • Risk is greatest at the start

  15. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Chapter 3: Project management processes

  16. PM Process Interaction

  17. Knowledge Areas

  18. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Chapter 4: Project INTEGRATION management

  19. Develop Project Charter

  20. Develop Project Charter

  21. Develop Project Management Plan • ”…process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.” • Key: Central document defining the basis of all project work

  22. Develop Project Management Plan

  23. Direct and Manage Project Work • Leading and performing work defined in the _______________ and implementing approved changes • KEY: Overall project management

  24. Direct and Manage Project Work

  25. Direct and Manage Project Work • Impact of changes: • Corrective action: Intentional action to bring it back to center • Preventive action: Ensures future performance is assured • Defect repair: Modifying a nonconforming product or component

  26. Monitor and Control Project Work

  27. Monitor and Control Project WorkData Flow

  28. Perform Integrated Change Control • Perform Integrated Change Control • “process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition”

  29. Perform Integrated Change Control

  30. Close Project or Phase • Finalizing all activities from all PM processes to formally complete project or phase • Key: Lessons learned, work ends, org assets released

  31. Close Project or Phase

  32. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Chapter 5: Project SCOPE management

  33. Project Scope Management

  34. Project Scope Management

  35. Collect Requirements • “…process of determining, documenting, managing stakeholder needs and requirements to meet project objectives.” • Key: Basis for defining and managing the project scope which is includes the product scope

  36. Collect Requirements

  37. Define Scope • “…process of developing a detail description of the project and product.” • Key: Describes product, services, boundaries by defining which requirements are included/excluded from project scope.

  38. Define Scope

  39. Create WBS • “…process of subdividing project deliverables and project work into smaller, more manageable components.” • Key: structured vision of deliverables

  40. Create WBS

  41. Validate Scope • “…formalizing acceptance of the completed project deliverables.” • Key: Brings objectivity to acceptance process • Customer conducts this • Differs from QC in that this is the process NOT the product – can be performed in parallel with QC

  42. Validate Scope

  43. Control Scope • “…process of monitoring the status of the project and product scope and managing changes to the scope baseline.” • Key: Maintaining Scope

  44. Control Scope

  45. DSN 103: Project Management Clifford A. Keenan, PMP, MAS, MSS Chapter 6: Project time management

  46. Plan Schedule Management • “…process of establishing the policies, procedures, and documentation for planning, managing, executing, and controlling the project schedule.” • Key: guidance/direction of managing schedule

  47. Plan Schedule Management

  48. Define Activities • “identifying and documenting the specific actions to be performed to produce to project deliverables.” • Key: Decomposition work into lowest work packages

  49. Define Activities

  50. Sequence Activities • Relationships • Key: logical work sequence • Each should have predecessor/successor except first and last • Finish to start or start to start relationship • Sequencing automatic or manual

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