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Efficient Project Management Review Guide

Explore essential project management concepts, including project types, lifecycle, organizational structures, key processes, and skills. Learn about project integration, scope management, and more. Enhance your knowledge and skills for successful project execution.

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Efficient Project Management Review Guide

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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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