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Project Management

PROJECT MANAGEMENT Lecture

Project management – “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” “organizations are increasingly recognizing the value of trained project managers to achieve their overall business goals”

L3 – SEMESTER 2 SKEMA BUSINESS SCHOOL

Project Management

Themes and Topics o o o o o o o o

How to do an initial analysis of a project’s requirements How to define a project team How to define the scope of the project How to analyze project stakeholders How to create the project Work Breakdown Structure (WBS) How to establish a responsibility matrix How to develop a plan using typical project management analysis tools (e.g., GANTT and PERT) How to use and apply a project plan and schedule with project management software (MS PROJECT or PROJECTLIBRE).

Intended Learnings and Outcomes o o o o o o o o

Master the basics of Project Management concepts Define the project and assign key roles Recognize project milestones Break down the project using a WBS Organize the project and assign resources Attitudes / Key transferable leadership skills Understand PM Methodology, Lifecycle and key planning methods ▪ Ethical and social understanding of the Project Manager role Be able to analyze and organize a project in optimal conditions, manage the project and work with a project team

3 Areas of Focus Project Management processes, methods and tools o PM Fundamental processes o Transferable skills across industries o Learning the basics of Microsoft Project software Learning about information included in the Project Management Institute’s Project Management Body of Knowledge (PMBOK) o Process Areas o Knowledge Areas o All aspects of managing projects Preparing reports and other deliverables that are acceptable for Executives o Your career progression will be helped if you are able to interact with Executives o We will learn how to summarize important information for busy Executives o You will practice delivering reports and presentations in class

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Session 1 - INTRODUCTION Project Management: Reduce the gap between the current state (disorder) and the desired state (ordered, and which go on the good direction that we want) o “A project is a problem scheduled(programmé) for solution”, JURAN. Every project is conducted to solved some kind of problem (+ or - ) or a company o Project management – “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” o Planned carefully and precisely to realize something, based/from an idea  concreted something. o A to Z Studies indicates mixed results: - Smaller projects have higher success rate than higher projects=+1$ million budget (28% failure rate) - Percentage project meeting their goals: flat at 64% since 2012

What is a PROJECT? Project: “a temporary endeavor undertaken to create a unique product, service, or result.” o Projects are subject to time and resource limitations o Projects require: - an organized set of work efforts. - progressively elaborated detail. - Goal - End - a defined beginning and ending (time) - a unique combination of stakeholders(partie prenante) - a budget, scope, time, be performant - is means that a project is done only one time. If it is repetitive, it’s not a project - create value and make profit for the company o 3 basis areas: - Culture: Process Work to create a project management mind-set - Talent: Focus on talent management, continuous training, and formal knowledge transfer. - Process: Support project management through the establishment and adoption of standardized project practices and processes. - There is a higher probability that things will accidentally go wrong in a project than that they will accidentally go right. A stakeholder: “an individual, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.”

What does A PROJECT MANAGER do? o o o o o o

o o o

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First, project managers must understand the mission and vision of the organization; then they must see how the project they are managing meshes with the organization’s mission; then they must steer the project to ensure that the interests of the organization are met. Most of their times: solving problems and making decisions. Planning, scheduled, control= administrative + “Leadership is the art of getting others to want to do something that you believe should be done.” Scheduling is certainly a major tool used to manage projects, but it is not nearly as important as developing a shared understanding of what the project is supposed to accomplish or constructing a good work breakdown structure (WBS) to identify all the work to be done Need an enabler(facilitateur): the people who must do the work should help plan it, run interference for the team, help get the work completed (can’t think of everything). Not allowed to have significant planning time, but spend too much time and effort reworking on errors, not same vision… The Big Trap: team size of 3/4 people: project manager can do some work and manage, for more no. Some technical people try to manage themselves.

Project Management

A project manager is responsible for Schedule (S): PCTS 1. Performance (P) 2. Cost (C) 3. Time (T) 4. Scope (S) (cadre, champ, objectif) : a baseline for future decisions about the project, a project schedule to measure, budget to measure  The Project Manager look one of those items changing, and we see how the others react to this change.

The aspects of the “Triple Constraint” Project Trade-off analysis and Managing the triple constraints(contraintes) Examples of project Constraints

C = f(x) (P,T,S) The sponsor can assign values to any three variables, but the project manager must determine the remaining one.

The 5 PROJECT MANAGEMENT PROCESS groups and the processes within each group 5 Keys Process groups: 1. Initiating - “define a project or a new phase by obtaining authorization” o Project sponsor to create a project charter, which defines what is to be done to meet the requirements of project customers. o The charter should be used to authorize work on the project; define the authority, responsibility, and accountability of the project team; and establish scope boundaries for the job. 2. Planning: - “establish the project scope, refine objectives and define actions to attain objectives” o Important to don’t swipe it, to have a control on the project. No waste of time! (BOOK) 3. Executing (Processes) - “complete the work defined to satisfy project specifications” 2 aspects: o 1.Technical work: Execute the work that must be done to create the product of the project. o 2.Executing refers to implementing the project plan. o If difficulties: (to keep the control of the project) take corrective action to get back on track with the original plan or to revise the plan to show where the project is at present and move forward from that point 4. Monitoring and Controlling - “track, review, and regulate progress and performance, identify changes required, and initiate changes” o 1.Control is exercised by comparing where project work is to where it is supposed to be, then taking action to correct for any deviations from the target. o 2.Monitoring progress: An assessment of the quantity and quality of work is made using whatever tools are available for the kind of work being done. The result of this assessment is compared to the planned level of work; if the actual level is ahead of or behind the plan, something will be done to bring progress back in line with the plan. 5. Closing (Processes) - “finalize all activities to formally close project of phase” o The product is producted o Do a lessons-learned review means that future projects will likely suffer the same headaches encountered on the one just done.

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5 NEW project management processes: 1. Plan Scope Management 2. Plan Schedule Management 3. Plan Cost Management 4. Plan Stakeholder Management 5. Control Stakeholder Management

PMI’s 10 KNOWLEDGE AREAS 1. Project Integration management - “processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities” o ensures that the project is properly planned, executed, and controlled, including the exercise of formal project change control. As the term implies, every activity must be coordinated or integrated with every other one in order to achieve the desired project outcomes 2. Project Scope management - “processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully” o includes authorizing the job, developing a scope statement that will define the boundaries of the project, subdividing the work into manageable components with deliverables, verifying that the amount of work planned has been achieved, and specifying scope change control procedures 3. Project Schedule management - “processes to manage timely completion of the project” o develop scheduled and controlling work 4. Project Cost management – “processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget” o things won’t work properly o includes both quality assurance (planning to meet quality requirements) and quality control (steps taken to monitor results to see whether they conform to requirements). 5. Project Quality management - “processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken” 6. Project Resource management - “processes that organize, manage, and lead the project team” o not day to day managing of people 7. Project Communications management - “processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information” o involves planning, executing, and controlling the acquisition and dissemination of all information relevant to the needs of all project stakeholders o not communication with someone 8. Project Risk management - “processes of conducting risk management planning, identification, analysis, response planning, and control...to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events in the project” 9. Project Procurement Management: Procurement of necessary goods and services for the project is the logistics aspect of managing a job.

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involves deciding what must be procured, issuing requests for bids or quotations, selecting vendors, administering contracts, and closing them when the job is finished. 10. Project Stakeholder Management: includes the processes required to identify and manage the people, groups, or organizations that could impact or be impacted by the project. o The project manager must ask himself, “Who holds a stake in the outcome of the project?” If those viewed as stakeholders may affect or be affected by the project, then it is vital that they be identified and appropriately managed. o All stakeholders should not be considered equal. The time and effort invested managing stakeholder engagement must be planned and executed according to their influence and support of the project o

A typical PROJECT LIFECYCLE/ Timeline of a project Project life cycle – “the series of phases that a project goes through from its initiation to its closure.”

1. Concept 2. Once the project is defined, you can plan how to do the work. There are 3 components to the plan: strategy (game plan), tactics, and logistics. o Strategy is the overall approach or “game plan” that will be followed to do the work. The strategy phase of a project determines the high-level approach that your project will take to achieve the project requirements. 3. Implementation planning: includes tactics and logistics. (BOOK) o Tactics: It includes the sequence in which the work will be done, who will do what, and how long each step will take. o Logistics deals with making sure the team has the materials and other supplies needed to do their jobs. 4. Execution and Control: Once the plan has been developed and approved, team can begin work, with control to be sure that according with the plan. 5. Closeout: The purpose is to learn les-sons from this job that can be applied to future ones : “What did we do well?” and “What do we want to improve next time?”. Notice that we don’t ask what was done wrong.

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The SEPTS IN MANAGING A PROJECT

1.DEFINE THE PROBLEM o You need to identify the problem to be solved by the project. It helps to visualize the desired end result. o What will be different? What will you see, hear, taste, touch, or smell? (Use sensory evidence if things can’t be quantified.) What client need is being satisfied by the project? 2.DEVELOP SOLUTION OPTIONS o Brainstorm solution alternatives (alone or as a group). o How many different ways might you go about solving the problem? Of the available alternatives, which do you think will best solve the problem? Is it more or less costly than other suitable choices? Will it result in a complete or only a partial fix? 3.PLAN THE PROJECT (BOOK) o Planning: What must be done, by whom, for how much, how, when, and so on? o Naturally, answering these questions often requires a crystal ball. 4.EXECUTE THE PLAN o The plan must be implemented. o Sometimes people going to great effort to put together a plan, then failing to follow it. 5.MONITOR AND CONTROL PROGRESS - Monitoring: not sure is plan successful - Control: Plans are developed so that you can achieve your end result successfully. If a deviation from the plan is discovered, you must ask what must be done to get back on track or—if that seems impossible—how the plan should be modified to reflect new realities. 6.CLOSE THE PROJECT o Project finish. o Audit/postmortem: learn something from what you just did. o “What was done well? What should be improved? What else did we learn?” We can always improve on what o we have done. o However, asking, “What did we do wrong?” is likely to make people a bit defensive, so the focus should be on improvement, not on placing blame. More on this later.

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-The relationships among project, program, portfolio, and operational management -The function and importance of organization structures used to manage projects Comparison of routine work with projects o o o

Projects are temporary Projects have routine and unique characteristics Operations are ongoing work

Program: (project= smaller) o A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. o A higher-level group of projects targeted at a common goal. o Coordinated effort, with a lot of projects, with the same goal. o But a project can be really large and complex (ex: Alaska Pipeline) Example: •Project: One space flight to service the International Space Station. • Program: The International Space Station construction, maintenance and ongoing use. Portfolios, Programs and Projects

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The Project Manager - “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” Manages temporary, non-repetitive activities and frequently acts independently of the formal organization. o Must induce the right people at the right time to address the right issues and make the right decisions.  The primary responsibility of the project manager is to ensure that all work is completed on time, within budget and scope, and at the correct performance level. o

Stakeholders Analysis Their power vs their interest How much power they have in a project, and how much interest they have?

Examples Keep satisfied Monitor – surveiller, être à l’écoute

Strategic Management Process “We’re lost but we’re making good time.” Howard Eveland

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Manage closely Keep informed

Project Management

The strategic management process involves assessing what we are, what we want to become, and how we are going to get there. The generic major components of the process include: o Defining the mission of the organization o Analyzing the external and internal environments • Setting objectives o Formulating strategies to reach objectives o Implementing strategies through projects

Classification of Projects o Strategic projects o Operational Projects o Compliance (must do) projects (ex: when government tells us to shut down the company)  We don’t always lead project of our portfolio that allow us to make a lot of profit. We must to do project sometimes.

ORGANIZATION: Structure & Culture Project organization structures o Functional Organization Advantages of the functional structure - No radical alteration in basic structure of the parent organization - Maximum flexibility in use of staff within functional units - In-depth expertise can be brought to bear on specific components of the project - Normal career paths can be maintained

o Project Organization Advantages of the project team structure  Does not disrupt the basic structure of the parent organization  Concentrated project focus  Projects tend to get done quickly  Strong cross functional integration

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o Matrix Organization Advantages of the matrix structure  Flexible utilization of resources across projects and functional duties(devoir)  Project focus is provided by having a designated project manager  Specialists maintain ties with their functional group  Balances project prerogatives with technical requirements

Problems with Matrix: o Communication o Not efficient in some cases Something to remember... The meeting of two personalities is like the contact of two chemical substances: if there is any reaction, both are transformed. – Carl G. Jung Strong Matrix Project Manager has a strong authority, especially when dealing with functional managers Weak Matrix Project Manager gives project direction to project team members but has to negotiate for Functional Management support.

 A work breakdown structure (WBS)

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Project Management Institute (PMI): is the professional organization for people who manage projects  PMI’s Guide to the Project Management Body of Knowledge (PMBOK)

– Why are projects important to an organization? o Based of the organization o Allow to complete goals, now where we go and how we go there o Assign to everyone a task o Keep strategic line o A way to improve ourselves o Create the essence of the organization o Synergy of the organization with a great communication o Create a framework o Everyone has a role to play o Each step is guideline o Adjusted regarding the environment – What is the main responsibility of the Project Manager? o Lead the project, verify that everything works well o Meet resources, and constraints o Link between teams o Control and evaluate risks

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o Goal achieved o Show the path o Give the good orientation to the project o Solve problems o Assume the responsibility of the project o Motivates teams o Adapt the project to the environment o Create a link between the stakeholders o Meet the requirements o Coordinated efforts within the team – What are the primary criteria to define a Successful project? o Achievable o Create value for the entire business o Well-though o Realistic o Good communication o ...