Effective Project Management for Your Thesis and Career - Keith Farndale

Effective Project Management for Your Thesis and Career - Keith Farndale

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Natalia Mykhaylova

May 05, 2014
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  1. 1 V2014, © Procept Associates Ltd. A Whirlwind Tour of

    Project Management A Whirlwind Tour of Project Management Keith Farndale P.Eng. aps1001 Project Management aps1014 Advanced Project Management Procept Associates Ltd. Toronto, Charlottetown, Calgary V2014 2 Outline • Intro • Project management body of knowledge • PM competencies • A team exercise • Trends in PM (if there is time) • But first…
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    Project Management 3 What is a Project? • “A temporary endeavor undertaken to create a unique product or service” 4 Why Use Project Management? • Focus on objectives: scope, cost, & time: consistent achievement • Coordinate across disciplines • Respond to rapid change • Business focus: earn a profit
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    Project Management 5 Project Management • Emerged between 1930s and 1950’s. Came partly from… • Modern management theory • “Scientific management” (1910’s) • “Product management” (P & G 1920’s) • Rise of systems engineering (1930’s) • US Air Force & Navy (1953-54) • P.E.R.T – Polaris Missile (1956) • Process plant engineering (Exxon) • C.P.M. – DuPont (1956) • Professional associations formed 1960s 6 … and Nine Knowledge Areas… • Integration Management • Stakeholder Management • Scope Management • Time Management • Cost Management • Quality Management • Procurement Management • Risk Management • Human Resources Management • Communications Management
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    Project Management 7 Integration Management: Project Life Cycle LEVEL OF EFFORT TIME INITIATION PLANNING EXECUTION CLOSE-OUT Stakeholders 8 SPONSOR TEAM MEMBERS EMPLOYEES CUSTOMERS INTERNAL CUSTOMERS CONSUMER GROUPS FINANCIAL INSTITUTIONS EXTERNAL CUSTOMERS SELLERS LABOUR UNIONS GOVERNMENT SPECIAL INTEREST GROUPS FUNCTIONAL MANAGERS PM OFFICE INTERNAL EXTERNAL
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    Project Management Stakeholder Analysis Power/Interest Grid Keep satisfied Manage closely Monitor (minimum effort) Keep informed PMBOK® Guide 13.1.2.1, Fig. 13-4 Low POWER High Low INTEREST High 10 (TYPICAL) Fencing Site Preparation Storm Water Landscaping Curbs & Sidewalks Site Development Demolition Foundations Cladding & Roofing Structure Windows and Doors Interior Finishes Detailed Engineering Procured Items Installation Commissioning Monorail Arch / Civil Elevator HVAC Potable Water LPSW Fire Protection Sanitary and Roof Drains Service Air Instrument Air Active Drains Mechanical Power Distribution Lighting Fire Alarms Emergency Power Grounding Electrical Telephone & PA Data Network Security Monitors Data / Communications Project Management Procurement Project Engineering (Overall) MCCR Municipal MoL Authorities Management BUILDING PROJECT Scope Management: WBS
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    Project Management 11 Time Management: Scheduling 12
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    Project Management 13 Cost Management: Earned Value Cumulative cost Time BAC Cost Baseline = PV Time now EV (earned value) AC (actual cost) EAC CV SV Variance At Completion 14 Risk Management: Risk Analysis PROBABILITY OF OCCURRENCE IMPACT LOW MEDIUM HIGH LOW MEDIUM HIGH LOW HIGH MEDIUM PMBOK Guide 11.3.2.2 RISK EVENT
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    Project Management Monte Carlo Simulation: Example 15 Procurement Management: Allocation of Cost Risk 16 Cost Risk FP CPPC ASSUMED BY SELLER ASSUMED BY BUYER FPI F CPI F CPF F
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    Project Management Human Resources Mgt: Matrix Organization GENERAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER FUNCTIONAL MANAGER Functional authority PROJECT MANAGER PROJECT MANAGER Project reporting 17 18 Human Resources Mgt: Organizational Continuum SEPARATE TEAM NO COORD'R COORD'R PROJECT OFFICE FULL-TIME P. MGR. FUNCT'L PROJECT WEAK BALANCED STRONG MATRIX MATRIX MATRIX PROJECT FUNCTION RELATIVE INFLUENCE
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    Project Management 19 Communication Management • Lessons Learned • vs “Lessons Observed”? Project Manager Competencies? 20
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    Project Management Project Manager Competencies: Depends Upon Situation Leadership Knowledge of the technology PM process Knowledge of the business environment 21 Project Manager Competencies: Large Complex Project? Leadership Knowledge of the technology PM process Knowledge of the business environment 22
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    Project Management Project Manager Competencies: Small Technical Project? Leadership Knowledge of the technology PM process Knowledge of the business environment 23 Create A Work Breakdown Structure For Your Project • Another one - >>>> 24
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    Project Management Example WBS – By Phase Create A Work Breakdown Structure For Your Project 26
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    Project Management 27 Trends • Project management being recognized as a discipline ... – A chosen profession, not accidental • ... And being recognized as a core competence by organizations – Individual competencies – PM career paths 28 Trends • Management of stakeholders – ... and their expectations • Project teams • More projectized = more effective • Earlier involvement of disciplines (“concurrent engineering”) • Coaching, mentorship
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    Project Management 29 Trends • Consider organizational change • Virtual teams – Across time zones and cultures • Growth of PMI’s influence – PMBOK Guide, Practice Standards, etc • Project “Governance” – Project management offices 30
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    Project Management Thanks! Procept Associates Ltd. Keith Farndale, PEng Procept Associates Ltd 1234 Kingston Road, Suite 125 Toronto Ontario M1N 1P3 Tel 416-693-5559 www.procept.com farndale@procept.com 31