Ch02-Environment.ppt

Project Management Environment,Chapter 2,PMP Preparation Training,Objectives,To be able to describe:Project life cycleCharacteristics of the project phasesKey project stakeholders Organizational and socioeconomic influences on the projectKey management skills used in managing a project,Project Life Cycle,Defines the beginning and end of the projectDivides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organization,Phase Characteristics,Deliverables Tangible,verifiable work productsReviews Evaluation of deliverables and project performancePhase Exit Criteria Measurements used to determine ifproject should go into next phase,Characteristics of Life Cycle,Defines the beginning and end of the projectDeliverables usually approved before work starts on the next phaseSometimes a subsequent phase is begun prior to approval of the previous phase.This is called fast tracking.Defines technical work and implementers,Characteristics of Life Cycle(cont.),Cost and staffing levels are low at the start,higher towards the end,and drop as project closesProbability of project success is low at the start of the project and gets progressively higher as the project continuesCost of changes and of error correction generally increases as the project continues,Phases and Resources Usage,Concept5%Development20%Implement60%Close Out15%,Project Stakeholders,Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failure,Key StakeholdersProject manager Manages the projectCustomer Uses the product or servicePerforming organization Enterprise that does the project workSponsor Provides financial resources,Organizational Influences,Organizational systems Project-basedDerive income by performing projects for othersTreat on-going operations as projects(management by projects)Non-Project-basedNo project-oriented systems in place to support project needs efficiently and effectively,Organizational Cultures&Styles,Shared values,norms,beliefs,and expectationsReflected in policies and procedures,view of authority relationships,etc.Directly influences the project,Organizational Structure,Functional organization Hierarchy where each employee has one clear superiorProjectized organization Most of organizations resources are involved in project work and report to the project managerMatrix organization Blend of both,Organizational Structure,Project OfficeProvides services ranging from support functions to project managers,such as training,software,templates,etc.to actually being responsible for the results of the project,Functional Organization,Specialists grouped by functionDifficult to cross functional linesBarriers exist on horizontal information flowFunctional emphasis loyalties may impede completion,Organizational Planning,Matrix Organization,Multiple-command systemIndividuals from functional areas assigned on temporary basis to PMIndividuals return to functional organizationCareful plans and procedures needed to minimize effects of dual reporting,Organizational Planning,Matrix Organization,AdvantagesVisible objectivesEfficient utilization of resourcesBetter co-ordinationBetter information flowRetention of home after projectDisadvantagesMore than one bossComplex structure to controlDiffering priorities of PM and FMDuplication of effortConflict,Organizational Planning,Projectized Organization,Emerges from functional when latter impedes progressLine of authority is the PMUncertainty where to go on completion of projectTendency to retain assigned personnel too longFMs feel threatened as people are removed from their areas,Organizational Planning,Organizational Structures,TypePM AuthorityFunctionalNoneProject Expediter LowProject CoordinatorLowWeak MatrixLow MediumStrong MatrixMedium HighProjectizedHigh,Organizational Planning,General Management Skills,LeadingEstablishing direction,aligning people,motivating,and inspiringCommunicatingReporting project performance;deciding how,when,in what form,and to whomNegotiatingConferring with others in order to come to terms or reach an agreement,Management Skills(cont.),Problem solvingDefining the causes of problems,analyzing the problems to identify viable solutions,and selecting the best oneInfluencing the organizationUnderstanding the formal and informal structures and the mechanics of power and politics and using this knowledge to get things done,Social-Economic-Environmental Influences,Projects have positive or negative impacts on people,economics,and the environment Organizations are accountable for these impacts,Standards and regulationsProject plan should reflect how standards and regulations affect the projectInternationalizationConsider the effect of time-zone differences,national holidays,travel requirements,teleconferencing,and political differences,Social-Economic-Environmental Influences,Cultural influencesProjects operate within a context of cultural norms that affect the way people and organizations interactSocial-Economic-Environmental SustainabilityProjects have unintended positive and negative impacts on people,the economy and the environmentOrganizations are increasingly accountable for project impacts,Social-Economic-EnvironmentalInfluences,Summary,Review Questions,