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Reflect on the assigned readings for Week 2 and then type a two page paper regarding what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in project planning.
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Framework for
Project Management
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Project Management
Chapter 4: Framework for Project Management
Framework for Project
Management






Project Management as a profession
The Project Management Institute (PMI)
Project Management Knowledge Areas
Project Management Certifications
Scrum development
The Project Management Office
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Project Management
Chapter 4: Framework for Project Management
Project Management as a
Profession




Body of knowledge
Standards
Professional organizations
Currently, anyone can call him or herself a project
manager
• Unresolved issue: to what extent can an expert PM
move from one industry to another?
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Project Management
Chapter 4: Framework for Project Management
Project Management
Standards
• Standards organizations
• PMI
• Project Management Institute: http://www.pmi.org/
• CAPM, PMP and other professional standards
• IPMA
• International Project Management Association: http://ipma.ch/
• Several certifications
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Project Management
Chapter 4: Framework for Project Management
Project Management Institute
(PMI)
• Established in 1969
• Certifications: most popular is PMP
• Also offer CAPM, for novice PMs, and several specialized
certifications
• Currently over 590,000 PMPs in the world
• Have published the Project Management Body of
Knowledge or PMBOK, now in its 5th edition.
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Project Management
Chapter 4: Framework for Project Management
Project Management
Professional (PMP)
• Requirements:
• 5 years of project management experience
• pass a rigorous exam
• maintain ongoing professional development
• Currently over 590,000 PMPs in the world
• The CAPM or Certified Associate in Project
Management only requires an exam and is considered
to be a step along the way to a PMP
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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas






Managing Integration
Managing Scope
Managing Time/Schedule
Managing Costs
Managing Quality
Managing Human Resources
. . . continued on next slide
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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
(continued)




Managing Communication
Managing Risks
Managing Procurement
Managing Stakeholders
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Project Management
Chapter 4: Framework for Project Management
Project Integration
• Very active during the startup
• Coordinates all activities in all other knowledge areas
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Project Management
Chapter 4: Framework for Project Management
Project Scope
• Scope generally defines what the project is all about
• Forms the basis of agreement between the project
SPONSOR and the project team
• Changes in the scope may be proposed at any time
during a project, but should follow a clearly defined
approval process
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Project Management
Chapter 4: Framework for Project Management
Scope Statement






Description of the scope
Acceptance criteria
Deliverables
Exclusions
Constraints
Assumptions
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Project Management
Chapter 4: Framework for Project Management
Scope and the WBS
• A Work breakdown structure or WBS is the breakdown
of the deliverables into manageable units of work.
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time
Management




Based on the units of work defined by the WBS
Resources required are identified
Time durations are estimated
Dependencies are identified (such as, what task must
be completed before another task can begin)
• And a schedule can be created
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time
Management
• Several methods are available—details in a later
chapter
• Software is frequently used to assist with managing the
time schedule
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Project Management
Chapter 4: Framework for Project Management
Project Costs
• Develop a budget
• Several methods can be used to estimate
• Plan for the cash flow
• Track the expenditures
• Explain deviations and make adjustments where
required
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Project Management
Chapter 4: Framework for Project Management
Project Quality
• Quality plan defines
• The quality standards
• The methods that will be used to achieve the standards
• The methods that will be used to measure the standards
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Project Management
Chapter 4: Framework for Project Management
Human Resources




Identification of HR requirements
Selection of project team
Development of project team
Motivation and management of the project team
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Project Management
Chapter 4: Framework for Project Management
Communication
• Communication includes within the team and with
others outside the team
• The project should have a communication plan




Who needs to be communicated with
What methods will be used
What frequency
Who within the project will be responsible
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Project Management
Chapter 4: Framework for Project Management
Risk
• Risk represents the likelihood of the occurrence of an
event that will negatively or positively impact the
achievement of the project goals
• Processes:
• Identify risks
• Analyze risks
• Manage risks
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Project Management
Chapter 4: Framework for Project Management
Procurement
• Contracting to obtain supplies or services required to
carry out the project
• May be extremely complex
• Time schedules can be crucial
• On complex projects, almost always involves additional
experts such as lawyers
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Project Management
Chapter 4: Framework for Project Management
Stakeholder Management
• Stakeholders are people or organizations who either
will be impacted by the project or who can impact the
project.
• Always include: project sponsor, project team
• May include: customers, suppliers, vendors, the public,
land owners, voters, other departments within the
organization, government, etc.
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Project Management
Chapter 4: Framework for Project Management
Stakeholder Management




Major tool is the stakeholder register
Lists stakeholder, role, all communications
Updated regularly throughout the project
New stakeholders can appear at any time
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Project Management
Chapter 4: Framework for Project Management
PMI Process Groups





Project Initiating
Project Planning
Project Executing
Project Monitoring and Controlling
Project Closing
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Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Known as an Agile method
• Used when requirements are difficult to define or
subject to rapid change
• Iterative approach
• Uses sprints or 2 to 4 week cycles
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Roles
• Product owner
• Scrum Master
• Development Team
• May include specialist roles such as developer, subject matter
expert
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Priorities: stories are either on the:
• Front burner (currently working on)
• Back burner (next up)
• Fridge (for later)
• Priorities are revisited before each new sprint
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Daily stand-up meeting (short meeting with fixed
agenda)
• What was done yesterday
• What will be done today
• Are there any problems the scrum master must address, such
as resource issues out of the control of the team
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Caveats





Requires committed, mature developers
Major work must still be done up front
Needs commitment and involvement of Product Owner
Best for products that require frequent updates
Not so good for large, totally new products that will not
allow frequent updates after release
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Project Management
Chapter 4: Framework for Project Management
The Project Management
Office (PMO)
• Medium and large organizations
• Typical objectives







Align projects with organizational objectives
Set standards for projects
Provide resources to project managers
Provide training and mentorship
Provide facilitation
Stay abreast of best practices in Project Management
Repository for project reports and lessons learned
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Framework for Project
Management




Project management as a profession
The Project Management Institute
Project Management Certifications: PMP, CAPM
PMBOK overview: ten knowledge areas; five process
groups
• Scrum methodology
• The Project Management Office
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Questions?
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Stakeholder
Management
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Project Management
Chapter 5: Project Stakeholder Management
Outline





Definition of stakeholder
Typical stakeholders
Stakeholder management
Stakeholder Analysis
The stakeholder register
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder definition
• People, groups or organizations that could impact or
be impacted by the project
Source: PMBOK Guide, Fifth Edition, Page 391.
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Stakeholder management
• Identify stakeholders, analyze stakeholder
expectations and their impact on the project, and
develop appropriate management strategies for
effectively involving stakeholders in project decisions
and execution.
Source: PMBOK Guide, Fifth Edition, Page 391.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
The stakeholder register
• Used throughout the project
• A table used to manage interactions with the stakeholders
• Lists all stakeholders and stakeholder groups
• Information added and updated throughout the phases of the
project:
• Interests, involvement, interdependencies, influence on project
success
• All interactions with each stakeholder or group, whether planned or
not, whether initiated by the project or by the stakeholder
• Who on the project team is responsible
• Closely related to the project communication plan
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Project Management
Chapter 5: Project Stakeholder Management
Project Initiation: Identify
Stakeholders






Top Management
Your Manager
Peers
Resource Managers
Internal Customers
External Customers
• Government
• Contractors, Subcontractors, Suppliers
• Others (the public, landowners, interest groups,
business competitors)
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder Analysis





Who are they?
What are their interests?
Will their interest level vary throughout the project?
Can coalitions be built?
The power/interest grid
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Project Management
Chapter 5: Project Stakeholder Management
Project sponsor
• The person or group responsible for enabling success.
• May be inside but is usually outside the project.
• Signs off that the project is complete—the one the PM
has to satisfy.
• The person responsible for escalating issues that are
beyond the control of the PM.
• Significant role in developing the initial charter and
project plan.
Source: PMBOK Guide, Fifth Edition, Page 32.
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Politics of Projects
• The environment
• The goals of each stakeholder or group
• Goals that are openly stated or clear
• Hidden agendas?
• Power
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Project Management
Chapter 5: Project Stakeholder Management
Cultural influences
• Groups and individuals may differ with regard to:
• Communications
• Negotiations
• Decision-making
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Project Management
Chapter 5: Project Stakeholder Management
Relationship building






Analyze stakeholders
Assess influence
Understand expectations
Define success
Keep stakeholders involved
Keep stakeholders informed
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Project Management
Chapter 5: Project Stakeholder Management
Build respect





Be honest
Take ownership
Be predictable and reliable
Stand by decisions
Take accountability for mistakes
Supportive stakeholders are essential
to project success!
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder management
tools





Power/interest matrix
Cooperation-Threat matrix
Stakeholder analysis template
Stakeholder Register
Communication Plan
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Project Management
Chapter 5: Project Stakeholder Management
The power/interest grid
High
Keep Satisfied
Manage Closely
Monitor
Keep Informed
Power
Low
Low
Interest
High
Source: PMBOK Guide, Fifth Edition, Page 32.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Cooperation-Threat Matrix
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Project Management
Chapter 5: Project Stakeholder Management
Engagement levels
• May classify in more detail than in Initiation phase:





Unaware
Resistant
Neutral
Supportive
Leading
• For each stakeholder or group. Consider potential
movement from one level to another throughout the
project.
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder management plan
• A component of the Project Management Plan





Desired and current engagement levels with stakeholders
Scope and impact of project on stakeholders
Interrelationships between stakeholders
Stakeholder communication requirements and plan
Time frame, frequency, format and content of planned
communications to stakeholders
• Method for updating the stakeholder management plan
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Project Management
Chapter 5: Project Stakeholder Management
Manage Stakeholder
Engagement
• Communicating and working with stakeholders to meet
their needs and expectations
• To increase support and reduce resistance from
stakeholders
• Increase the probability of project success
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Project Management
Chapter 5: Project Stakeholder Management
Stakeholder Management
Summary
• Stakeholders are people, groups or organizations that
could impact or be impacted by the project
• Managing stakeholders is a key success factor for
projects
• Analyze stakeholder interests and level of influence
• Build coalitions
• Communicate with Stakeholders
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Questions?
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 5: Project Stakeholder Management
Culture and Project
Management
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 6: Culture and Project Management
Culture and Project
Management




Definition of Organizational Culture
Project Manager’s Checklist
Team Challenges
Dealing with conflict
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Project Management
Chapter 6: Culture and Project Management
Organizational Culture
• Shared beliefs, attitudes, values
• Behaviors that arise from the beliefs, attitudes and
values
• May be obvious or subtle
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