PRJM 6000 Project Management Assessment :
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+61482073403
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Dr Brad Carey
Curtin University
PRJM 6000
Project Management Overview
MODULE 2
MODELS
OF
PROJECT MANAGEMENT
Activity
• List the fundamental components of project management
• In Groups – draw a diagram reflecting these fundamental
components
• Present your model
• List 3 commonalities between student diagrams
3 Basic Management Roles in Organisations
Strategic Management
Responsible for organization’s likely future state
Operational Management
Smooth flow of activities exist in organisation
Project Management
Responsible for achieving one single particular result
Definitions of Management
• “The art of getting things done through
people” (Follett, 1949)
•
“Planning, organising, leading and
controlling” (Robbins et al, 2014)
Project Management: Definition
• Planning, delegating, monitoring and control of all aspects of the
project , and motivation of all those involved, to achieve project
objectives within time, cost, scope, benefits and risks” (PRINCE2,
2017)
• Application of knowledge, skills, tools, and techniques to project
activities to meet project requirements (PMBOK 2021)
Models For Project Management
Model = Simplification of reality
Explains main characteristics of that reality
Overall explanation of what occurs
6th Edition (2017)
PMI PMBOK Model
10 PM processes
Process = series of actions bringing a result
PMBOK – 10 Project Management Processes
- Scope
- Schedule
- Cost
- Quality
- Resources
- Communication
- Procurement
- Risk
- Stakeholder
10.Integration
• project includes all work required
• timely completion of project
• project within approved budget
• project satisfies intended needs
• effective use of people, tool, materials
• management of information
• acquire goods & services
• identify, analyse, respond to risks
• identify, analyse, manage SHs
• elements coordinated
PMBOK –Process Groups
10 PM processes organised into:
5 PM Process Groups:
• Initiating processes
• Planning processes
• Executing processes
• Monitoring & Controlling processes
• Closing processes
Define & Authorise Project
Plan Action(s)
Co-ordinate Resources & Activities
Track Progress,
Manage Changes
Formally
Accept
Deliverable
Five Project Management Process
Groups – Interactions
PMBOK Guide 6th Edition
PMBOK® Guide 7th ED. (2021)
• Major departure from previous editions.
• Not structured around process-based knowledge areas (e.g.
cost, time, scope)
• Principles-based approach – focus on intended outcomes
rather than deliverables.
• = “set of principle statements that capture and summarize
generally accepted objectives for the practice of project
management and its core functions” (PMI, 2021, xi).
PMBOK® Guide 7th ED (2021)
2 distinct project management sections:
- Standard – Project Management Principles
- Guide – Project Performance Domains
PMBOK Guide 7th Edition (2021)
• Principle =fundamental norm, truth or value.
• PM principles = foundation guideline and guide
behaviour of people in projects
• 12 principles of project management
PMBOK 7th Ed Project Management
Principles
• Be a diligent, respectful and caring steward
• Create a collaborative project team environment
• Effectively engage with stakeholders
• Focus on value
• Recognise, evaluate and respond to system interactions
• Demonstrate leadership behaviours
PMBOK 7th Ed Project Management
Principles
• Tailor based on context
• Build quality into processes and deliverables
• Navigate complexity
• Optimise risk responses
• Embrace adaptability and resiliency
• Enable change to achieve the envisioned future state
PMBOK 7th Ed Project Management
Principles
8 PPDs (guided by PM
principles) = group of related
activities critical for effective
delivery of project outcomes
PMBOK 7thEd Project Performance Domains
[PPD]
• Stakeholder: stakeholders managed
• Team Performance: people responsible for producing
project deliverables that realise business outcomes
• Development Approach and Life Cycle: development
approach , cadence and life cycle phases of the project
• Planning: initial, ongoing & evolving organisation &
coordination necessary for delivering project deliverables
& outcome
PMBOK 7th Ed: 8 Project Performance
Domains
• Project Work: establishing project processes, managing
physical resources, & fostering a learning environment
• Delivery: delivering scope and quality that the project
was undertaken to achieve
• Measurement: assessing project performance & taking
appropriate actions to maintain acceptable performance
• Uncertainty: risk & uncertainty
PMBOK 7th Ed: 8 Project Performance
Domains
Formally Accept Deliverable
PRINCE2
PRINCE2
• PRojects IN Controlled Environments 2
• Process-based structured method for PM
• Office of Government Commerce, 1989, UK Government standard for IT project management.
• PRINCE2 – generic, best practice PM
• By consortium of PM specialists – 150+ public & private sector organisations
Starting up a Project
•
1st process. very short.
•Outline Business Plan
PRINCE2
Directing a Project
• Project Board
• Controls through decision points
PRINCE2
Initiating a Project
Project Initiation Document:
•Detailed Business Case
•Project Plan
•Baseline for decision-making
PRINCE2
Managing a Stage Boundary:
•Project Board: key decision points – continue or
not
•Approve current stage’s completion &authorise
next stage
PRINCE2
Controlling a Stage
•Core of PM ‘s effort,
•day-to-day management
PRINCE2
PRINCE2
Managing Product Delivery
•Products created & delivered
PRINCE2
Closing a Project
•controlled close to project
•formal acceptance of
deliverables
• PMBOK® & PRINCE2 highlight need to tailor PM
approaches to suit unique characteristics of each project
and its context e.g. objectives, stakeholders, complexity
uncertainty, environment.
• Tailoring = continuous process throughout project.
• Tailoring aims to use “ ‘just enough’ processes, methods,
templates, and artifacts to achieve desired outcome for
the project (PMI, 2021, 44).
Project Management Models – Tailoring
• Agile is “a term used to describe a mindset of values
and principles as set forth in the Agile Manifesto”
(PMI, 2021,235).
• Agile Manifesto produced by 17 software developers
in 2001 and has twelve principles.
Agile Project Management
• Satisfy customers through early and continuous delivery of valuable work.
• Break big work down into smaller tasks that can be completed quickly.
• Recognize that the best work emerges from self-organized teams.
• Provide motivated individuals with the environment and support they need.
• Create processes that promote sustainable efforts.
• Maintain a constant pace for completed work.
• Welcome changing requirements, even late in a project.
• Assemble project team and business owners on a daily basis.
• Have the team reflect at regular intervals on how to become more effective, then tuning and adjusting
behavior accordingly.
• Measure progress by the amount of completed work.
• Continually seek excellence.
• Harness change for a competitive advantage.
Agile Manifesto – 12 Principles
• Tends to be iterative & incremental.
• Project broken down into short repeating cycles (‘iterations”) – each iteration builds
on the last.
• Relies on dynamic collaboration between project team and users of deliverables
• Accepts change, as detail regarding the deliverables will emerge over time;
• Works towards realising business benefits earlier rather than later,
• Always delivers products/solutions that are fit-for-purpose;
Agile – different frameworks Extreme Programming; SCRUM; and, DSDM (Dynamic
Systems Development Method).
Agile Project Management
• “The less the PM knows about the technical issues of the
project, the better”
• ie Sheila Smith knows nothing about IT. She’s a great
construction PM. Would you let her manage an IT
project?
Discuss
Two Processes Within Project PRJM 6000 Project Management Assessment
• PROJECT MANAGEMENT PROCESSES
• Applicable/same to most projects
• PRINCE2: deliverables = management products’
• e.g. PM plan, progress reports.
• TECHNICAL / PRODUCT PROCESSES
• specify & create project’s product
• varies with project eg construction, IT, wedding
• PRINCE2:deliverables =“specialist products’
PM vs. Technical
• Technical = understand terminology, technology, processes
• “far better for project manager to be strong in PM and weak technically than strong
technically and weak in PM”.
• How much technical knowledge must project manager have? – 2 views:
“Less the PM knows about technical issues of the project, the better”
• Not immersed in technical aspects, at expense of good PM
• Many organisations use technical ability to select PM
• Bring different perspective
“Not being sufficiently technical can be a handicap, perhaps serious”
• Need sufficient understanding of technical to PM, earn respect of team,
• Know when to ask questions, what questions, understand responses
• If project not technically intense, then less technical ability needed
PM vs. Technical (Hogdson 2011)
• Often assumed that engineers take on PM due to lack of interest or
ability in technical
• But – engineers aspiring to enter PM are often among more proficient
technically
• Experience of engineers who transitioned into PM:
• Seen as good career move, but experience is “opposite of hype”
• PM tasks: ‘glorified secretary’, chasing up overdue tasks, limited authority.
• sensation of loss of professional status as new PMs relinquish their position as
technical specialist
Project Management Maturity
• What would be the evidence in an organisation that would
indicate:
• It knows very little about project management (low
maturity)
• It uses best practice project management (high maturity)
PM MATURITY MODELS (PMMM)
• Maturity = capabilities that produce success
• ‘maturity model’ = framework that defines maturity
• Reasons to assess PM maturity:
• Evaluate state of PM processes
• identify areas of process improvement.
• 1984 Software Engineering Institute (SEI), Carnegie Mellon
University, Capability Maturity Model for Software (CMM)
• Several PMMMs developed from CMM
PM Maturity
level
PMMM
(Fincher & Levin) (PM)2 PM3
1 Initial Ad Hoc Ad Hoc
2 Repeatable Planned Abbreviated
3 Defined Managed Organised
4 Managed Integrated Managed
5 Optimizing Sustained Adaptive
PM Maturity
PMMM – Levels
1 – Ad Hoc – PM process disorganized; no formal procedures.
Cultural resistant to change
2 – Repeatable – Some PM processes – track cost, schedule,
quality. Partial recognition
3 – Defined – PM processes structured, applied to most
projects. Templates & checklists used. People trained
4 – Integrated – manage multiple projects efficiently.
Benchmarking used. Audits conducted
5 – Optimising – PM continuously improved. Innovative
ideas pursued. Lessons learned. PM Office PRJM 6000 Project Management Assessment
Kathy
• Kathy has been working day and night for 3 weeks trying to complete the
plan for moving XYZ organisation’s office from the city to a new building in the suburbs. Several weeks before, her boss has asked her to set up a team
to plan and oversee the move to the new facilities. The project was turning
out to be a real nightmare.
• Since she had previously worked for a moving company as a dispatcher, Kathy had experience in handling the logistic of such moves. She seemed a
natural to take over the project.
• However, she found herself doing more and more of the work and directly supervising her team. She also found that not all the anticipated resources
were available when she needed them. Also, the planned use of the lifts to
transport the office equipment was not possible as they were out of service
when needed, due to lift maintenance work. She had not anticipated this.
• What are some PROBLEMS?
• Suggest some SOLUTIONS?
Kathy
• Too much “hands-on” – PM is:
• managing through people
• not technical ‘hands-on’ doing the work
• Need to clarify with boss & team: 1 or 2-headed PM?
• Kathy chosen as PM because technical competence – may or
may not work.
• PM Mistakes
• Underestimate resources required
• No risk management ? (lift problem)
Review
• PMBOK – Name 5 Principles
• PRINCE2 – Which process = Project Manager’s work?
• Does PM need technical knowledge?
• Lowest level in PMMM – is that your organisation?
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