CONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a passwordprotected website for classroom use. 1 Chapter 1 Introduction to Project Management © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 The Element of Discipline “A key to success in project management, as well as in mountain climbing, is to identify the pillars that will be practiced with discipline...I believe that project management is about applying common sense with uncommon discipline.” Michael O’Brochta, PMP founder of Zozer Inc. previously senior project manager at the Central Intelligence Agency © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 1 Core Objectives • Define a project and project management and tell why organizations would use them • Describe major activities and deliverables, at each project life cycle stage • List the 10 knowledge areas and 5 process groups of the Project Management Body of Knowledge (PMBOK) • Describe project success and failure, as well as reasons both may occur • Contrast predictive and adaptive project life cycles © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 1 Behavioral Objectives: • Identify project roles and key responsibilities for project team members • Describe the importance of collaborative effort throughout a project © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is a project? project – “a temporary endeavor undertaken to • Projects require: create a unique product, service, or result.” PMBOK® Guide • an organized set of work efforts. • progressively elaborated detail. • a defined beginning and ending. • a unique combination of stakeholders. • Projects are subject to time and resource limitations stakeholders – “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.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management (PM) Project management – “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” PMBOK® Guide • Work processes initiate, plan, execute, monitor/control, close • Tradeoffs among Scope Quality Cost Schedule Resources Risks © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management (PM) • Administrative tasks Planning, documenting controlling • Leadership tasks for work associates Visioning, motivating, promoting • Knowledge, skills, and methods apply for most projects © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of PM • Emerged as a formal discipline in the 1950s • Developed for aerospace and construction • Involved determining and controlling project schedules • In 2001, Agile was created for adaptive project planning, originally for software projects • In recent years, more focus has been given to the “soft skills” of communications, leadership, and teamwork © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. How Can Project Work Be Described? • Projects versus operations • Soft skills and hard skills • Authority and responsibility • Project Life Cycle • Agile (adaptive) vs. Waterfall (predictive) approach © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Projects Versus Operations • Projects are temporary • Projects have routine and unique characteristics • Operations are ongoing work © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Soft Skills and Hard Skills • Soft skills activities • Communication • Leadership • Conflict resolution • Hard skills activities • Risk analysis • Quality control • Scheduling work • Budgeting work © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Authority and Responsibility • One person being assigned accountability • Project managers negotiate with functional managers • Strong communication and leadership skills to persuade subordinates Functional manager – “someone with management authority over an organizational unit.…the manager of any group that actually makes a product or performs a service.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Life Cycle (PLC) Project life cycle – “the series of phases that a project goes through from its initiation to its closure.” PMBOK® Guide • Project life cycles vary among different disciplines but generally are comprised of the same general stages © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Life Cycle Stages • Selecting and initiating • Planning • Executing (includes monitoring/controlling) • Closing and realizing © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Life Cycle (PLC) • A project must gain approval to move from one stage to the next • Projects are measured at additional points • Selection • Progress reporting • Benefits realization © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Predictive (Plan-Driven) PLC Predictive extreme → → → → → → → waterfall © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Adaptive (Change-Driven) PLC Adaptive extreme → → → → → → → agile © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Midland Insurance PLC for Quality Improvement Projects © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Understanding Projects • Project Management Institute (PMI) • Project Management Body of Knowledge (PMBOK) • PMI Talent Triangle • Selecting and Prioritizing Projects © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Understanding Projects • Project Goals and Constraints • Defining Project Success and Failure • Using MS Project • Types of Projects • Scalability of Project Tools © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Project Management Institute (PMI) • The largest professional organization • Produces A Guide to the Project Management Body of Knowledge (PMBOK® Guide) • Talent Triangle—Technical PM, Leadership, & Strategic and Business Management © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Project Management Institute (PMI) • Project Management Professional (PMP®) certification • Certified Associate in Project Management (CAPM) certification © 2015 Cengage Learning. All Rights Reserved. May not be copied, or duplicated, whole orReserved. in part, except for use as permitted in a license ©scanned, 2019 Cengage Learning.inAll Rights May not be copied, scanned, distributed with a certain product or service or otherwise on a password-protected website forpart, classroom or duplicated, in whole or in except use. for use as permitted in a license distributed with a certain product or service or otherwise on a password- Project Management Body of Knowledge (PMBOK®) • Project Life Cycle • 5 process groups • 10 knowledge areas Project management process group – “a logical grouping of the project management inputs, tools and techniques, and outputs.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK® Process Groups Initiating— “define a project or a new phase by obtaining authorization” Planning— “establish the project scope, refine objectives and define actions to attain objectives” Executing— “complete the work defined to satisfy project specifications” Monitoring and controlling— “track, review, and regulate progress and performance, identify changes required, and initiate changes” Closing— “finalize all activities to formally close project of phase” © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK®’s 10 Knowledge Areas Integration management - “processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities” Scope management - “processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully” Schedule management - “processes to manage timely completion of the project” © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK® Knowledge Areas 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” 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” Resource management - “processes that organize, manage, and lead the project team” © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK® Knowledge Areas Communications management - “processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information” 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” © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK® Knowledge Areas Procurement management - “processes to purchase or acquire products, services, or results from outside the project team” Stakeholder management - “processes to identify the people, groups, or organizations, that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them and managing conflicting interests” © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Selecting and Prioritizing Projects • Identify potential projects • All parts of the organization are involved • Determine which projects align best with organizational goals • Organizational priorities: • Understood • Communicated • Accepted © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Selecting and Prioritizing Projects What value does each potential project bring to the organization? Are the demands of performing each project understood? Are the resources needed to perform the project available? Which projects will best help the organization achieve its goals? Is there enthusiastic support both from the external customers and from one or more internal champions? © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Goals and Constraints • Projects are undertaken to accomplish specific goals • Scope and quality are performance goals Scope – “the sum of the products, services, and results to be provided as a project.” PMBOK® Guide • Subject to constraints of time and cost Quality – “the degree to which a set of inherent characteristics fulfills requirements.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Goals and Constraints • Obstacles or challenges may limit ability to perform • Opportunities may allow projects to exceed original expectations. • Project Managers (PMs) decide which goals and constraints take precedence • Additional constraints • Amount of resources available • Decision maker’s risk tolerance © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Customer Tradeoff Matrix © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Break-out Session! • How do YOU define project success and failure? • What are some common reasons for project success or failure? © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- Project Success and Failure • Deliverables include all agreed-upon features • Outputs please customers • Customers use the outputs effectively • Completed on schedule and on budget © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success and Failure • Completed without heroics • Learn new and/or refine skills • Organizational learning • Reap business-level benefits © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Why Projects Fail • Insufficient resources and/or time • Unclear expectations • Changes in the scope not understood or agreed upon • Stakeholders disagree on expectations • Inadequate project planning © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Projects • Classifying by industry • Classifying by size • Classifying by understanding of project scope • Classifying by application © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMI Communities of Practice Projects in different industries often have unique requirements © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Classifying by Size Large projects often require more detailed planning and control © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Classifying by Timing of Project Scope Clarity How early in the project the project manager and team are able to determine the project scope © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Classification by Application • All projects require planning and control • The art of project management: how to tailor techniques to the needs of a project. when to use certain techniques how much detail to use © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Scalability of Project Tools • All projects require • Project specifications • Understanding of work involved • Budget and schedule determinations • Assignment of available workers to tasks • Project management • Projects are scaled up or down to meet the complexity of the task © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Traditional Project Roles • Project Executive-Level Roles • Project Management-Level Roles • Project Associate-Level Roles © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Executive-Level Roles • The steering team • The top leader (CEO) and his/her direct reports • Select, prioritize, and resource projects • Ensure that accurate progress is reported © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Executive-Level Roles • Sponsor Active role: • Charter the project • Review progress reports • Sponsor Behind-the-scenes role: • Mentor the project manager • Assist the project manager Sponsor – “the person or group that provides resources and support for the project and is accountable for enabling success.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Executive-Level Roles • The chief projects officer or PMO • Supports project managers • Require compliance to project directives Project Management Office (PMO) – “an organizational structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management-Level Roles • Project manager • Directly accountable for project results, schedule, and budget • The main communicator • Responsible for project planning and execution, from start to finish • Limited formal power Project manager – “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management-Level Roles • Functional manager • Department heads • Determine the “how” of project work • Supervise the work • Negotiate with the project manager © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management-Level Roles • Facilitator • Helps the project manager with the process of running meetings and making decisions © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Associate-Level Roles • Project management team • Core team members—part of team throughout • Subject matter experts (SMEs)—only involved in part of project; not involved in most planning and decision making Project management team – “members who are directly involved in project management activities.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Agile Project Roles © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- Project Executive-Level Roles • The senior customer representative • Identifies and prioritizes constituents requirements • Ensures project progress support customer desires • Continuous and active role © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management-Level Roles • Scrum Master • Project manager who serves and leads as: • Collaborator • Facilitator © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Break-out Session! • In your own words, what are the main differences between adaptive (Agile) and predictive (Waterfall) approaches to Project Management? • What are some pros and cons of each approach? © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for use. May not be copied, scanned, © 2019 Cengage Learning. All classroom Rights Reserved. or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- Overview of the Book • Project management is integrative, iterative, and collaborative • This book has four major parts • Organizing and Initiating Projects • Leading Projects • Planning Projects • Performing Projects © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Part I - Organizing and Initiating Projects • Intro to Project Management (Chapter 1) • Project Selection and Prioritization (Chapter 2) • Chartering Projects (Chapter 3) Project charter – “a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Part II – Leading Projects • Organizational structure & culture, project life cycle, and project management roles of the parent organization (Chapter 4) • Project team (Chapter 5) • Project stakeholders (Chapter 6) © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Part II – Planning Projects • Scheduling projects (Chapter 7) • Scheduling resources on projects (Chapter 8) • Project budgeting (Chapter 9) • Risk planning (Chapter 10) • Project Quality (Chapter 11) Project schedule – “presents linked activities with planned dates, durations, milestones and resources.” PMBOK® Guide Budget – “the approved estimate for the project or any work breakdown structure component or any schedule activity.” PMBOK® Guide © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Part III – Planning Projects • Scope Planning (Chapter 7) • Scheduling Projects (Chapter 8) • Resourcing Projects (Chapter 9) • Budgeting Projects (Chapter 10) • Project Risk Planning (Chapter 11) • Project Quality Planning and Kick-off (Chapter 12) © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Part IV—Performing Projects • Project Supply Chain Management (Chapter 13) • Determining Project Progress and Results (Chapter 14) • Finishing Projects and Realizing the Benefits (Chapter 15) © 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password- Summary • A project is an organized set of work efforts • Tradeoffs must be made between the scope, quality, cost, and schedule • Projects need to be planned and managed. • PMI® is a large professional organization devoted to promoting and standardizing project management understanding and methods • Project management requires an understanding of the various executive, managerial, and associate roles in project management © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Summary • PMBOK® Guide • Five process groups: initiating, planning, executing, monitoring and controlling, and closing • Ten knowledge areas: cost, schedule, scope, quality, risk, communications, resource, stakeholder, procurement, and integration. • Projects require an understanding of what project success is • Projects require an understanding of the causes of project failure © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is Appreciative Inquiry? PM IN ACTION ➢Tool for engaging project stakeholders ➢Recognizes the power of the whole and builds on conversational learning ➢Change is based on inquiry  What has worked in the past? © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Implications of AI on Defining Project Scope • Tool for navigating through inquiries via positive conversations • Discovery – storytelling to collectively discover process selection and prioritization • Dreaming – dream a perfect, desirable state for the stakeholders • Designing – what would the project look like if there were no resource constraints • Delivery – “sustain the design from the dream that is discovered” PM IN ACTION © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Key Outcome • AI is an effective way to address ambiguity and uncertainty in PM • Elicit and articulate expectations • Better understanding of desirable future state • Commitment is clearly articulated PM IN ACTION © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMBOK Exams • Everything in this textbook is consistent with PMBOK’s most recent, 6th edition • PMP (Project Management Professional) certification—200 questions • CAPM (Certified Associate of Project Management) certification—150 questions • More info at www.pmi.org/certifications/types © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-
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