Project Management Orientation - Define the project team (Concepts -1)

What Is Project Management?

People sometimes use the terms project management, project, subproject, and program without understanding their meaning. So let’s first define these terms and compare their meaning. Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder objectives and expectations from a project (from PMI).

Project management supports three basic levels of projects: projects, subprojects, and programs.

WWPMM defines project management as the application of knowledge, skills, tools, and techniques to project activities to meet or exceed stakeholder objectives and expectations from a project (from PMI).

WWPMM also defines project management as the planning, organizing, monitoring, and controlling of all aspects of the project in a continuous process to achieve its objectives (from ISO 10006).

Both definitions are correct and accurately reflect what is generally expected of a project manager to successfully manage a project.

 

What Is a Project?

A project is a temporary endeavor undertaken to produce a unique product or service.

A project is a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective that conforms to specific requirements, including the constraints of time, cost, and resources (from ISO 10006).

Projects differ from operations, such as manufacturing, in that operations are ongoing and repetitive, while projects are temporary and unique (from PMI). Projects can range from simple efforts to large, complex undertakings that require much time, effort, and money

 

What Is a Subproject?

Like a project, a subproject is:

A temporary endeavor undertaken to produce a unique product or service
A set of work units assigned to a single project organizational unit to divide the project into more manageable components
IBM uses the term subproject to refer to a part of a project managed with a level of independence.

 

What Is a Program?

The Worldwide Project Management Method (WWPMM) defines a program as a group of related projects and other activities managed in a coordinated way to achieve a common long-term objective.

A program is realized through multiple projects and ongoing activity. The scope of a program might be broadly defined and might evolve as the business or organization develops, or it might be specifically defined to achieve an agreed set of goals

 What Are the Main Differences between a Program and a Project?

The main differences between a program and a project are that a program achieves a strategy or mission, is realized through multiple projects and ongoing activity, and has a scope that might be either broadly defined or specific. A project, on the other hand, has a start and a finish, achieves a single set of defined objectives, and is a tactical initiative.

An example of a program is the running of a hotel, whereas an example of a project under this program is refurbishing part or all of the hotel installations, painting the building, or launching a marketing initiative to increase occupancy

 

WWPMM consists of a number of interrelated components, including project management domains, work patterns, and work products.

Domains. These are related sets of project management processes (such as supplier management) that generally focus on the same set of project management data (such as supplier agreement). The content of the project management domains constitutes the reference view of WWPMM, which is a view that is intended to be a complete guide to all aspects of project management for the practicing project manager, similar to an encyclopedia.

Work patterns. These are related sets of activities the project manager should do or think about in order to meet a project management goal or to respond to a typical situation.

Work products. These are the verifiable outcomes that are used to manage the project (as opposed to technical work products, which are items produced by the project, such as hardware, software, and services). Some examples of project management work products are the work breakdown structure, the risk management plan, and the communications plan

 

What Is a Work Unit?

WWPMM defines work units as portions of the work to be done that have certain common properties and therefore are appropriate to group and assign to one subproject or project organizational unit. Work units are used in early definition stages to help organize and construct the work breakdown structure (WBS).

Development of a system test plan is an example of a work unit assigned to the test support organization. The creation of user information is a work unit assigned to the information development organization.

The Project Management System

One of the project manager’s primary responsibilities at the beginning of a project is to establish the project management system. WWPMM defines the project management system as the management system for a project. It includes processes, resources, roles, and responsibilities. It is documented as a collection of plans, procedures, and records that define and support the way the management of the project operates

The project management system of a project comprises the following items:

• Project management resources and tools
• Plans that describe the work to be performed and how the project will operate
• Procedures to ensure that key tasks are performed in a systematic and visible manner
• Records that the project manager uses to control status and events
• Project management activities that are used to plan, control, and react to day-to-day situations
• The project management system should also reflect the policies and business environments of both the sponsoring and delivery organizations.

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Managing Projects in Different Environments

Every project has a definite start and finish. Projects are usually divided into phases; the phases comprise the life cycle of the project.
Phases help you to reduce the risk on your project.

This figure shows the phases in the life cycle of a project in the environments in which we are most interested:  Integrated Product Development (IPD), Customer Relationship Management (CRM), WWPMM, and Project Management Body of Knowledge (PMBOK).  Different organizations use different life cycles because of their particular areas of emphasis, as follows:

WWPMM.  In this methodology, the IBM delivery organization can have relationships in either the IPD or the CRM business model.  The cost and staffing level curve in the figure shows how resources are used in the various phases of a project.  The curve shows that resource usage normally starts at a low level during the initial phase, increases quickly during the intermediate phases and then decreases during the final phase.  The specific rate of increase or decrease, and the peak usage varies from project to project.  However, most projects follow this curve.
IPD business model.  In this model, the IBM delivery organization might have a relationship with the Integrated Portfolio Management Team (IPMT), as the project sponsor, or with an external customer. 
CRM business model.  In this model, the IBM delivery organization has relationships with both an opportunity owner within IBM and an external customer.
Major Process Groups in PMBOK.  The major process groups in PMBOK are Initiating, Planning, Executing/Controlling, and Closing.  These are the groups used by PMI.  The activities within these groups are similar to those in WWPMM.  Both are oriented to establishing and enforcing a disciplined approach to project management that will help IBM succeed on projects.

A customer is the recipient of a product or service provided by the delivery organization.  The customer might be the ultimate consumer, user, beneficiary, or purchaser  (ISO 8402).  The customer might also be the sponsor.

A sponsor is an individual or an organization that has the authority to perform, delegate, or ensure completion of the following project commitments:

• Formalization of an agreement with the delivery organization
• Approval to proceed with the start of the project or of a project phase
• Acceptance of the deliverables from the project
• Spending for the cost or price, or both, of the project as specified in the agreement

The sponsor might be internal (such as the Integrated Portfolio Management Team) or external (such as a commissioning body) to IBM.

 

Major Phases in IPD 

The Integrated Product Development (IPD) process flow consists of a series of phases that are triggered by previously completed market management activities that select market segments and offerings.  The major phases in IPD are concept, plan, develop/qualify/launch, and life cycle/close.  In many cases, the lines between the IPD phases are not entirely crisp and clear.  Some activities might straddle several phases.  Although closeout is not a formal IPD phase, it has been highlighted at the end of the life cycle phase to be more consistent with the CRM and WWPMM phases.

+Concept and Plan.  During these phases, a selected opportunity is developed into an offering proposal that is presented to the Integrated Portfolio Management Team (IPMT) as the project sponsor.  A Decision Checkpoint (DCP) contract must be signed to proceed to the develop/qualify/launch phase.  Product development applies to asset-based projects targeted for multiple customers (mass production).  There are always more ideas and product marketing opportunities than IBM can effectively manufacture.
+Develop/Qualify/Launch.  During this phase, the product or offering is developed and launched in the marketplace.
+Life Cycle/Close.  During this phase, the product or offering runs its course in the marketplace and is finally withdrawn.
Decision checkpoints, or approvals, are structured project reviews with specific entry and exit criteria that are used to measure the progress of a project.

IPD funding is approved on a phase-by-phase basis, based on a number of considerations, such as the business case and risk assessment.  The key decision point is at the end of the plan phase, when the DCP contract is signed

Major Phases in CRM 

The two major phases of the CRM framework are solution design and solution delivery. 

+Solution design.  During this phase, the selected opportunity is developed into a proposal, which is presented to the customer.
+Solution delivery.  This phase starts when a contract is signed by the customer.

When suppliers are used on a project, specifications are provided to the supplier candidates.  They, in turn, respond with proposals to the IBM project team.  Before the final customer contract is signed, a conditional supplier contract must be in place.  This conditional supplier contract is confirmed when the customer contract is signed.
Decision checkpoints, or approvals, take place at specific points in the CRM life cycle to ensure that the project is progressing as planned.

Major Process Groups in WWPMM

In WWPMM, phases are referred to as process groups.  The major process groups are Defining, Planning, Executing/Controlling, and Closing the project.  Depending on the project, it might be appropriate to apply all the WWPMM process groups within one individual project  phase.  An example would be using the Defining, Planning, Executing/Controlling, and Closing process groups were all used for one of the IPD phases.

+Defining. In this process group, the objectives of the project are agreed upon, the scope of the project is established, the initial organization is defined, responsibilities are assigned, and the assessment of situational factors is documented.
+Planning.  In this process group, detailed work and risk management plans are developed, the organization is confirmed, staff assignments are made, and the budget and time frame are agreed upon.  No significant amount of resources is expended on the project (in other words, execution does not begin) until clear plans are in place and authorization to proceed has been received at the end of this phase.
+Executing/Controlling.  In this process group, the plans and controls are used to execute and manage the project as project development and delivery work is performed.  As work proceeds, plans are expanded or refined as necessary.
+Closing.  In this process group, the sponsor agrees to close the project, the project is closed, and the project evaluation report is produced.  This report includes lessons learned that can be applied to future projects to increase their probability of success.

 

 

Behaviors of a Successful Project Manager

Think about successful project mangers you have worked for in the past.  What did they do that made them successful?  More than likely, they possessed the following behaviors in four areas.

Team Building.  A successful project manager should be sensitive to people and situations.  A project manager should be able to facilitate, coach, provide constructive criticism when required, have the ability to build a team, delegate well, be sensitive to wants and needs, and offer praise when appropriate.

Roll your mouse over each team-building behavior to read its definition:

• Delegation
• Team development
• Team member facilitation
• Feedback to team members
• Recognizing performance

Communication.  A successful project manager should be able to communicate well, be organized, have the ability to listen, think systematically, and maintain contact with all stakeholders and team members on a project.

Roll your mouse over each team-building behavior to read its definition:

• Systematic thinking and planning
• Political awareness
• Relations with functional managers

Project goal setting.  A successful project manager should be proactive, willing to try new ideas, able to persevere, be goal oriented, able to prioritize, be innovative, and have the ability to plan.

Roll your mouse over each team-building behavior to read its definition:

• Clarification of goals
• Innovation and creativity
• Participative problem solving
• Standards of performance
• Goal pressure

Leadership.  A successful project manager should be honest; able to motivate; and be realistic, assertive, decisive, self-confident, enthusiastic, energetic, supportive, and always in pursuit of excellence.

Roll your mouse over each team-building behavior to read its definition:

• Long-range perspective
• Risk-taking
• Strategic inquiry
• Assertiveness
• Drive