Introduction to Project
Management
The Project Management Institute (PMI) Approach
Cindy Zak, MS RHIA, PMP, FAHIMA
May 2019
Session Objectives
2
Defining the Project
Organizing the Project
Planning the Project
Controlling the Project
Ending the Project
Project Management Knowledge Areas
3
4 Process Groups
Initiation
Process performed to define a new project or phase of an existing project
Planning
Establish the scope of the project, refine the objectives and define the course
of action to attain the objectives
Executing
Process performed to complete the work define in the Project management
plan
Monitoring and Controlling
Process required to track, review and regulate the project and performance of
the project along with any changes to the plan that are required
Closing
The process to formally complete or close a project, phase or contract
A Project: Defined
5
An organized effort to achieve a
predefined goal
A temporary endeavour
undertaken to create a unique
product, service or result
The project has a definite
beginning and end
Projects drive change in
organizations
The project charter formally
authorizes the existence of a
project and the business need
IRON TRIANGLE
6
Scope
Time
Cost
Project Success
7
A statement of “doneness
Business Value
Measured & Quantifiable
Success criteria
Higher revenue
Improved productivity
Increased sales
Wider definition of Value
Project Life Cycle
8 Projects
Definition Temporary endeavor undertaking to create a unique
product, service or result
Scope The work performed to deliver a product, services, or
result with the specified features and functions
Change Project managers expect change and must implement
change control process to keep change managed and
controlled
Planning Project managers progressively elaborate high-level
information into detailed plans throughout the project life
cycle
Management Project managers manage the project team to meet the
project objectives
Monitoring Project managers monitor and control the work of
producing the products, services, or results that the
project was undertaking to produce
Success Success is measured by product and project quality,
timelines, budget, compliance and degree of customer
satisfaction
Project Life Cycles
9
Scope the Project
If most projects fit this
Develop Detailed model - why don’t people
Plan follow it?
Launch the Plan
Monitor the
Project Progress
Close out the
Project
The Big Question
10
Who is the most important/critical on a project?
Business Sponsors
Project Manager
Team Members
Project Structure
11
Functional
Projectized
Matrix
Project Coordinator
Typically in a matrix organization
Project Manager’s Environment
12
Executive
Sponsor
Steering Project
Committee Sponsor
Project
Manager
Subject Matter Third Development
Experts Parties Team
Project Manager’s Responsibilities
13
PLANNING THE PROJECT CONTROLLING THE PROJECT
deliver expected value team performance
by achievable end dates
anticipated benefits are not
estimating resources compromised
assessing risks progress reporting
project management plan problem resolution
project schedule managing contractors
team morale
client relationship
ACTIVATING THE PROJECT
ENDING THE PROJECT
team preparation
client relationship
team motivation
team member evaluation
client relationship
celebration for team
final reckoning
Characteristics of Project Manager
14
Knowledge of Project Management
Practical Application of Tasks
Excellent Communication Skills
Leader
Team Builder
Enterprise Perspective
Supported by Management
15 PLANNING THE PROJECT
Planning
16
Why Plan?
What makes a good plan?
How do you plan?
When should I plan?
What is there to help me?
Reasons for Planning
17
Achievable
Help identify key milestones
Aids in thought process
Aids delegation
Basis of costing
Resource management
Includes:
Scope
Work Breakdown Structure
Activity list/duration
Budget
A Good Plan
18
Covers all the processes that make up
project planning
Timescales clearly shown
Resources clearly marked
Defines deliverables
Components include:
Quality Management Plan
Risk Management Plan
Vendor Management Plan
19 Project Charter Elements: ICD-10 Charter
Project Purpose/Business Justification
Project Objective
Areas Impacted
Systems Impacted
Operational Impacts
Financial Impacts
Project Approach
Major Risks
Project Success
So what is the best way to approach this?
20
You decide to invite 4 friends
around for a proper sit down
chicken dinner
You check with your partner
and they agree (‘agreement
to proceed’)
However, you have to
organize as your partner is
busy
So what does the plan look like?
The Work Breakdown Structure
21
A Hierarchical Breakdown of Activities
Produce
PROJECT Meal
STAGE Plan Prepare Cook Serve
The Work Breakdown Structure
22
A Hierarchical Breakdown of Activities
PROJECT Produce
Meal
STAGE Plan Prepare Cook Serve
STEP Cook Cook Finalize
Vegetables Chicken Dessert
The Work Breakdown Structure
23
A Hierarchical Breakdown of Activities
PROJECT Produce
Meal
STAGE Plan Prepare Cook Serve
Cook Cook Finalize
STEP Vegetables Chicken Dessert
TASK Stuff Baste Place in Monitor
Chicken Chicken Oven Chicken
Components of a Plan
24
Components of a Plan (cont’d)
25
Stage
Step
Task
Components of a Plan (cont’d)
26
Task Name Effort
Who will do it
Effort
When
“person time”
“elapsed time”
27 Critical Path
The sequence of activities that represents the longest path
through a project which determine the shortest possible
duration
Any activity on the critical part is on the project schedule
A method used to estimate the minimum project duration and
determine the amount of schedule flexibility on the logical
network paths within the schedule model
Critical Path
28
Path Activities Path
Duration
A-D-H-J 2+5+7+4 18
C-G-I-J 4+7+3+4 18
B-F-J 3+15+4 22
B-E-H-J 4+6+7+4 21
Project Templates
29
Improves Quality
Speeds up the Process
Learn from the Experience of Others
Tried and Tested Approach
Easy to Build New Approaches
Tips on Planning
30
Use Microsoft Project or similar
scheduling tool – Makes life easier!!
Project Management
The End Stage
Objectives
32
To understand the Final Tasks that need to be
completed on a Project, and the importance of each
of those tasks
Project Closure
33
The process of finalizing all activities for the project, phase or
contract.
The Project is archived, the planned work is completed and
organization tem resources are release to pursue new
endeavors
Outputs
Lessons learned
Final product, service or result transition
Final Report
Organizational process assets updates
Ending a Project - The Tasks
34
Prepare completion report
De-equip project
Turn over results
Finalize documentation
Release project resources
35
Determine Impact on the Business
Do the deliverables meet the
business needs?
Do the deliverables meet the
user needs?
Are the deliverables
maintainable?
De-Equip Project
36 Logistical Support
Facilities
Desks,
Chairs,
Whiteboards, etc
Computers/Software
Other Resources
Phones,
Printers,
Coffee machine,
Borrowed stuff, etc
Turn Over Results
37
Scope
Close open issue list
Deliverables
Models,
Designs,
Software, etc
Intermediate products
Presentations,
Work papers, etc
Final signatures
Finalize Documentation
38
Financials
Final labor costs
Final non-labor costs
Payment of final
invoices
Release Project Resources
39
Complete team member performance
evaluations
Reassign team members to other
projects
Summary
40
Collect suggestions for improving or updating the policies and
procedures of the organization
Measure stakeholder satisfaction
Don’t forget the party
