Anda di halaman 1dari 89

PROJECT MANAGEMENT FOR SENIOR

EXECUTIVES

By: Nghi M. Nguyen, Ph.D., M.Eng, P.E., PMP


President NDV Project Management Services Inc.
& Professor Concordia University, Montreal, Quebec, Canada
FPT/VNTOWER Seminar
Hanoi City, VIETNAM
27 Nov 2010
Quality /Scope

NDV ProjectManagem entServices


ServicesdeGestiondeProjects
, Inc.
, Inc.
Project Management Consulting
Consultation et
& Training
formation en gestions de projets

1610 Rigaud Tel .: ( 450 ) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : ( 450 ) 672 -7922
Canada
E-Mail : ndv _inc @videotron .ca
Cost Time
COURSE OUTLINE
1. Project Management Overview
2. Project Management – The Executive’s Roles
3. The Project Management Body of Knowledge (PMBOK)
4. Project Management Life Cycle
 Project Initiation
 Project Planning
 Project Execution
 Project Control
 Project Closure
1. Project Management Office (PMO)
2. Project Management Competency Development (PMCD) Framework
3. Organizational Project Management Maturity Model (OPM3) Overview

Closing Comments & Discussions


References
Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
2
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
1. Project Management
Overview

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
3
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
HISTORY OF MODERN PROJECT MANAGEMENT
 1950s
 Development of the Work Breakdown Structure (WBS)
 Development of the Critical Path Method (CPM) and the Project Evaluation Review
Techniques (PERT) in the USA
 Bechtel (USA) is the first company in the world to use a project management
approach in the construction of the Transmountain Oil Pipeline in Canada
 Recognition of project manager’s role as the focal point of responsibility during the
project’s life cycle
 Project management was mostly used in the defense and construction industry, e.g.,
the Polaris missile program, du Pont’s maintenance construction program
 1960s
 PERT/COST Guide Published by DOD/NASA in the USA
 PERT and PERT/Cost replaced by the Cost/Schedule Control System Criteria
(C/SCSC) approach by the U.S government, focusing on the Earned Value
Management (EVM) concept

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
HISTORY OF MODERN PROJECT MANAGEMENT

- Establishment of the US based Project Management Institute


(PMI) in 1969, serving membership in the USA and Canada

 1970s
 Development and acceptance of project management as a
distinct discipline and profession
 Project management approach adopted in other industries
besides defense and construction, e.g. IT, process, automotive
 Recognition of the project planning as pivotal for successful
project delivery
 The emergence and acceptance of matrix organizations
 Environmental Impact Assessment (EIA) required as part of
project delivery

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
• 1980s

- Extensive utilization of personal computer in project management


- Development of the Project Management Body of Knowledge
(PMBOK) by the Project Management Institute (PMI)
- Project Management Professional (PMP) Certification Examination
held in the USA
- Establishment of the Association of Project Managers in the UK and
the Australian Institute of Project Management

• 1990s

- Recognition of the importance of the project management in


implementing corporate strategies
- Management by Projects
- Total Quality Management (TQM) in project management
- Multi-project management approach.

• 2000s

- Increasing emphasis on project risk management


- Program and Portfolio Management
- Project Management Office (PMO)
- Project Manager Competency Development (PMCD)
- Development of Project Management Maturity Models
- Organizational Project Management Maturity Model (OPM3)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
EVOLUTIONARY CHANGES IN PROJECT
MANAGEMENT

 1951 – 1985 Traditional Project Management


Project management was restricted to aerospace, defence and
heavy construction industries. It was used on mega projects only
 1986 – 1992 Renaissance Project Management
Project management methodology could be used on a multitude of
projects and benefit nearly all industries such as automotive,
information systems, telecommunications, and banking
 1993 – 2009 Project management become readily accepted in all industries and
applicable to any size of project. Companies began to recognize that
project management can increase profitability and improve working
relationship with customers while increasing competitive edge

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
7
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
OPERATIONS IMPROVEMENT WITH PROJECT
MANAGEMENT IMPLEMENTATION
 The implementation of project management can provide significant opportunities for
improvement in a company’s operations
 Organizational efficiencies
Processes can be developed that make organizational work flow more effective and
efficient, improving profit margins
 Customer relations
Project management allows closer working relationship with customers, increasing follow-on
work opportunities from the same client
 Assignments
More effective and efficient process for assigning staff to project teams, resulting in better
resource capacity planning process
 Financing control
Better financing controls will be in place, both horizontally and vertically through potential
implementation of an Earned Value Management system
 Technology
Technology usage will be applied consistently on a company-wide basis

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
8
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Projects v/s Operations

 Performed by people  Performed by people


 Constrained by limited resources  Constrained by limited resources
 Planned, executed, controlled  Planned, executed, controlled
 Temporary and unique  Ongoing and repetitive
 Attain objectives and terminate  Sustain the business, adopt new
 Obtain as early as possible set of objectives and continue
information/data to start the work
project  Obtain as late as possible
information/data to start the
operation

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Areas Of Expertise
 The Project Management Body of Knowledge (PMBOK)

 Application Area Knowledge, Standards and Regulations

 Project Environment Understanding

 General Management Knowledge and Skills

 Interpersonal Skills

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
AREAS OF EXPERTISE NEEDED BY THE PROJECT TEAM

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
APPLICATION AREA KNOWLEDGE
STANDARDS AND REGULATIONS
 Application areas:
 Functional departments, e.g., marketing, engineering,
production, personnel, etc.
 Technical disciplines, e.g., construction engineering, software
development, system engineering, etc
 Management specification, e.g., government contracting, new
product development
 Industry groups, e.g., construction, information technology,
chemical, agriculture

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
APPLICATION AREA KNOWLEDGE
STANDARDS AND REGULATIONS
 Standards:
 Approved by a recognized body, established by
consensus
 Aimed at the achievement of the optimum degree of
order in a given context

 Regulation:
 Government-imposed requirements
 Compliance is mandatory

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
UNDERSTANDING THE PROJECT
ENVIRONMENT
 Cultural and social environment
 Aspects of the economic, demographic, educational, ethical,
ethnic, religious and other characteristics of project stakeholders
 International and political environment
 Applicable international, national, regional and local laws and
customs
 Political climate
 Time-zone differences, holidays, travel requirements etc.
 Physical environment
 Project’s physical surrounding
 Local ecology, physical geography

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
GENERAL MANAGEMENT KNOWLEDGE AND
SKILLS
 Planning
 Organizing
 Staffing
 Executing
 Controlling

Supporting disciplines include: Sales & marketing, procurement,


financial management & accounting, strategic planning and
operational planning, organizational structures, information
technology, etc.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
INTERPERSONAL SKILLS
 Leadership

 Team building

 Motivation

 Communication

 Influencing

 Decision making

 Negotiation

 Political and cultural awareness

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud Tel .: (450) 672 -2693


Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
What is a “Project”?
 A project is a “temporary” endeavor undertaken to
create a “unique” product, service or result

Examples of “project”:
- Construction of a building or facility
- Developing a new software product
- Designing a new vehicle
- Implementation of a new management
process
- Creating a Project Management Office (PMO)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
17
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
What is Project Management?

The application of knowledge, skills, tools


and techniques to project activities to meet
project requirements. Project Management is
accomplished through the application and
integration of the project management
processes of initiating, planning, executing,
monitoring, controlling and closing. The Project
Manager is the person responsible for
accomplishing the project objectives.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
18
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT v/s PROGRAM v/s PORTFOLIO
 PROJECT : A temporary endeavor undertaken to
create a unique product, service, or result.

 PROGRAM: A group of related projects managed in a


coordinated way to obtain benefits and control not
available from managing them individually

 PORTFOLIO: A collection of projects and/or programs


to facilitate the effective management of that work to
meet strategic business objectives

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
19
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT v/s PROGRAM
MANAGEMENT v/s PORTFOLIO MANAGEMENT
 PROJECT MANAGEMENT: The application of knowledge, skills,
tools and techniques to project activities to meet project
requirements. It is accomplished through the application and
integration of the project management processes on initiating,
planning, executing, monitoring and controlling, and closing

 PROGRAM MANAGEMENT: The centralized, coordinated


management of a program to achieve the program’s strategic benefits
and objectives. It allows for optimized or integrated cost, schedule, or
effort, integrated or dependent deliverables across the program,
delivery of incremental benefits, and optimization of staffing in the
context of the overall program needs.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
20
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT v/s PROGRAM
MANAGEMENT v/s PORTFOLIO MANAGEMENT

 PORTFOLIO MANAGEMENT: The centralized


management of one or more portfolios, which includes
identifying, prioritizing, authorizing, managing and
controlling projects, programs to achieve strategic
business objectives

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
21
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Projects, Programs, Portfolios

Strategic Plan

22
Project Management Basics
 Identify project requirements.
 Establishing clear and achievable objectives
 Balancing the competing demands for Quality/Scope,
Time and Cost (Optimize the key project parameters).
 Establish and implement an effective Risk Management
plan
 Adapting the specifications, plans and approach to the
different concerns and expectations of various
stakeholders.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
23
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Understanding the Project Objectives
Every project, whether large or small, is subject to the restraints of three interrelated
parameters: Quality/Scope, Cost and Time; each of which influences and is influenced by
the other two.

The objective of Project Management is, first to devise and define, and then to implement
a program in which the relationship between these three parameters is optimized, i.e. the
desired functional requirement is attained at the “lowest” practicable cost in the
“shortest” practicable time with “minimum” risk.

We can not control what we did not plan


We can not plan and control everything
We have to plan what we want to control !

What we want to control are all areas of management concern:

Scope/Quality, Cost, Time & Risk

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
24
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Objectives
Quality/Scope

Quality/Scope
Management

Optimum Risk
Management

Cost Schedule
Balance Management
Management

Cost Time
Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
25
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
The Triple Constraint Concept in Project Management

Scope
Cost

Time
MANAGEMENT CRITERIA V/S ENGINEERING CRITERIA

Management Criteria
Objective:
- Provide an effective management system used for planning
and controlling the physical development of a project
Specification:
- Allowing for control of the project by developing valid, clear
standards
- Managing by exception to those standards so as provide
timely information and respond quickly to project changes,
provide reliable technical, cost/schedule information to
higher management for decision makings
Output:
- An effective management planning and control system
satisfying the project requirements

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
27
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
MANAGEMENT CRITERIA V/S ENGINEERING
CRITERIA

Engineering Criteria

Objective:
- Build an engineering facility/product

Specifications:
- Length, Width, Reliability, Maintainability, Capacity,
Speed, Outputs, Control Mechanism ..etc..

Output:
- An engineering facility built to specifications and serves the
stakeholders’ intended purposes

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
28
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
From Strategic Thinking to Project Management

PROJECTS
STRATEGIC CORPORATE MARKET
BIDDING &
THINKING STRATEGIES IDENTIFICATION
EXECUTION

DEFINING THE COMPANY OF TURNING IDEAS INTO REALITY


THE FUTURE

STRATEGIC THINKING PROJECT MANAGMENT

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
29
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING / CONTROL CYCLE IN PROJECT MANAGEMENT

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
30
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Level 5
Project Management
Maturity Model
Level 4

Level 3

Level 2

Level 1 Project Management. A System Approach to Planning, Scheduling, and Controlling


10th Edition 2009. Harold Kerzner, Ph.D., John Wiley & Sons, Inc

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
31
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Maturity Levels

 Level 1: Common Language

 The organization recognizes the importance of project management


 The need for a good understanding of the basic knowledge of project
management and accompanying language/terminology
 Little or no senior management level support
 “Ad hoc” interest in project management methodology
 “Do-it-my-way” attitude to managing project
 No investment in project management training/education

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
32
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Maturity Levels

 Level 2: Common Processes

 Organization recognizes that common processes need to be defined and


developed such that successes on one project can be repeated on other
projects
 Recognition of the benefits of project management to be applied company-wide
and support other company’s methodology
 Organizational support at all levels
 Recognition of the need for project planning and control
 Development of a project management training curriculum

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
33
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Maturity Levels

 Level 3: Singular Methodology

 Integration of all company methodologies into a single methodology, the center of


which is project management
 Management support at all levels
 Organizational cultural support
 Project management policies and procedures
 Return on investment for project management training dollars

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
34
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Maturity Levels
 Level 4: Benchmarking

 Recognition that process improvement in project management is


necessary to maintain a competitive advantage in the market
 Dedication to benchmarking on a continuous basis
 Decision on whom to benchmark and what to benchmark
 Looking at project management across industries
 Benchmarking against processes, methodologies and cultures
 Establishment of Project Management Office (PMO)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
35
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Maturity Levels

 Level 5: Continuous Improvement

 Evaluation of information obtained through benchmarking


 Decision on whether or not the information will enhance the
singular methodology
 Lessons learned files
 Knowledge transfer
 Formal mentoring program
 Strategic planning for project management best practice

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
36
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Embryonic Executive Line Management Growth Phase Maturity Phase
Phase Management Acceptance Phase
Acceptance Phase
2. PROJECT MANAGEMENT
THE EXECUTIVE’S ROLES

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
38
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
2. PROJECT MANAGEMENT
THE EXECUTIVE ROLES
 Provide sufficient strategic/long-range information
 Overall project planning
 Set the project objectives/priorities
 Select the Project Manager
 Facilitate interfacing with support departments
 Assist in conflict resolution
 Provide feedback
 Define expectation clearly
 Provide protection from political infighting
 Oversee the Project Management Office (PMO)
 Act as a project sponsor

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
39
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
2. PROJECT MANAGEMENT
THE EXECUTIVE ROLES
 Monitor customer and stakeholders’ relationships
 Promote good working relationship between functional and
project managers
 Provide proper training so that functional employees can report
effectively to multiple managers
 Provide advice and guidance to project managers as well as
encouragement to functional managers to keep their
commitments and promises

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
40
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Manager Maturity Model
Level 5
Continuous
Improvement
Where are your PMs Level 4
right now? Integrated Project
Manager

Level 3
Project Focused
Project Manager

Level 2
Project Management
Awareness

Level 1

Technical Manager
41
EXECUTIVE
COMMITTE

PRIORITY NONPRIORITY
PROJECTS PROJECTS

SPONSOR MIDDLE-MANAGEMENT
(EXECUTIVE) SPONSOR

PROJECT MANAGER
PROJECT TEAM
PROJECT SPONSOR:
SENIOR MANAGEMENT

PROJECT SPONSOR:
LOWER/MIDDLE MANAGEMENT

PROJECT
SPONSOR
(EXECUTIVE)

PROJECT
MANAGER

PROJECT
TEAM PROJECT
MANAGER

43
3.THE PROJECT MANAGEMENT
BODY OF KNOWLEDGE (PMBOK)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
44
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PMBOK’s Nine (9) Project Management
Knowledge Areas

 Integration
 Scope  Quality
 Time  Risk
 Cost  Human Resources
 Communications
 Procurement

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
45
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
RISK INTEGRATION IN PROJECT MANAGEMENT

Project Mgmt Information/


Procurement
Integration Communications
Life Cycles & Ideas, Directives
Services Trade-Offs
Materials Data Exchange

Requirements Project Availability Human


Quality Standards Risk Productivity Resources

Time Objectives Cost Objective, Expectations


Restraints Restraints Feasibility

Time Cost Scope


46
Project Management Knowledge Areas

 Project Integration Management: The processes and activities


that integrates the various processes of project management
 Project Scope Management: The processes involved in
ascertaining that the project includes all the work required, and
only the work required, to complete the project successfully
 Project Time Management: The processes concerning the
timely completion of the project
 Project Cost Management: The processes involved in planning,
estimating, budgeting and controlling costs so that the project is
completed within the approved budget

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
47
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Project Management Knowledge Areas
 Project Quality Management: The processes involved in assuring that
the project will satisfy the objectives for which it was undertaken
 Project Human Resources Management: The processes that organize
and manage the project team
 Project Communications Management: The processes concerning the
timely and appropriate generation, collection, dissemination, storage and
ultimate disposition of project information
 Project Risk Management: The processes concerned with conducting
risk management on a project
 Project Procurement Management: The processes that purchase or
acquire products, services or results, including contract management
processes

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
48
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT PROCESS GROUPS AND KNOWLEDGE AREAS MAPPING

Project Management Process Groups


NOWLEDGE Monitoring &
Initiating Process Planning Process Executing Process Closing Process
AREAS Group Group Group
Controlling Process
Group
Group
4.1 Develop Project 4.2 Develop Project 4.3 Direct and 4.4 Monitor and 4.6 Close Project Or
. Project Charter Management Manage Control Phase
Integration Plan Project Project Work
Execution 4.5 Perform
Management Integrated
5. Project Scope 5.1 Collect Change
5.4 Verify Control
Scope
Management Requirements 5.5 Control Scope
5.2 Define Scope
5.3 Create WBS
6. Project Time 6.1 Define Activities 6.6 Control Schedule
Management 6.2 Sequence
Activities
6.3 Estimate Activity
Resources
6.4 Estimate Activity
Durations
6.5 Develop
7. Project Cost Schedule
7.1 Estimate Costs 7.3 Control Costs
Management 7.2 Determine
Budget
8. Project Quality 8.1 Plan Quality 8.2 Perform Quality 8.3 Perform Quality
Management Assurance Control

9. Project Human 9.1 Develop Human 9.2 Acquire Project


Resource Resource Plan Team
Management 9.3 Develop Project
Team
10. Project 10.1 Identify 10.2 Plan 9.4 Manage
10.3 Project
Distribute 10.5 Report
Communications Stakeholders Communications Team
Information Performance
Management 10.4 Manage
Stakeholders
11. Project Risk 11.1 Plan Risk Expectations 11.6 Monitor and
Management Management Control
11.2 Identify Risks Risks
11.3 Perform
Qualitative
Risk Analysis
11.4 Perform
Quantitative
Risk Analysis
12 Project 12.1
11.5 Plan
Plan Risk 12.2 Conduct 12.3 Administer 12.4 Close
Procurement Procurements
Responses Procurements Procurements Procurements
Management
4. PROJECT MANAGEMENT LIFE CYCLE

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
50
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT LIFE CYCLE
 Defines the phases connecting the beginning of a project to its end.
 Deliveries from one phase are reviewed for completeness /accuracy and
approved before work starts on the next phase.
 Project Management phases include:
 Initiating Phase
 Planning Phase
 Execution Phase
 Control Phase
 Closure Phase
 The completion and approval of one or more deliverables characterizes a
project phase.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
51
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT PHASE INTERACTIONS
• Project Statement of
Work
• Business Case
Project • Contract
Initiator or Initiating
Sponsor Process
Group • Procurement
• Stakeholder Documents
Register
• Stakeholder • Project
Charter
• Organizational Management
Process Assets Strategy
• Enterprise
Environmental
Planning
Factors
Process
Group

Monitor
Enterprise/ and
Organizati
• Teaming • Project Management Controlling
on Project
Documents Plan Process
• • Make-Or-Buy
Agreements
Resource
Group
Decisions
• Source Selection
Calendar Criteria
s
Custom • Executing
er Process Group
Requiremen • Approved change Requests
• Finalts • Quality Control
Product, Measurements
Service or • Performance Reports
Result • Seller
Proposals • Procurement
• Deliverables
Contract
• Change Requests
Award
Sellers • Work Performance
Information
• Selected Sellers
Closing
Process
Group
• Accepted Deliverables
• Procurement
Quality /Scope Documentation
PMBOK® Guide-Fourth Edition NDV ProjectManag
Servicesd
em en tServices
eGestiondeProjects
, Inc .
, In
c.
Project Management Consulting
Consultationet formationen
& Training
gestions de projets

©2008 Project Management 1610 Rigaud Tel .: ( 450 ) 672 -2693


Brossard , (Québec ) J4X 2H5
Institute (PMI) PA USA Canada
Fax : ( 450 ) 672 -7922
E -Mail : ndv _inc @videotron .ca
Cost Time
Project Phases & Success Criteria
 PHASE ( SUCCESS)

Initiation (Meet Specifications)


Planning (Appropriate, Attainable, Affordable)
Execution (Within Budget/On-Schedule)
Control (Meet Quality/Scope, Time, Cost
Constraints)
Completion (Customer Satisfaction)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
53
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Initiation
The Initiation phase formally defines and authorizes the project.
 At the end of the initiation phase:

 Project goals and objectives must be well understood by all project


stakeholders
 Ownership of the project must be transferred from the Sales team
to the project team
 Mobilization of project team completed
 Prepare project definition document

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
54
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING OVERVIEW

You can’t manage what you don’t control


You can’t control what you don’t measure
You can’t measure what you don’t PLAN
( Project Planning is a “Team” Effort)

 We “plan” so that we can direct and influence project


decisions/directions
 We “plan” so that we can assess project status
 We “plan” so that we have a basis for forecasting
“PLAN” the work. WORK the “PLAN” !

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
55
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING OVERVIEW
 Project Planning develops a Vision, Mission, Goals/Objectives for the
project

 WHAT is going to be accomplished? (SCOPE)


 WHO is going to do the work? (TEAM)
 WHEN will the work be accomplished? (SCHEDULE)
 HOW MUCH will the work cost? (COST/BUDGET)
 HOW will the work be accomplished? (PROCESSES)
 WHAT is the “Quality” level and HOW (QA / QC PLAN)
will it be assured?
 HOW the customer expectations be met? (SATISFACTION)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
56
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING OVERVIEW
 Developing a Mission, Vision, Goals/Objectives for the project

 Every project solves a problem of some kind


 The way we define a problem determines how we will solve it
 It is, therefore, critical that proper definition of the problem be developed
 A problem is a gap between where we are and where we want to be
 Vision is what the final result will “look like”
 Mission is to achieve the vision. It answers the two questions:
- What are we going to do?
- For whom are we going to do it?
 Goals/Objectives specify desired end results to be achieved
 A task is an activity, among others, performed to achieve the end
results

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
57
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING OVEVIEW
INITIATION PHASE PLANNING PHASE

RFP Proposal Contract


Submittal Award Contract
Set-Up & Performance &
Project Initiation Plan Finalization Review Project Control

Top-Down
Pricing & Budgets
Budgets
Costs Approval
Allocation
Finalization

Parametric Bottom-Up
Estimates Contract Resources
Negotiations Estimates

58
Develop the Project Implementation Plan (PIP)
 The Project Implementation Plan (PIP), or Project Plan (PP),
documents the manner in which various aspects of a project are
managed. The PP is progressively elaborated as the project
progresses.
 Many elements of the PIP are developed as early as during the
proposal phase, but the preparation of the PP usually starts at
contract award and progressively elaborated throughout the PLC .
 The PIP, encompassing of many other plans, will serve as the basis
for project execution and control.
 Covers the following project elements:
 WBS (Work Breakdown Structure)
 Project life cycle phases
 Resources, schedule, and costs / budgets
 Closure criteria
 Planning for technical development
 Planning for test engineering
Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
59
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Develop the Project Implementation Plan
 The Project Implementation Plan (PIP) is the primary source of
information of how the project will be planned, executed, monitored and
controlled, and closed

 It normally consists of the following auxiliary plans:


 Scope management
 Time management
 Cost management
 Quality management
 Risk management
 Human Resource management
 Procurement management
 Communication management
 Integration management

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
60
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
THE WBS CONCEPT
SUMMARY WBS (CUSTOMER)
CONTRACTOR WBS (PRIME)
CONTRACTOR WBS (SUB)

FIRST EXTENSION

SECOND EXTENSION

THIRD EXTENSION

SUMMARY ELEMENT
WORK
TERMINAL ELEMENT PACKAGES
WBS
INDEX AND
DICTIONARY

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
61
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
SAMPLE WBS IN “TABULAR” FORMAT
1000 Permanent Support Facilities
2000 Reservoir, Diversion, Dam, Spillway
2100 Reservoir
2200 Diversion
2300 RCC Dam and Cofferdams
2400 Spillway
2500 North Spur Stabilization
3000 Power Plant and Related Facilities
3100 Powerhouse/Intake/Tailrace Civil Works
3200 Turbines and Generators
3300 Electrical Ancillary Equipment
3400 Mechanical Ancillary Equipment
3500 Generator Transformers and HV Switchyard
3600 Spare Parts and Special Tools
4000 Communications
4100 Communications
5000 Construction Facilities & Support
5100 Muskrat Site
5200 Happy Valley-Goose Bay
6000 Project Management, Engineering & Others
6100 Project Management & Engineering
6200 Field Investigations & Hydraulic Model Studies
6300 Contingencies

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
62
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5
December 1, 2010 Canada
Fax : (450) 672 -7922
E-Mail : ndv _inc@videotron .ca
Cost Time
PLANNING

 Failing to plan is planning to fail


 Completion of the Project Implementation Plan (PIP), laying the
foundation for project execution, which include subsidiary plans
relating to resources, schedule, tracking tools, approvals, line of
communication. etc…
 Four (4) basic reasons for effective project planning:
- To obtain a better understanding of the project objectives
- To provide a basis for monitoring and controlling work
- To improve efficiency of project operations
- To eliminate or reduce uncertainty
 Customers worldwide are demanding better planning process

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
63
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
EXECUTION OVERVIEW
Objectives:
 Execute the plan to accomplish the project’s requirements as defined
in the project plan
 Manage all project tasks by coordinating people and resources, and
integrating and performing the project’s activities in accordance with
the project plan
Summary:
 The main project deliverables are completed during this phase
 PM coordinates the tasks and ensures “follow-on” action items
 PM interfaces with the Customer and internal stakeholders to
exchange deliverables, information, and data

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
64
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
EXECUTION
 Execute the work defined in the Project Plan (PP) to accomplish the
project’s requirements, i.e., main project deliverables are completed during
this phase
 Coordinate people and resources, as well as integrating and performing the
activities of the project in accordance with the PP
 Interface with the customer and internal stakeholders for gates management
and to exchange deliverables, information and data
 Address the scope defined in the project scope statement and implement
approved changes
 Four (4) basic reasons to effectively executing project activities:
 Monitor project results and environment
 Manage project changes
 Track progress and forecasting trends
 Communicate progress

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
65
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
CONTROL OVERVIEW
 Consists of the processes performed to observe the project
execution and measure its performance to ensure that corrective
actions for identified potential problems, when necessary, can be
taken in a timely manner if required.
 Project Control is achieved by comparing where the project is with
where it is supposed to be, then taking corrective action to resolve
any discrepancies that exist.
 Planning, Organizing, Staffing and Directing are steps taken in
preparing to execute decisions. Control is the step taken in making
certain that decisions are properly executed
 Project control ensures actions necessary to meet specifications,
quality, schedule, and cost objectives
 Measurement is essential to the exercise of project control

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
66
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT CONTROL OBJECTIVES
 Monitor the project Time, Cost, Quality/Scope
 How change will be performance parameters (Quality/Scope, managed
and how variances will be detected and acted upon, i.e., corrective
actions
 Take corrective actions as required in a timely manner
 Maintain and control the following project and product management
parameters:
 Schedule
 Budget
 Risk
 Scope
 Quality
 Changes

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
67
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT CONTROL OBJECTIVES
 The purpose of this activity is to provide an understanding of the
project’s progress so that appropriate remedial actions can be
taken when the project’s performance deviates significantly from
the plan.
 Periodic project management, engineering, and customer reviews
shall be held to provide project progress information and
performance reporting.
 Monitoring and Controlling of the progress begins upon completion
of the Project Plan (PP) and is performed throughout the project.
 The WBS is the root of the project monitoring and control system.

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
68
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
CONTROL
 Tracking, monitoring and controlling deliverables to ensure potential
problems can be identified in a timely manner and corrective
actions can be taken, when deviation from planned performance
occurs, to control the execution of the project (i.e. Comparing where the
project is to where it is supposed to be).
 Project performance (Schedule, Budget, Risks, Scope, Changes) &
Product Performance must be observed and measured regularly to
identify variances from the Project Plan.
 Two (2) basic activities for implementing effective project control:
 Monitoring ongoing project activities against the PP and the
PMB
 Controlling changes
 No PLAN, no CONTROL

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
69
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT CLOSURE OVERVIEW
 Consists of the processes performed to finalize the project
to close it and transfer the simulators to Customer
Services.
 Closing the project ensures that all tasks and deliverables
are completed such that resources are released or
transferred
 Demanding assignment which requires considerable
discipline to achieve a complete termination and ensure:
 Higher customer satisfaction
 Proper closure of Sales Orders (SO)
 Customer formally accepts ownership of the system

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
70
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT CLOSURE OBJECTIVES
 Ensure that there are no loose ends
 Effectively bring the project to closure according to agreed-on
contractual requirements
 Prepare for project transition into the next operational phase, e.g.,
training
 Ensure that lessons learned from the project have been extracted,
captured and communicated
 Dismantle team and close project
 Complete project administrative closure
 Celebrate success
 Identify and pursue follow-on business

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
71
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
CLOSURE
 Wrap up the project and make sure the project team learn from what
transpired
 Compare how the project team did to what it said it was going to do
 Get a true evaluation of the project result by the customer, other
stakeholders, including project team members
 Basic activities for implementing effective project closure:
 Reallocation of project resources
 Formally terminate all project activities
 Hand over the complete, final product to the customer
 Writing the final status report
 Developing and reporting lessons learned

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
72
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
5. PROJECT MANAGEMENT OFFICE (PMO)

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
73
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
PROJECT MANAGEMENT OFFICE (PMO)
Staffed by project management professionals, serving the organization’s project
management needs. PMO functions include:
 Supply project management support to the project team
 Providing the organization with project management consulting and mentoring
 Developing and maintaining project management methodologies and standards for the
organization
 Providing project management training to the organization
 Providing the organization with competent project managers

PMO

Project Consulting Methodologies Project


Support & Mentoring & Standards Training Mangers

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
74
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
BENEFITS OF A PMO
 Global recognition

 Profitability improvement

 Productive project teams

 Culture shift to project management

 Staff professionalism in project management

 Predictable, reusable PM tools & techniques

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
75
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
6. PROJECT MANAGEMENT COMPETENCY
DEVELOPMENT (PMCD) FRAMEWORK

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
76
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
6. PROJECT MANAGEMENT COMPETENCY
DEVELOPMENT (PMCD) FRAMEWORK
 Defines the key dimensions of Project Manager (PM) competence and the competencies that are most likely to impact PM
performance
 The PMCD draws upon the nine Knowledge areas of project management, as well as the five project management process groups
 The PMCD Framework has been designed and developed to incorporate the three dimensions of competence:
 PM Knowledge Competence (What PMs Know about project management)

 PM Personal Competence (What PMs are able to do or accomplish while applying their project management knowledge)

 PM Performance Competence (/how PMs behave when performing the project, their attitudes and core personality traits)

 PM’s competence is judged against the “right” combination of knowledge, personal and performance competence

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
77
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
DIMENSIONS OF PM COMPTENCY
PM Performance
PM Knowledge
Competence Dimension
Competence Dimension Project
Performance

PM Knowledge ENABLES THE PM Performance PROVIDES


Competence DEVELOPMENT OF Competence THE TECHNICAL
SKILLS FOR

• Scope
PM Personal • Time
Competence • Cost
PROVIDES THE • Quality
FRAMEWORK FOR • Risk
PROVIDES THE HUMAN • Stakeholder
PM Knowledge
Competence PERFORMANCE SKILLS FOR Satisfaction

Personal Attributes

PM Knowledge PM Personal PM Performance


Competence Dimension Competence Dimension Competence Dimension

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
78
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
7. OPM3

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
79
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
7. ORGANIZATIONAL PROJECCT MANAGEMENT
MATURITY MODEL (OPM3)
 Organizational Project Management (OPM)
 The systematic management of projects, programs, and
portfolios in alignment with the achievement of the organization’s
strategic goals
 The degree to which an organization practices OPM is referred
to as its organizational project management maturity
 OPM3
 To provide a way for organizations to understand OPM and to
measure their maturity against a comprehensive set of relevant
“Best Practices”
 OPM# helps organizations wishing to increase their PM maturity
to plan for improvement

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
80
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
BENEFITS OF OPM3
 A way to advance an organization’s strategic goals through the
application of project management principles and practices
 A comprehensive body of knowledge regarding what constitutes “Best
Practices” in organizational project management
 Good determination of n organization’s project management best
practices and capabilities, i.e., its OPM maturity
 Guidance on prioritizing and planning

OPM
3
Organizationa Successfu
l l

Strategy Projects
Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
81
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
HOW DOES OPM3 WORK ?
Three basic elements to apply OPM3 in an organization:

 Knowledge:
 User becomes proficient in OPM3, to be comfortable with the body of
“Best Practices” it contains
 Assessment:
 Organization compare itself to the Best Practices contained within OPM3
to determine areas of strength and weakness in relation to the body of
Best Practices
 Improvement:
 Organization decides to move ahead with change initiatives leading to
increased maturity by using the results of the assessment which include a
list of capabilities not yet fully developed in the organization

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
82
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
84
OPM3 and Project Management
 OPM3 is the first iteration of a standard for organization

 A link between projects and business strategy

 Importance of organizational support to management of successful


projects

 A major step forward in advancing professionalism and


organizational maturity in project management

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
85
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
Components of Project Success

Individual Project
Project Provides Has a major
Performance Impact upon
Management a basis for
Competence

Project Manager
Competency

PMCD Framework
Project
Success
Organizational Organizational
Has a major
Project Project Impact upon
Provides
Management Performance
a basis for
Maturity and
Capability

Contingencies
Organizational Project types and characteristics,
Maturity Project life cycles, project structures…
Moderator variables
OPM3 Project
86
CLOSING COMMENTS
Senior executives must establish and maintain a competitive, high
performance project environment. This can only be achieved by:

 Understanding today’s project management environment in


organizations
 Making crucial decisions in selecting projects and aligning them with
organization’s corporate strategy
 Priority projects
 Managing project managers effectively to improve the probability of
projects’ success in their organizations
 Monitoring and controlling project’s progress
 Establish a continuous project management improvement program

This is their project management challenge !

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
87
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
EXERCISES & VIDEO PRESENTATION
 Exercise # 1: Are you a Manager or a Leader?
 Video: Project Management: Putting Methods in Your Madness

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
88
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time
REFERENCES

1. Nghi M. Nguyen. The Challenges of Transferring Modern Project


Management Principles and Methodologies to Developing
Countries. Proceedings of the 2007 Project Management Institute
(PMI) Global Congress-Hong Kong February 2007
2. Nghi M. Nguyen. Global Project Management for Market
Economics: An Asian Pacific Perspective. Proceeding of the XXII
Pan Pacific Business Conference. May 2005, Shanghai, China.
3. Nghi M. Nguyen. Project Management in a New Market economy.
Proceeding of the 29th Project Management Institute (PMI)
convention-Long Beach, California, USA October 1998

Quality /Scope

NDV ProjectManagementServices , Inc.


Services deGestiondeProjects , Inc.
Project Management Consulting & Training
Consultation et formation en gestions de projets

1610 Rigaud
89
Tel .: (450) 672 -2693
Brossard , (Québec ) J4X 2H5 Fax : (450) 672 -7922
Canada
E-Mail : ndv _inc@videotron .ca
Cost Time