Procept Whirlwind Workshop 2007

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V2007-2, © Procept Associates Ltd.
A Whirlwind Tour of Modern Project Management
A Whirlwind Tour of Modern
Project Management
Keith Farndale, MBA PEng PMP
President
Procept Associates Ltd.
Offices in Ontario, Atlantic Canada, Africa
V2007-2
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Project Management Training
• Canada’s leader in PM training and
consulting
• Emphasis on A/E/C
• Registered Education Provider with
PMI
• A full portfolio of courses, beginner to
advanced
• “PMP” preparation
• Public courses available through
University of Toronto

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Project Management Consulting
• Develop PM processes
• Project planning support
• Project Management Offices
(PMO)
• Microsoft Project including
Enterprise PM
• One-on-one coaching
• Portfolio Management processes
• ISO 9001 registered
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Outline
• Project management as a concept
• “Project Management Body of Knowledge”
• Project Management Institute
• Trends in project management
• PM maturity
• Introducing PM into an organization
• But first…

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Has This Happened to Your
Project?
• Scope / requirements of the project not
clearly defined
• Customer didn’t know what they really
wanted
• “Scope creep” without approving impact
on schedule & budget
• Conflicts over insufficient resources
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Has This Happened to Your
Project?
• Insufficient project planning
• Committing to arbitrary, unrealistic dates
• Schedule out-of-control
• Cost overruns
• Project manager also acting as chief
technical person?

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“Modern” Project Management
• Project:
• “A temporary endeavor undertaken to
create a unique product or service”
• There is a broadly accepted “PM Body of
Knowledge”
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Why Use Project Management?
• Focus on objectives: scope, cost, &
time: consistent achievement
• Focus on customer requirements
• Business focus: earn a profit
• Coordinate across disciplines
• Respond to rapid change
• Use resources productively

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PM has Nine Knowledge Areas…
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Procurement Management
• Risk Management
• Human Resources Management
• Communications Management

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… and five “Process Groups”
Initiating
Closing
Planning
Executing
Monitoring &
Controlling
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Integration Management:
Project Life Cycle
LEVEL OF EFFORT
TIME
CONCEPT PLANNING EXECUTION CLOSE-OUT
PROJECT
PLAN

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(TYPICAL)
Fencing
Site
Preparation
Storm Water
Landscaping
Curbs &
Sidewalks
Site
Development
Demolition
Foundations
Cladding &
Roofing
Structure
Windows and
Doors
Interior
Finishes
Detailed
Engineering
Procured Items Installation Commissioning
Monorail
Arch / Civil
Elevator
HVAC
Potable Water
LPSW
Fire Protection
Sanitary and
Roof Drains
Service Air
Instrument Air
Active Drains
Mechanical
Power
Distribution
Lighting
Fire Alarms
Emergency
Power
Grounding
Electrical
Telephone &
PA
Data Network
Security
Monitors
Data /
Communications
Project
Management
Procurement
Project
Engineering
(Overall)
MCCR Municipal MoL
Authorities
Management
BUILDING
PROJECT
Scope Management: WBS
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Time Management: Scheduling

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Cost Management: Earned Value
Cumulative cost
Time
BAC
Cost Baseline = PV
Time now
EV
(earned value)
AC
(actual cost)
EAC
CV
SV
Variance At
Completion

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Quality Management:
Pareto Diagram
0
5
10
15
20
25
30
35
40
45
% AGE
OF PM
PROBLEMS
SCOPE CONTROL
INSUFFICIENT RESOURCES
ARBITRARY DATES
INSUFFICIENT PLANNING
COMMUNICATION
STAKEHOLDER EXPECTATIONS
OTHER
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Risk Management:
Risk Analysis
PROBABILITYOF
OCCURRENCE
IMPACT
LOW MEDIUM HIGH
LOWMEDIUMHIGH
LOW
HIGH
MEDIUM
PMBOK Guide 11.3.2.2

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Monte Carlo Simulation: Example
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Procurement Management
PLAN
PURCHASES &
ACQUISITIONS
CONTRACT
ADMIN.
SELECT
SELLERS
PLAN
CONTRACTING
REQUEST
SELLERS
RESPONSES
TIMETIME
CONTRACT
CLOSURE
CONTRACT CLOSE-OUT
BIDDERS LIST
CONTRACT EXECUTION
NEGOTIATION
RFP or RFQ
REQUISITION INITIATED
BID, PROPOSAL, or QUOTATION
BID ANALYSIS
CONTRACT ADMINISTRATION
PROC. PLAN

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Matrix Organization
GENERAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
FUNCTIONAL
MANAGER
Functional authority
PROJECT
MANAGER
PROJECT
MANAGER
Project reporting
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Human Resources Mgt:
Organizational Continuum
SEPARATE
TEAM
NO
COORD'R
COORD'R
PROJECT
OFFICE
FULL-TIME
P. MGR.
FUNCT'L PROJECT
WEAK BALANCED STRONG
MATRIX MATRIX MATRIX
PROJECT
FUNCTION
RELATIVEINFLUENCE

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Communication Mgt: a Model
NOISE
TRANSMITTER/
COMMUNICATOR
ENCODING
MEDIUM
PERCEIVING,
DECODING,
INTERPRETING
RECEIVER
MESSAGE FEEDBACK
REDUNDANCY
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Communication Management
• Lessons Learned
• vs “Lessons Observed”?

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Trends
• Project management being recognized as
a discipline ...
– A chosen profession, not accidental
• ... And being recognized as a core
competence by organizations
– Individual competencies
– PM career paths
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Trends
• Management of stakeholders
– ... and their expectations
– … Business Analysis
• Project teams
– Flatter organizations
– More projectized = more effective
– Earlier involvement of members (“concurrent
engineering”)
– Coaching, mentorship

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Trends
• Consider organizational change
• Virtual Teams
– Across time zones and cultures
• Growth of PMI’s influence
– PMBOK Guide, Practice Standards, etc
• Project “Governance”
– Project management offices
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PORTFOLIO
PORTFOLIOS
Portfolio, Programs, Projects…
PROGRAMS
PROJECTS
PORTFOLIOS
PORTFOLIOS

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Project Management Institute
• www.pmi.org
• Chapters, Colleges, Specific Interest
Groups
• Standards and Practice Guides
• PMP: Project Management Professional
• CAPM: Certified Associate in PM
• PgMP: program Management Professional
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Not All Projects Are Alike…
UNIQUE SIMILAR
PROJECTS PROJECTS
FEW
LARGE
PROJECTS
MANY
SMALL
PROJECTS
STRONG PM
SKILLS,
RISK MGT
SYSTEMATIC
PROCEDURES
SIMPLE PM
TOOLS
CONTINUOUS
IMPROVEMENT

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Introducing PM Maturity Into an
Organization
• Senior management visibly committed
• Functional managers on board
• Select methodologies, guidelines, tools
• “Project Management Office”
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Introducing PM Maturity Into an
Organization
• Project managers selected
– Business, technical, process, leadership skills
• Project management training
• Project sponsors
• Emphasize “team approach”
• Record “lessons learned”

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Thanks!
Procept Associates Ltd.
Keith Farndale, MBA PEng PMP
President
Procept Associates Ltd
1234 Kingston Road, Suite 125
Toronto Ontario M1N 1P3
Tel 416-693-5559
www.procept.com
farndale@procept.com

Procept Whirlwind Workshop 2007

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