PMP project management methodology applied in ITRI

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1 PMP project management methodology applied in ITRI Industry Technology Institute Research Laser Application Technology Center Flexible Electronics Equipment Dept. Wing, PMP 2008/12/29

2 About Wing 林 敬 智, Lin Ching Chih (Wing,PMP) Leo, Blood B Personality: Active, Optimistic, Happy to share Telephone : Present Job: Mechatronics Engineer, ITRI. Educational: Mechanical Engineering MASTER,NTUST

3 Agenda Introduction The Fundamental of Project Management PMP project management methodology applied in ITRI Conclusion

4 Introduction

5 What is the PMP Project Management Professional(PMP) 1. PMI (Project Management Institute) is the global project management authoritative organization. 2. PMBOK (Project Management Body of Knowledge) is the PMI s Project Management Methodology. 3. PMP certification exam has become the authority in the field of project management certification. Editor: Wing Lin

6 The reason to study PMP The trend of systematical project management The Beijing 2008 Olympic Games / The World Games 2009 Kaohsiung. Taiwan will become the research and development innovation base after China become the world s factory. To be a project team leader at department. To facilitate project quality in ITRI Editor: Wing Lin

7 The Butterfly Effect of PMP Foresight TSMC China Steel ASE Aclass Company 1.To train the PMP 2.Making the standard Follow B class Company Influence Demand Demand To wait and see Downstream Store Factory Outsourcing C class Company Influence Influence Downstream Downstream Downstream Downstream Downstream Downstream Downstream Downstream Downstream Editor: Wing Lin, Roger Chou

8 The Fundamental of Project Management

9 What is the Project? Project Characteristics: 1. Temporary Has a definite beginning and a definite end. 2. Unique Products, Services, or Results 3. Progressive Elaboration It means developing in steps, and continuing by increments. Editor: Wing Lin

10 What is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Editor: Wing Lin Managing a project includes: 1. Identifying requirements. Triple constraints 2. Establishing achievable objectives. 3. Balance the competing demands of scope, time, cost, quality, resources, and risk to produce a quality product. 4. To satisfy the stakeholder s requirements and expectation.

11 The Relationship Between Stakeholders and the Project User User Stakeholders Other Other Organization Customer CEO CEO Sponsor Influencers Project team Project Project management management team team PM PM Functional manager Member Member Member Functional member Editor: Wing Lin, Roger Chou

12 Portfolio Management Streams of Projects Project A Initiating Monitoring and Controlling Planning LEVEL We are here!!! Executing Closing Commitment Direction Resources Strategy Product Service Capability Vision Mission Objectives TIME Editor: Wing Lin, Roger Chou

13 Five Project Management Process Groups Initiating Monitoring and Controlling Planning Executing Closing Initiating Planning Executing Monitoring and Controlling Closing Editor: Wing Lin, Roger Chou

14 Nine Project Management Knowledge Areas An inch deep and a mile wide. According to the PMBOK to Sort Nine Project Management Areas Integration Scope Time Cost Quality HR Communication Risk Procurement Editor: Wing Lin, Roger Chou

15 The 44 project management processes The 44 project management processes into the nine Project Management Knowledge Areas. Integration Scope Time Cost Quality HR Communication Risk Procurement Develop Project Chapter Scope Planning Activity Definition Cost Estimating Quality Planning HR Planning Communication Planning Risk Management Planning Plan Purchases and Acquisitions Develop Preliminary Project Scope Statement Scope Definition Activity Sequencing Cost Budgeting Perform Quality Assurance Acquire Project Team Information Distribution Risk Identification Plan Contracting Develop Project Management Plan Create WBS Activity Resource Estimating Cost Control Perform Quality Control Develop Project Team Performance Reporting Qualitative Risk Analysis Request Seller Responses Direct and Manage Project Execution Scope Verification Scope Control Activity Duration Estimating Manage Project Team Manage Stakeholders Quantitative Risk Analysis Select Seller Monitor and Control Project Work Schedule Development Risk Response Planning Contract Administration Integrated Change Control Schedule Control Risk Monitoring and Control Contract Closure Close Project Editor: Wing Lin, Roger Chou

16 Initiating Monitoring and Controlling Planning Planning Executing Closing Initiating Develop Project Management Plan Scope Planning Create WBS Scope Definition Activity Resource Active Resource Estimate Develop Project Charter Risk Management Planning Cost Estimating Activity Duration Estimating Preliminary Project Scope Statement Risk Identification Qualitative Risk Analysis Quantataive Risk Analysis Cost Budgeting HR Planning Quality Planning Activity Sequencing Schedule Development Monitoring Risk Response Planning Plan Purchases and Acquisitions Communication Planning Plan Contracting Scope Verification Scope Control Executing Monitor and Control Project Work Schedule Control Cost Control Perform Quality Assurance Closing Perform Quality Control Direct and Manage Project Execution Acquire Project Team Develop Project Team Request Seller Responses Information Distribution Select Seller Close Project Contract Closure Integrated Change Control Manage Project Team Performance Reporting Manage Stakeholders Risk Monitoring and Control Contract Adiministration Integration Editor: Wing Lin, Roger Chou Scope Time Cost Quality HR Communication Risk Procurement

17 PMP project management methodology applied in ITRI

18 Integration Management Develop Project Chapter To Identify, Define, Combine, Unify, and Coordinate the various processes. Develop Preliminary Project Scope Statement Initiating Develop Project Management Plan Planning Scope Scope Planning Definition Create WBS Activity Resource Active Resource Estimate Develop Project Management Plan Direct and Manage Project Execution Develop Project Charter Preliminary Project Scope Statement Risk Management Planning Risk Identification Qualitative Risk Analysis Quantataive Risk Analysis Risk Response Planning Plan Purchases and Acquisitions Cost Estimating Cost Budgeting HR Planning Quality Planning Communication Planning Plan Contracting Activity Duration Estimating Activity Sequencing Schedule Development Monitoring Scope Verification Scope Control Monitor and Control Project Work Integrated Change Control Direct and Manage Project Execution Executing Perform Quality Assurance Acquire Project Team Develop Project Team Request Seller Responses Information Distribution Select Seller Closing Close Project Contract Closure Monitor and Control Project Work Integrated Change Control Schedule Control Cost Control Perform Quality Control Manage Project Team Performance Reporting Manage Stakeholders Risk Monitoring and Control Contract Adiministration Close Project Editor: Wing Lin, Roger Chou

19 Editor: Wing Lin Integration Management

20 Editor: Wing Lin Integration Management

21 Scope Management Scope Planning No More, No Less. Scope Definition Create WBS Scope Verification Scope Control Editor: Wing Lin

22 Scope Management Charter Scope Statement Milestone 里 程 碑 WBS Activity List Task Editor: Wing Lin, Roger Chou

23 Editor: Wing Lin Scope Management

24 Scope Management : Example Editor: Wing Lin Work Breakdown Structure (WBS)

25 Editor: Wing Lin

26 Time Management Activity Definition Completed On Time. Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control Editor: Wing Lin

27 Editor: Wing Lin Time Management

28 Editor: Wing Lin Time Management

29 Time Management Project Schedule Network Diagram Editor: Wing Lin

30 Cost Management Cost Estimating Cost Budgeting We should make every penny count. Cost Control Editor: Wing Lin

31 Editor: Wing Lin, Roger Chou Cost Management

32 Cost Management : Example Project Cost Bottom-Up Estimating Editor: Wing Lin

33 Editor: Wing Lin, Roger Chou Cost Management

34 Quality Management Quality Planning Perform Quality Assurance Conform to the standard, No gold plating. Perform Quality Control Editor: Wing Lin

35 Quality Management Action Check Plan Do Editor: Wing Lin, Roger Chou

36 Quality Management : Example Editor: Wing Lin Fishbone diagram (Ishikawa)

37 HR Management HR Planning Acquire Project Team Choice, Education, Exercise, Retain. Develop Project Team Manage Project Team Editor: Wing Lin

38 HR Management Planning Member Join in (1) (2) OBS PM Define R & R (3) Award Plan Member dismiss Executing Training/ Team Building Not good Do Good Award Merit System Editor: Wing Lin, Roger Chou

39 Editor: Wing Lin HR Management

40 Communication Management Communication Planning Information Distribution The Right Information to the Right Person at the Right Time. Performance Reporting Manage Stakeholders Editor: Wing Lin

41 Communication Management Sponsor Customer User Organization Other Stakeholders Project Other Projects Project Team Editor: Wing Lin, Roger Chou Situation Task Action Result

42 Risk Management Risk Management Planning Planning, identification, analysis, responses, and monitoring and control the risk Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Editor: Wing Lin

43 Editor: Wing Lin Risk Management

44 Procurement Management Plan Purchases and Acquisitions Outsourcing Plan Contracting Request Seller Responses Select Seller Contract Administration Contract Closure Editor: Wing Lin

45 Editor: Wing Lin Procurement Management

46 Contract, Market, Benefit Define Project Scope Create WBS Project Organization R&R Time Estimate Cost Estimate Quality Spec Risk Plan Project Plan Validation Kick-off Meeting Executing Project Plan Develop Project Team Manage Project Schedule Information Distribution& Performance Reporting Change Control Evaluate the Performance Verification Project lessons learned Team dismiss Editor: Wing Lin

47 Conclusion The key factor to success Project Management is not only change management, but also execution ability of organization. We can construction common language and eliminate the communication barrier with different people from world effectively by PMP project management. Editor: Wing Lin

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