Ali Vahedi Diz, MSc, PMP, RMP از موسسه BSC ا مريکا. Ali Vahedi, MSc, PMP ١

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1 ١ Effective Project Management Ali Vahedi Diz, MSc, PMP, RMP ٢ Ali Vahedi داراي مدرک آارشناسي ارشد مهندسي صنايع از دانشگاه تربيت مدرس اا داراي مدرککا شا کارشناسي مهندسي صنايع از دانشگاه علم و صنعت ا ايران از مو سسه مديريت پروژه ا مريکا (PMI) و RMP داراي مدرک PMP عضو فعال سازمان مديريت پروژه ا مريکا (PMI) عضو تيم تهيه و تدوين ويرايش ٢٠٠٨ استاندارد PMBOK و Portfolio Management مو لف اولين کتاب مديريت پروژه با سيستم مديريت ارزش کسب شده در ايران سابقه تدريس بيش از ١٠٠ دوره ا موزشي در سازمانها و صنايع مختلف مدير پروژه حرفه ای (PMP) در ايران پرورش بيش از ٨٠ (BSC (هوشين شن و بسط وگتش گسترش ا استراتژيها تجربه در زمينه مديريت پروژه و سال ١٠ از موسسه BSC ا مريکا و گواهينامه دوره تربيت مدرس BSC دارای کمربند مشکی BSC ارزياب جايزه ملی تعالی سازمانی (EFQM) مدير پروژه بسط و گسترش استراتژی مدير پروژه احداث مجموعه ورزشي مدير طرح و برنامه شرکت ساپکو و مشاور قاي م مقام ارشد مديرعامل ايران خودرو. Ali Vahedi, MSc, PMP ١

2 ٣ Contents 1. A Quick Overview of PMBOK 2. Tailoring Approaches By Project Characteristics By Goal and Solution or PMLC ٤ Section 1 A Quick Overview of PMBOK PM Process Groups PM Knowledge Area PM Processes Tailoring Ali Vahedi, MSc, PMP ٢

3 ٥ PM Process Groups Monitoring & Controlling Processes Planning Processes Initiating Processes Closing Processes Executing Processes ٦ Process Groups Interactions Ali Vahedi, MSc, PMP ٣

4 ٧ PM Knowledge Areas Scope Procureme nt Time Risk Integration Cost Communic ations Quality HR ٨ Process P. Group K. Area Initiating Planning Executing Controlling Closing 4. Integration 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 5. Scope 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope 5.5 Control Scope 4.6 Close Project or Phase 6.Time 6.1 Define Activities 6.6 Control 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5 Develop Schedule Schedule 9 Knowledge Areas 42 Processes 7. Cost 7.1 Estimate Cost 7.2 Determine Budget 7.3 Control Costs Ali Vahedi, MSc, PMP ٤

5 ٩ P. Group K. Area I Planning Executing 8. Quality 8.1 Plan Quality 8.2 Perform Quality Assurance 9. Human Resource 10. Communications 10.1 Identify Stakeho lders 9.1 Develop Human Resource Plan 9.2 Acquire Project Tm 9.3 Develop Project Tm 9.4 Manage Project Tm 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectation Controllin g 8.3 Perform Quality Control 10.5 Report Performance 11.Risk 11.1 Plan Risk Management 11.6 Monitor 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Response and Control Risks 12. Procurement 12.1 Plan Procurements 12.2 Contact Procurements 12.3 Administer Procurements Closing 12.4 Close Procurements ١٠ Initiating Process Group Develop Project Charter Identify Stakeholders Ali Vahedi, MSc, PMP ٥

6 ١١ Planning Process Group Collect Requirements Define Scope Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Create WBS Develop Schedule Estimate Cost Plan Procurements Develop Project Management Plan Determine Budget Plan Risk Management Perform Qualitative Risk Analysis Plan Quality Identify Risk Plan Risk Responses Perform Quantitative Risk Analysis Plan Communications Develop Human Resource Plan ١٢ Executing Process Group Perform Quality Assurance Distribute Information Direct & Manage Project Execution Acquire Project Team Develop Project Team Manage Project Team Manage Stakeholder Expectations Conduct Procurements Ali Vahedi, MSc, PMP ٦

7 ١٣ Monitoring & Controlling PG Control Schedule Verify Scope Control Costs Control Scope Administer Procurements Monitor & Control Project Work Perform Integrated Change Control Perform Quality Control Monitor & Control Risks Report Performance ١٤ Closing Process Group Close Project or Phase Close Procurements Ali Vahedi, MSc, PMP ٧

8 ١٥ Mapping the Processes P. Group K. Area Initiating Planning Executing Controlling Closing 4. Integration Scope Time Cost Quality Human Resource Communications Risk Procurement Total Total ١٦ Collect Requirements DFD Project Charter 4.1 Develop 4.2 Develop Project Charter Requirements MP Project Management Plan Stakeholder Register 10.1 Identify Stakeholders 5.2 Define Scope 5.1 Collect Requiremen ts Requirements Documentation 5.4 Verify Scope Requirements Documentation Requirements Traceability Matrix 12.1 Plan Procurements 5.3 Create WBS 5.5 Control Scope Ali Vahedi, MSc, PMP ٨

9 ١٧ Process Inputs T & T Outputs ١٨ Collect Requirements Inputs T&T Outputs Project Charter Stakeholder Register Interviews Focus Groups Facilitated Workshops Group creativity techniques Group decision making techniques Questionnaires and Surveys Observations Prototypes Requirements Documentation Requirements Management Plan Requirements Traceability Matrix Ali Vahedi, MSc, PMP ٩

10 ١٩ Project Management Processes This standard describes only the project management processes. This does not mean that the knowledge, skills and processes described should always be applied uniformly on all projects. For any given project, the PM, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process. PMBOK 4 th Edition ٢٠ Project Management Processes PMs sand dtheir teams sshould oud carefully address each process and its constituent inputs and outputs. PMBOK should be used as a guide for those processes they must consider in managing their project. This effort is known as Tailoring. Ali Vahedi, MSc, PMP ١٠

11 ٢١ Section 2 Tailoring Approaches Classification By Characteristics Classification by Goal and Solution or PMLC ٢٢ Project Characteristics Manage ment View Risk Business Value Cost Characteri stics Duration # Team Member Complex ity # Departm ents Technolo gy Ali Vahedi, MSc, PMP ١١

12 ٢٣ Classification by Characteristics Risk: Establish levels of risk (high, medium, low) Business value: Establish levels (high, medium, low) Duration: Establish several categories (i.e., 3 months, 3 to 6 months, 6 to 12 months, etc.) Complexity: Establish categories (high, medium, low) Technology used: Establish several categories (wellestablished, used somewhat, basic familiarity, unknown, etc.) Number of departments affected: Establish some categories (one, few, several, all) Cost: Establish several categories Management Score (Strategic Importance) ٢٤ SAMPLE Project Classification by Characteristics CLASS DURATION RISK COMPLEXITY TECHNOLOGY LIKELYHOOD OF PROBLEMs Type A > 18 months High High Breakthrough Certain Type B 9 18 months Medium Medium Current Likely Type C 3 9 months Low Low Best of breed Some Type D < 3 months Very low Very low Practical None Ali Vahedi, MSc, PMP ١٢

13 ٢٥ Project Types Type A projects: High risk, High-business-value, Most challenging projects the organization undertakes. Use the latest technology, High complexity, High Strategic. All of the methods and tools in the project management methodology are required. An example of a Type A project is: The introduction of a new technology into an existing product that has been very profitable for the company. ٢٦ Project Types Type B projects: Are shorter in length, Yet they still are significant projects for the organization, Generally have good business value, Are technologically challenging, All of the methods and tools in the project management process are probably required. An example of a Type B project is: Many product development projects fall in this category. Ali Vahedi, MSc, PMP ١٣

14 ٢٧ Project Types Type C projects: Are the projects occurring most frequently in an organization, Are short by comparison, Use established technology, A typical project team consists of five people, Lasts six months, Is based on a less-than-adequate scope statement. Many of the methods and tools are not required for these projects (optional). An example of a Type C project is: Many are projects that deal with the infrastructure of the organization. ٢٨ Project Types Type D projects: Just meet the definition of a project, May require only a scope statement, and May require only a few scheduling pieces of information. An example of a Type D project is: Many projects that involves making a minor change in an existing process or procedure or revising a course in the training curriculum. Ali Vahedi, MSc, PMP ١٤

15 ٢٩ SAMPLE Project Classification by Characteristics ٣٠ ification cs Project Class Characteristic SAMPLE by C c Ali Vahedi, MSc, PMP ١٥

16 ٣١ PM Methodology Mandatory & Optional Parts SAMPLE ٣٢ SAMPLE PM Methodology Mandator ry & Optiona al Parts Ali Vahedi, MSc, PMP ١٦

17 ٣٣ Classification by Goal and Solution Traditional Project Management (TPM) Agile Project Management(APM) Extreme Project Management (xpm) ٣٤ Classification by Goal and Solution SOLUTION Not Not GOAL Ali Vahedi, MSc, PMP ١٧

18 ٣٥ Classification by Goal and Solution SOLUTION Not Not GOAL TPM ٣٦ Classification by Goal and Solution SOLUTION Not Not xpm GOAL TPM Ali Vahedi, MSc, PMP ١٨

19 ٣٧ Classification by Goal and Solution SOLUTION Not Not xpm GOAL TPM APM ٣٨ Classification by Goal and Solution SOLUTION Not Not MPx xpm GOAL TPM APM Ali Vahedi, MSc, PMP ١٩

20 ٣٩ Traditional Project Management (TPM) We ve had the traditional approach for almost 50 years now. It was developed for engineers and the construction industry during a time when what was needed and how to get it were clearly defined. Over the years TPM has worked very well in that situation and still serves us well today when applied to those situations for which it was developed. ٤٠ Traditional Project Management (TPM) TPM projects follow a very detailed plan that is built before any work is done on the project. The plan is based on the assumption that the goal (that is, the solution) is clearly specified at the outset. In addition to a clearly defined goal and solution: Low Complexity Few Scope Change Requests Well-Understood Technology Infrastructure Low Risk Experienced and Skilled Project Teams Plan-driven TPM Projects: Their success is measured by compliance and delivery to that plan. Ali Vahedi, MSc, PMP ٢٠

21 ٤١ Traditional Project Management (TPM) TPM EXAMPLE: A project to install an intranet system in a field office is clearly a traditional project. Many construction projects. This project will have been done several times, and the steps to complete it are documented. ٤٢ Agile Project Management (APM) APF projects follow a detailed plan, but the plan is not built at the beginning of the project. Instead, the plan is built in stages at the completion of each cycle that defines the APF project life cycle. The budget and the time-box of the APF project are specified at the outset. APM Characteristics: A Critical Problem Without a Known Solution AP Previously Untapped dbusiness Opportunity: The question is what is that business opportunity and how can you take advantage of it? Are Critical to the Organization Meaningful Client Involvement Is Essential Use Small Co-located Teams Ali Vahedi, MSc, PMP ٢١

22 ٤٣ Agile Project Framework (APF) APF EXAPMLE: John F. Kennedy s challenge to put a man on the moon and return him safely by the end of the decade. The goal statement could not be clearer. How it was to be accomplished was anybody s guess. There certainly were some ideas floating around NASA, but the detail was not there. ٤٤ Extreme Project Management (xpm) xpm projects do not follow a plan in the sense of TPM or APF projects. Instead, an xpm project makes informed guesses as to what the final goal (or solution) will be. The xpm Project Is Very High Risk XPM EXAMPLE: R&D Projects. The goal of an R & D project may be little more than a guess at a desired end state. A project to Cure for the common cold. Ali Vahedi, MSc, PMP ٢٢

23 ٤٥ Emertxe Project Management (MPx MPx) Solution is completely and clearly defined but whose goal is not. This sounds like nonsense, but actually it isn t. You have the solution; now all you need is to find the problem it solves. This is the stuff that academic articles are often made of, but that s okay. It s a type of R&D project but in reverse. ٤٦ Emertxe Project Management (MPx MPx) Characteristics: Chaacteistics: A New Technology Without a Known Application: Radio Frequency Identification (RFID) technology A Solution Out Looking for a Problem to Solve: a new human resource management system (HRMS) Ali Vahedi, MSc, PMP ٢٣

24 ٤٧ The Complexity/Uncertainty Domain Not Q4 Q3 Goal Q1 Solution Q2 Not Requirements Flexibility Adaptability Change ٤٨ The Complexity/Uncertainty Domain - RISK Not Q4 Q3 Goal Q1 Solution Q2 Not Ali Vahedi, MSc, PMP ٢٤

25 ٤٩ The Complexity/Uncertainty Domain- Team Cohesiveness Not Q4 Q3 Goal Q1 Solution Q2 Not ٥٠ The Complexity/Uncertainty Domain- Communications Not Q4 Q3 Goal Q1 Solution Q2 Not Ali Vahedi, MSc, PMP ٢٥

26 ٥١ The Complexity/Uncertainty Domain- Client Involvement Not Q4 Q3 Goal Q1 Solution Q2 Not ٥٢ The Complexity/Uncertainty Domain- Specification Not Q4 Q3 Goal Q1 Solution Q2 Not Ali Vahedi, MSc, PMP ٢٦

27 ٥٣ The Complexity/Uncertainty Domain- Change Not Q4 Q3 Goal Q1 Solution Q2 Not ٥٤ The Complexity/Uncertainty Domain- Business Value Not Q4 Q3 Goal Q1 Solution Q2 Not Ali Vahedi, MSc, PMP ٢٧

28 ٥٥ Project Management Life Cycle Approaches ٥٦ Linear Project Management Life Cycle Model - TPM Definition Consists of a number of dependent phases that are executed in a sequential order with no feedback loops. The complete solution is not released until the final phase. When to use: ly defined solution and requirements Not many scope change requests Routine and repetitive projects Uses established templates Ali Vahedi, MSc, PMP ٢٨

29 ٥٧ Incremental Project Management Life Cycle Model - TPM ٥٨ Incremental Project Management Life Cycle Model - TPM Definition Consists of a number of dependent phases that are repeated in sequential order with no feedback loops. Each phase releases a partial solution. When to use: Same as linear but delivers business value early and often Some likelihood of scope change requests To get to a partial product or service to market sooner To get partial solution to the end user sooner Ali Vahedi, MSc, PMP ٢٩

30 ٥٩ Iterative Project Management Life Cycle Model - APM Definition Consists of a number of phases that are repeated in groups with a feedback loop after each group is completed. At the discretion of the client the last phase in a group may release a partial solution. When to use: Unstable or incomplete requirements and functionality Learn by doing and by discovery Often uses iconic or simulated prototypes to discover the complete solution ٦٠ Iterative Project Management Life Cycle Model - APM Prototyping Linear Iterative Ali Vahedi, MSc, PMP ٣٠

31 ٦١ Iterative Project Management Life Cycle Model - APM Prototyping mapped to Iterative PMLC Model Linear Iterative ٦٢ Adaptive Project Management Life Cycle Model - APM Definition Are those that proceed from iteration to iteration based on very limited specification of solution. Each iteration learns from the proceeding ones and redirects the next iteration in an attempt to converge on an acceptable solution. At the discretion of the client i i l i l l i an iteration may release a partial solution. When to use: Goal known but solution not known Solution highly influenced by expected changes New product development and process improvement projects Ali Vahedi, MSc, PMP ٣١

32 ٦٣ Adaptive Project Management Life Cycle Model - APM APF Core Values: Client-focused Client-driven Incremental results early and often Continuous questioning and introspection Change is progress to a better solution Don t speculate on the future Linear Adaptive ٦٤ Adaptive Project Management Life Cycle Model - APM Types of Adaptive PMLC Models Adaptive Software Development (ASD) Adaptive Project Framework (APF) Linear Adaptive Dynamic Systems Development Method (DSDM) Scrum Ali Vahedi, MSc, PMP ٣٢

33 ٦٥ Adaptive Project Management Life Cycle Model - APM Adaptive Project Framework (APF) Linear Adaptive ٦٦ Adaptive Project Management Life Cycle Model - APM APF Version Scope Ali Vahedi, MSc, PMP ٣٣

34 ٦٧ Extreme Project Management Life Cycle Model - xpm Definition Is one that proceeds from phase to phase based on very limited knowledge of goal and solution. Each phase learns from the proceeding ones and redirects the next phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client a phase may release a partial solution. When to use: Goal and solution not known Through iteration converge on goal and solution Typically for R&D projects ٦٨ POS for the the co project to find a ommon cold- xp a cure for PM Ali Vahedi, MSc, PMP ٣٤

35 ٦٩ Extreme Project Management Life Cycle Model - xpm INSPIRE Model ٧٠ INSPIRE Extreme Project Management Life Cycle Model - xpm INitiate Dfii Defining the project goal Linear Extreme INSPIRE POS Establishing a project time-box and cost Establishing the number of phases and phase length Trade-offs in the Scope Triangle SPeculate Defining how the project will be done Conditions o of Satisfaction act Scenarios, stories and use cases Prioritizing requirements Identifying the first phase deliverables Go/No-Go decision Planning for later phases Ali Vahedi, MSc, PMP ٣٥

36 ٧١ INSPIRE Extreme Project Management Life Cycle Model - xpm Incubate Assigning resources Establishing phase plan Collaboratively producing deliverables REview Applying learning and discovery from the previous phase Revising the project goal Reprioritizing requirements Making the Go/No-Go decision for the next phase Linear Extreme ٧٢ The 5 PMLC Models Ali Vahedi, MSc, PMP ٣٦

37 ٧٣ Recap of the PMLC Models Similarities All 5 Process Groups are used din each hpmlcm Model Each PMLC Model begins with a Scope Process Group Each PMLC Model ends with a Close Process Group Differences The models form a natural ordering (Linear, Incremental, Iterative, Adaptive, Extreme) by degree of solution uncertainty The processes that form repetitive groups recognize the effect of increasing uncertainty as you traverse the natural ordering Complete project planning is replaced by just-in-time project planning as the degree of uncertainty increases. Risk management becomes more significant as degree of solution uncertainty increases. The need for meaningful client involvement increases as degree of solution uncertainty increases. ٧٤ References 1. Project Management Institute (PMI), PMBOK 4 th Edition, Robert Wysocki, Rudd McGary., 2003, Effective Project Management: Traditional, Adaptive, Extreme, Third Edition, Wiley Publishing, Inc., USA. 3. Ali Vahedi, Earned Value Project Management (EVPM), 2 nd Edition, 2008, ARYANA. Ali Vahedi, MSc, PMP ٣٧

38 ٧٥ ٧٦ Contact Information Name: Ali Vahedi, MSc, PMP Web: Good Luck! Ali Vahedi, MSc, PMP ٣٨

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