Week 1:

Introduction to
Project Management
Michael Madden, PMP, MBA

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 Before we get started
Introductions Your name, where you are from and why PM & this class?
Syllabus overview including Learning Outcomes
Blackboard Discussions, Assignments and due dates
Ground Rules Classes start on time, no texting, phone calls, etc.
No extra credit available
Plagiarism/Cheating
Withdrawal Policy go to MY NEU
Chet Lang (Student success team, project management support, tutoring and
coaching) and Justin Wright, Experiential Network (XN), short mini co-ops.

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 Welcome to PJM6000!
Instructor Michael Madden
15+ years experience as a practicing project manager
9+ years as a PMP
MBA and BS in Business Administration (major: Accounting)
Project management experience: 5+ years in the Healthcare industry and
10+ years in the financial services industry. Managed multiple mid-large
scale projects of all sizes including application development, upgrades,
websites and financial applications
PMI Mass Bay Chapter AVP Academic Outreach Program
Co-founder of Boston Noontime and North Shore Roundtables

Student Introductions
Please introduce yourself on Blackboard > Discussion Board > Introduce
Yourself!

*PMP is a registered mark of the Project Management Institute, Inc.

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 Welcome to PJM6000!
PJM 6000 Project Management Practices!
Designed to provide students with a deeper understanding of
project management processes as practiced across-industries.
Based on the PMBOK Guide fifth edition
Introduction to the processes, tools and techniques to initiate,
plan, execute, monitor and control, and close a project.
Pre-requisites
PJM5900: Project Management Practices or
2 - 3 years of project management experience
Experience with MS Project or be ready to learn it on your own
Review contract and complete the academic honesty assignment
Activate your free Blackboard IM account
All assignments MUST be submitted via Blackboard
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 Learning Objectives
Explain the role of projects and project
management in modern organizations
Define project and project management
Differentiate between project work and business
as usual
Identify a projects constraints
Define the scope of a project
Differentiate between project, program and a
portfolio
Define a project life cycle
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 What is a Project?
A temporary endeavor undertaken to create a unique
product, service, or result (PMI, 2013).

Major Characteristics:
An established objective.
A defined life span with a beginning and an end.
Usually, the involvement of several departments and professionals.
Typically, doing something that has never been done before.
Specific time, cost and performance requirements.
(Project Management, The Managerial Process, Erik W. Larson,
Clifford F. Gray, sixth edition, page seven).
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Key Attributes of a Project
Projects are temporary
Stop once the deliverable is produced

Projects are unique

Produce a unique deliverable: A wedding; The Olympic
game; An insurance marketplace (e.g., Healthcare.gov).

Projects produce a deliverable:

Tangible or intangible

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More Project Attributes
cross-functional (require resources from various
functions or business units)
should have a primary sponsor and/or customer
involve risk and uncertainty
have a budget
have a schedule
require measures of performance
involve conflicts

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Why do projects exist?
Organizations need to
Translate strategies in market terms
Innovate to maintain a competitive advantage
Achieve a social goal
Change the status quo

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How do we meet these objectives?
We need:
A Discipline and structured approach
Collaboration across organization (s)
Collaboration across functions
Collaboration across political and social sectors
Team work
Effective tools and techniques to link long-terms
objectives with business operations.

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How do we meet these objectives?
We need:
A Discipline and structured approach
Collaboration across organization (s)
Collaboration across functions
Collaboration across political and social sectors
Team work
Effective tools and techniques to link long-terms
objectives with business operations.

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 What is Project Management?
A team-based management methodology
for accomplishing a specific task or project
that has a finite beginning and end
(Kreitner, 2007).
A structured approach to help individuals
and organizations do the right things at the
right time in order to meet a planned goal or
objective (Meredith & Mantel, 2009).
The application of knowledge, skills, tools
and techniques to project activities to meet
project requirements (PMI, 2013).
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 PMBOK
A Guide to the Project Management Body of Knowledge
(PMBOK Guide), Fifth edition
Publication of the Project Management Institute (PMI)
Five Project Management Process Groups (Initiating,
Planning, Executing Monitoring & Controlling and
Closing)
Ten Knowledge Areas
47 Project Management processes

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 Purpose of PMBOK
Acceptance of Project management as a profession
Application of knowledge, processes, skills, tools, and
techniques can have a significant impact on project
success.
The PMBOK Guide identifies that subset of the project
management body of knowledge that is generally recognized
as good practice.
Generally recognized means the knowledge and practices
described are applicable to most projects most of the
time..
PMBOK Guide, Fifth Edition, Page two
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 Portfolios, Programs and Projects
Portfolios refer to a collection of projects, programs,
sub-portfolios and operations managed as a group to
achieve strategic objectives.
Programs are grouped within a portfolio and are comprised
of subprograms, projects or other work
Portfolio Program Project(s)

PMBOK Guide, Fifth Edition, page 4

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Groups of Projects
 Operations vs. Project
Routine, Repetitive
Work
Daily recording of sales
receipts into the accounting
ledger
Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an
Apple iPod
Unique endeavours
Developing an accounting
software
Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
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 Project Management Environment

AdaptedfromthePMBOK,fifthedition.
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 Variables for success

Quality Risk

Co
e

st
Tim

Resources

Scope/Performance
AdaptedfromthePMBOK,fifthedition.
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Role of the Project Manager
Negotiating For Resources
Holding the Project Kickoff Meeting
Establishing The Projects Policies and
Procedures
Laying Out The Project Workflow And Plan
Establishing Performance Targets
Obtaining Funding
Executing The Plan
Encouraging The Team To Focus on Deadlines
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Role of the Project Manager
Monitoring Progress
Evaluating Performance
Develop Contingency Plans
Briefing The Project Sponsor
Briefing The Team
Briefing The Customer
Closing Out The Project
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 What skills do PMs need?

Project Management
Body of Knowledge

PMBOK Guide (5th. Ed.)

Knowledge of
Interpersonal the application
Skills area

Understanding
General Mgt. The project
Skills Environment
AdaptedfromthePMBOK,fifthedition.
Project Management Office (PMO)
A department that oversees project delivery,
processes and methodologies
Provides project management support and also
provides project management expertise
The can be supportive, controlling or
directive.

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Stakeholders and Project governance
A stakeholder is an individual, group, or
organization who may affect, be affected by, or
perceive itself to be affected by a decision, activity,
or outcome of a project.
Project governance the alignment of the project
with stakeholders needs or objectives is critical
to the successful management of stakeholder
engagement and the achievement of
organizational objectives..

PMBOK Guide, Fifth Edition

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Stakeholders
Sponsor
Customer
IT department
Marketing department
Citizens
Potentially anybody !

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 Project Integration Management

Integration
Requirements &
Management
Resources
Capital
Materials Products
Equipment Integrated Services Outputs
Inputs Processes
Facilities Profits
Information
Personnel

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 Project Management Process Groups

PMBOK organizes the 47 Project

Management processes into 5 major
Process Groups:

Initiating Process Group

Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group

AdaptedfromthePMBOK,fifthedition. 27
 Project Management Process Groups
Initiating Processes
Defines new project or phase; authorizes
Planning Processes
Establish scope; refine objectives; defines how to do
project
Executing Processes
Do the work that was planned
Monitoring & Controlling Processes
Track, review, regulate performance; identify
changes
Closing Processes
Finalize all activities
AdaptedfromthePMBOK,fifthedition.
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 Project life Cycle
A project lifecycle is the series of phases that a
project passes through from its initiation to its
closure.
Predictive lifecycle the product and
deliverables are defined at the beginning of the
project and any changes to scope are carefully
managed.
Adaptive lifecycle The product is developed
over multiple iterations and detailed scope is
defined for each iteration only as the iteration
begins.
AdaptedfromthePMBOK,fifthedition.
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 Project Life Cycle
Define Design Fabricate Design Integration
Requirement / Code Test / Test Delivery
s

Level of
Process
Interaction

Start Finish
TIME Initiate
Plan
Execute
Monitor and Control
Close
Development Life Cycle
A project moves through a predictable life cycle;
each phase or activity calls for different managerial

Initiate
Initiate
Plan
DEFINITION
DEFINITION
Design
PLANNING
PLANNING
Build
IMPLEMENTATION
IMPLEMENTATION
COMPLETION
Test/Train
COMPLETION
?
Go_live
PRODUCTMAINTENANCE
PRODUCTMAINTENANCE
How are Projects Chosen?

Overall Org Needs Receive

Compliance Proposals Project
Strategic & Select Charter
Operational Written

RFP &
Selection
Criteria PM
Prioritize
Assigned
Needs
Defining the Project
Define project scope
Establish project priorities
Create the WBS
Integrate WBS with the organization resources
Code the WBS
 Project Scope
Final deliverable or service provided by the
project
Use SMART objectives
Specific: A goal is precise, not vague.
Measurable: A goal can be measured whether it has
been achieved or not.
Achievable: The goal is attainable as oppose to some
pie-in-the-sky nonsense.
Realistic: The goal actually makes sense and is related
to the project objectives.
Time-bound: The goal has a time frame .
Project Scope Checklist
Project objective What? When? How Much?

Deliverables
Milestones
Technical requirements
Limits and exclusions
Reviews with customer
Preserve Your Project Scope?
Scope Creep

Gold Plating
Step 2: Establish Project Priorities
Time Performance Cost

Constrain

Enhance

Accept
 References
1. Kerzner, H. (2013). Project management: A systems approach to
planning, scheduling, and controlling (11th ed.). Hoboken, NJ: John Wiley
& Sons, Inc. ISBN: 9781118022276
2. Larson, E. & Gray, C. (2013). Project Management: The Managerial
Process with MS Project , 6th edition, New York, NY: McGraw-Hill/Irwin
ISBN: 9781259186400
3. Meredith, J.R. & Mantel, S.J. (2011). Project Management: A Managerial
Approach, Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9780470533024
4. Project Management Institute (2013). A Guide to the Project Management
Body of Knowledge, 5th edition. ISBN: 9781935589679)
5. Photo credits: http://freestockphotos.com/

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