Project Management For Senior Executives

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 Project Management Services , Inc.

Services de Gestion de Projects , 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
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
5. Project Management Office (PMO)
6. Project Management Competency Development (PMCD) Framework
7. Organizational Project Management Maturity Model (OPM3) Overview
Closing Comments & Discussions

References
Quality/Scope
NDV Project Management Services, Inc.

1610 Rigaud
2
Tel.: (450) 672-2693
Canada
Cost Time
1. Project Management
Overview
Quality/Scope

1610 Rigaud
3
Tel.: (450) 672-2693
Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud
7
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
8
Tel.: (450) 672-2693
Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
Cost Time
AREAS OF EXPERTISE NEEDED BY THE PROJECT TEAM
Quality/Scope

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud Tel.: (450) 672-2693

Canada
Cost Time
INTERPERSONAL SKILLS
 Leadership
 Team building
 Motivation
 Communication
 Influencing
 Decision making
 Negotiation
 Political and cultural awareness
Quality/Scope

1610 Rigaud Tel.: (450) 672-2693

Canada
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

1610 Rigaud
17
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
18
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
19
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
20
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
21
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
23
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
24
Tel.: (450) 672-2693
Canada
Cost Time
Project Management Objectives
Quality/Scope
Quality/Scope
Management
Optimum Risk
Management
Cost Schedule
Balance Management
Management
Cost Time
Quality/Scope

1610 Rigaud
25
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
27
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
28
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
29
Tel.: (450) 672-2693
Canada
Cost Time
PLANNING / CONTROL CYCLE IN PROJECT MANAGEMENT
Quality/Scope

1610 Rigaud
30
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
31
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
32
Tel.: (450) 672-2693
Canada
Cost Time
 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

1610 Rigaud
33
Tel.: (450) 672-2693
Canada
Cost Time
 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

1610 Rigaud
34
Tel.: (450) 672-2693
Canada
Cost Time
 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

1610 Rigaud
35
Tel.: (450) 672-2693
Canada
Cost Time
 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

1610 Rigaud
36
Tel.: (450) 672-2693
Canada
Cost Time
Embryonic Executive Line Management Growth Phase Maturity
Phase Management Acceptance Phase Phase
Acceptance Phase
2. PROJECT MANAGEMENT
THE EXECUTIVE’S ROLES
Quality/Scope

1610 Rigaud
38
Tel.: (450) 672-2693
Canada
Cost Time
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

1610 Rigaud
39
Tel.: (450) 672-2693
Canada
Cost Time
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

1610 Rigaud
40
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
44
Tel.: (450) 672-2693
Canada
Cost Time
PMBOK’s Nine (9) Project Management
Knowledge Areas
 Integration
 Scope  Quality
 Time  Risk
 Cost  Human Resources
 Communications
 Procurement
Quality/Scope

1610 Rigaud
45
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
47
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
48
Tel.: (450) 672-2693
Canada
Cost Time
PROJECT MANAGEMENT PROCESS GROUPS AND KNOWLEDGE AREAS MAPPING
Project Management Process Groups

KNOWLEDGE
AREAS Monitoring & Controlling
Initiating Process Group Planning Process Group Executing Process Group Closing Process Group
Process Group
4. Project Integration 4.1 Develop Project Charter 4.2 Develop Project 4.3 Direct and Manage 4.4 Monitor and Control 4.6 Close Project Or Phase
Management Management Plan Project Execution Project Work
4.5 Perform Integrated
Change Control
5. Project Scope 5.1 Collect Requirements 5.4 Verify Scope

Management 5.2 Define Scope 5.5 Control 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 Schedule
7. Project Cost 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 Control
Management Assurance
9. Project Human 9.1 Develop Human 9.2 Acquire Project Team

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

1610 Rigaud
50
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
51
Tel.: (450) 672-2693
Canada
Cost Time
PROJECT MANAGEMENT PHASE INTERACTIONS
• Project Statement of Work
• Business Case
• Contract
Project Initiator
or Sponsor Initiating
Process Group • Procurement
Documents
• Stakeholder
Register
• Stakeholder • Project Charter
• Organizational Management
Process Assets Strategy
• Enterprise
Environmental
Factors Planning
Process Group
Monitor and
Enterprise/ Controlling
Organization Project • Project Management Plan Process
• Teaming
Agreements Documents Group
• Resource • Make-Or-Buy Decisions
Calendars • Source Selection Criteria
Customer Executing Process

• Requirements Group
• Approved change Requests
• Final Product, • Quality Control Measurements
Service or Result • Performance Reports
• Seller
Proposals • Procurement
• Deliverables
Contract Award
• Change Requests
Sellers
• Work Performance Information
• Selected Sellers
Closing Process
Group
• Accepted Deliverables
• Procurement Documentation
Quality/Scope
PMBOK® Guide-Fourth Edition ©2008 NDV Project Management Services , Inc.

Project Management Institute (PMI)
1610 Rigaud Tel.: (450) 672-2693
PA USA Brossard, (Québec) J4X 2H5 Fax: (450) 672-7922
Canada
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

1610 Rigaud
53
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
54
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
55
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
56
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
57
Tel.: (450) 672-2693
Canada
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 & Costs Budgets
Budgets
Finalization Approval
Allocation
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

1610 Rigaud
59
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
60
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
61
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
62
Tel.: (450) 672-2693
Brossard, (Québec) J4X 2H5
December 8, 2021 Canada
Fax: (450) 672-7922
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

1610 Rigaud
63
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
64
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
65
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
66
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
67
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
68
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
69
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
70
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
71
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
72
Tel.: (450) 672-2693
Canada
Cost Time
5. PROJECT MANAGEMENT OFFICE (PMO)
Quality/Scope

1610 Rigaud
73
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
74
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
75
Tel.: (450) 672-2693
Canada
Cost Time
6. PROJECT MANAGEMENT COMPETENCY
DEVELOPMENT (PMCD) FRAMEWORK
Quality/Scope

1610 Rigaud
76
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
77
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
78
Tel.: (450) 672-2693
Canada
Cost Time
7. OPM3
Quality/Scope

1610 Rigaud
79
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
80
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
81
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
82
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
85
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
87
Tel.: (450) 672-2693
Canada
Cost Time
EXERCISES & VIDEO PRESENTATION
 Exercise # 1: Are you a Manager or a Leader?
 Video: Project Management: Putting Methods in Your Madness
Quality/Scope

1610 Rigaud
88
Tel.: (450) 672-2693
Canada
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

1610 Rigaud
89
Tel.: (450) 672-2693
Canada
Cost Time

Project Management For Senior Executives

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Management For Senior Executives

Uploaded by

Copyright:

Available Formats

PROJECT MANAGEMENT FOR SENIOR

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

NDV Project Management Services , Inc.

1610 Rigaud Tel.: (450) 672-2693

Closing Comments & Discussions

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

- Establishment of the US based Project Management Institute

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

- Extensive utilization of personal computer in project management

- Recognition of the importance of the project management in

- Increasing emphasis on project risk management

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

 1951 – 1985 Traditional Project Management

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

 Performed by people  Performed by people

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

 Application Area Knowledge, Standards and Regulations

 Project Environment Understanding

 General Management Knowledge and Skills

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

Supporting disciplines include: Sales & marketing, procurement,

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

 Political and cultural awareness

NDV Project Management Services, Inc.

1610 Rigaud Tel.: (450) 672-2693

NDV Project Management Services, Inc.

The application of knowledge, skills, tools

NDV Project Management Services, Inc.

 PROGRAM: A group of related projects managed in a

 PORTFOLIO: A collection of projects and/or programs

NDV Project Management Services, Inc.

 PROGRAM MANAGEMENT: The centralized, coordinated

NDV Project Management Services, Inc.

 PORTFOLIO MANAGEMENT: The centralized

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

We can not control what we did not plan

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

Scope/Quality, Cost, Time & Risk

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

NDV Project Management Services, Inc.

DEFINING THE COMPANY OF TURNING IDEAS INTO REALITY

STRATEGIC THINKING PROJECT MANAGMENT