Thursday, June 16, 2011

Chapter 2 Review

Chapter 2: Foundation Principles of Project Management
  • How is a project defined?
    • Has a beginning and an end
    • Produces a unique product
    • Contrasts with ongoing operations
  • Challenges that face project managers
    • Personnel
    • Estimating
    • Authority
    • Controls
  • Project management is industry-independent, project managers are not. PMs require skills in three areas:
    • Project management
    • Business management
    • Technical
  • A successful project is delivered:
    • On-time, according to schedule
    • On budget, meeting forecast cost estimates
    • With high-quality as defined by scope and performance
  • Cost-Schedule-Quality Equilibrium
  • Manage expectations by:
    • Setting realistic expectations
    • Managing expectations throughout the project
    • Delivering the promised product, on time and within budget
  • Project management functions
    • Project definition
    • Project planning
    • Project control (progress measurement, communication, corrective action)
  • Project Life Cycle (how to manage the work)
    • Define
    • Plan
    • Execute
    • Close out
  • Product Life Cycle (work required to create a product)
    • Requirements
    • Design
    • Construct
    • Operate
  • Organizational models
    • Function-driven
    • Matrix organizations
    • Project-oriented organizations
      • Projectized firms
      • Programs
      • Product-oriented organizations
    • Five issues of project management affected by organizational structure
      • Authority
      • Communication
      • Priority
      • Focus
      • Chain of command
For me, the lesson of managing project expectations, the need for project managers to have technical skills in their industry, and the difference between the project life cycle and the product life cycle were the most significant concepts of this chapter. Although the book has address project management at a fairly high level thus far to set the scene for subsequent chapters, the concepts and perspectives it presents match my experience. 

    Chapter 1 Review

    From The Fast Forward MBA in Project Management, Third Edition by Eric Verzuh

    Chapter 1: Project Management Is the New Critical Leadership Skill

    • Project management is a strategic strength. It has absolutely been true in my career that leading projects and turning a vision into tangible products, services and outcomes has made me stand out. It is a discipline that can be learned and a skill set so portable that it can be applied universally.
    • Art and Science of Project Leadership: Five Project Success Skills
      • Agreement among the project team, customers and management on the goals of the project
      • A plan that shows an overall path and clear responsibilities and that can be used to measure progress during the project
      • Constant, effective communication among everyone involved in the project
      • A controlled scope
      • Management support
    Having worked in an organization where organizational change was a constant and project managers were at the core of organizational effectiveness. The five project success skills resonate deeply with my experience. I can think of examples of projects which, lacking just one of the five factors above, have spun horribly out of control.
    Each of these applies to my project, however the plan and communication seem to me to be the most relevant to the accreditation process as management support, a well-defined (controlled) scope and a high degree of agreement already exist in this case.

      Project Proposal

      PROJECT GOAL:
      To achieve accredited status for an unnamed university's MBA program by the end of 2012, at a cost less than might otherwise be paid to an educational consultant by understanding, planning, coordinating and communicating the process, documentation and events necessary to successfully complete the application process.

      DEFINITION OF OPPORTUNITY:
      Although non-accredited universities do operate successfully, it is difficult to recruit students and foster a thriving intellectual community without some means of externally validating the quality of the program. As the university in question is a fairly new institution, it is still in the process of publicly establishing itself as the center for leadership, learning and innovation that it wishes to become. At the same time, as with any business, it is vital that the university generate the revenue necessary to maintain its operations. As education is our business, this translates to enrollment. As it competes with many other high-quality institutions of higher learning in the Bay Area, it is important that we demonstrate that an education from this university is at least on par with our peer institutions as we further differentiate ourselves from our competitors. This challenge can be measured in terms of our enrollment to capacity ratio, the number of admissions applications and the number and nature of inquiries about this university from prospective students.

      PROPOSED SOLUTION:
      By achieving accreditation from a well-known and respected body such as an accrediting agency, the university can publicly validate the high-quality of its degree programs which will both place it on par with other accredited institutions and open the door to many potential applicants who may be too risk averse to attend an pre-accredited institution.
      Accreditation will also afford the university such benefits as the ability to allow students to use state and federal grant, scholarship and loan programs to help fund their education, and to issue I-20 visas to international students who wish to study at the university thereby further broadening access to a quality  education.  Accreditation also affords such benefits as freeway signage and the right to use a “.edu” web address, which will help with school visibility and recruitment.

      PROJECT SELECTION AND CRITERIA RANKING:
      Accreditation is a goal that is whole-heartedly embraced by the university’s administration and facilitates their compliance, efficiency and revenue-oriented strategic goals. Although it is important to achieve accreditation as quickly as possible, the university wishes to thoroughly and methodically address the requirements and wherever possible use the accreditation process to enhance the operations and effectiveness of the organization as a whole.

      QUALITATIVE COST-BENEFIT ANALYSIS:
      Tangible benefits include an anticipated increase in enrollment and the ability to accept financial aid. Intangible benefits include an enhancement of the university’s reputation and visibility. Required resources include a significant amount of labor to research, plan, collect, organize and document information about the organization's operations; and the accrediting agency's application fee and site visit expenses.
      The financial return from accreditation will not be realized immediately; however, accreditation is essential for the university to meet its goal of becoming a global leader in innovative, flexible, industry-focused management and technology education programs.

      BUSINESS REQUIREMENTS:
      The project will be judged successful when the accrediting agency accredits the university’s MBA program; when students can use government financial aid to fund their CALMAT education; when international students are able to pursue their education at the university using I-20 visas sponsored by the university iteself; and when the university's alumni have their degrees grandfathered into accredited status.

      SCOPE:
      Understanding all the requirements of the accreditation process is essential to success, training and information gathering will be the vital first step. As these requirements are individually pursued, we may expect some degree of policy and process changes. Throughout this 18-month process, communication, organization will be essential.

      OBSTACLES AND RISKS:
      There is a risk that the university will not enroll and graduate enough students in the pre-accreditation phase to meet the accreditation requirements. Although much planning has been done to set and meet enrollment targets there is always a risk that they may not be met in the anticipated timeframe. One obstacle is that no one at the university has experienced the accreditation process as an applicant – the process is new to everyone involved – though we do have advisors who have experience as part of the accrediting body.
      Staff turnover of essential employees is also a risk during this process. Although the university's management team is a dedicated group, there is always a chance that an unforeseen situation may result in staffing changes and a corresponding loss of experience and knowledge.

      SCHEDULE OVERVIEW:
      Meetings and training have already begun for key stakeholders and participants in the process. Preparation of documentation will begin in earnest in July 2011. The full accreditation process including the site visit and response to the university’s application is expected to take until the end of 2012 with numerous deadlines and benchmarks leading up to that point.

      SMART GOAL REVIEW:
      With regard to “SMART” criteria, this goal of this project is specific in outcome, timeframe and cost. Each of these elements are measurable, realistic and more or less agreed upon (explicit agreement will come as stakeholders ratify the statement of work, responsibility matrix and communications plan).

      Monday, June 6, 2011

      Charter Post

      Greetings! My name Jamie and I'm writing this blog as part of my master studies at the California University of Management and Technology (CALMAT) in San Jose, CA. This blog has been specifically created as a venue to explore the topic of Project Management. Despite working in project management -- of one form or another -- for ten years, this is my first formal instruction on the topic. I'm currently working as Director of Marketing and Strategic Communication for a local university, as well as trying to launch a startup solar manufacturing company (we need preformulation seed money).
       While I don't technically need to take this class for my degree (Computer Science and Information Technology), I believe there is a great benefit to be gained from learning the project management skills set and the language of projects. I'm looking forward to refining my project management skills, learning from and discussing the project management experiences of my classmates, and generally helping to build and participate in what I hope will be a supportive and enduring community of  project management professionals. I'm also considering using this course a springboard to PMP certification through the Project Management Institute.

      To get this ball rolling on this blog, I've started with a few amusing cartoon examples of project SNAFUs. Enjoy!