Gerencia Proyectos - Wilson Rodríguez - 2011

GERENCIA DE PROYECTOS
Aspectos Clave y su Aplicacin

Wilson Adiel Rodrguez R.
wilson.rodriguezr@gmail.com
Contenido
Principios Generales GP

Las Comunicaciones

Visin, Alcance y Contratacin

Gestin de Riesgos

Planeacin y Cronogramas

Adquisiciones

Gerencia del Desempeo
Contenido
Principios Generales GP
reas de Conocimiento del PMI

Las Comunicaciones
Gestin de Interesados

Visin, Alcance y Contratacin
La Triple Restriccin
Seleccin de Proyectos

Gestin de Riesgos

Planeacin y Cronogramas
Estructura Detallada de Trabajo (WBS)
Cronograma

Adquisiciones

Gerencia del Desempeo
Ciclo de Vida del Proyecto
Cierre de proyectos
CAPITULO
Datos histricos
Hasta mediados del siglo XX, los proyectos fueron
administrados con mtodos y tcnicas informales. Los
grficos de Gantt eran los de mayor utilidad. A partir de
los aos cincuenta, se comenzaron a utilizar los modelos
matemticos de PERT y CPM que hasta la fecha, es la
base metodolgica utilizada por los gerentes de
proyectos.

En el 1969, se fund el Instituto de Gerencia de
Proyectos mejor conocido como PMI, por sus siglas en
ingls, Project Management Institute. En la actualidad es
la que establece los estndares en toda materia
relacionada a la Gerencia de Proyectos. Su estatuto
propone que todos los proyectos, sin importar su
naturaleza, utilicen las mismas herramientas y bases
metodolgicas.
Definicin Proyecto
Un Proyecto es una tarea innovadora que tiene un
objetivo definido, debiendo ser efectuada en un cierto
perodo, en una zona geogrfica delimitada y para un
grupo de beneficiarios; solucionando de esta manera
problemas especficos o mejorando una situacin

La tarea principal es capacitar a las personas e
instituciones participantes para que ellas puedan
continuar sus labores de forma independiente y resolver
por s mismas los problemas que surjan despus de
concluir la fase de apoyo externo.

Deutsche Gessellschaft fr Technische Zusammenarbeit, GTZ, Gmbh.
La Triple Restriccin
http://www.pmi.org/
Costo
Tiempo
Alcance
Calidad
Riesgos
Recursos
Visin Integrada de un Proyecto
Visin Integrada de los elementos de un proyecto, Penagos 2009
Activos del
Proyecto
Beneficiarios
/
Usuario Final
Patrocinadores
/
Financiadores
Procesos PMBOK
http://www.pmi.org/
Iniciacin
Planeacin
Ejecucin
Cierre
Insumos
Entregables
Registros
Fase I: Iniciacin
Identificacin de NECESIDADES y OPORTUNIDADES

Negociacin con expertos clave en la organizacin

Participacin y compromiso de reas clave de la
organizacin y formacin de equipos de trabajo para
formular el proyecto

Identificacin y participacin de expertos

Establecimiento de los objetivos del proyecto y
estimacin del presupuesto

Fase II: Planeacin
Resumen del proyecto

Programacin del proyecto

Plan Organizacional

Especificaciones del producto final

Aprobacin del Presupuesto

Vinculacin del Personal

Fase III: Ejecucin
Coordinacin actividades

Evaluacin de inversiones

Evaluacin y seguimiento del progreso del proyecto

Estimulacin y motivacin del equipo humano

Administracin de la interfaz del proyecto

Administracin de CONFLICTOS en el proyecto
Fase IV: Cierre
Identificar extensiones del proyecto

Reasignar el personal del equipo del proyecto

Obtener aceptacin formal de los resultados del proyecto
por parte del financiador beneficiario cliente

Evaluacin posterior al cierre lecciones aprendidas
Project Life-Cycle - Closing
There are four important aspects to closing your project:

1. Final Performance Evaluation: Measuring how the
project performed in terms of its deliverables,
schedule, and budget.
2. Documentation: The collection and storage of project
records for use by future project teams.
3. Lessons Learned: Detailing what was learned from
the project. Team members should identify
successes, mistakes, and things that could have
been done better.
4. Celebration: Thanking all of those who helped with
the project and formally recognizing the impact of the
project on the organization.

Ciclo de un Proyecto
Fuente: Gmez Galn y Sainz Ollero, 1999
Module 10: The Project Life Cycle
The Project Life Cycle
General Form of a Project Life Cycle
Phase 1 Phase 2 Phase 3 Phase... Phase "n"
Project
Project Life Cycles Are Like Snowflakes!
Simple Three-Phase Project Life Cycle
Initiation Execution Close-Out
Project
Nine-Phase Project Life Cycle
Formulate Concept Evaluate Concept Verify Scope Design Construct Deploy Maintain Close
Project
Our Project Life Cycle
Project Life Cycle Used in this Workshop
Initiation Definition Planning Implementation Closure
Project
Phase Purpose
Initiation Introduce project to attain approval and create project
charter
Definition Document project scope, deliverables, and methods for
containing scope.
Planning Create plan documenting the activities required to
complete the project, along with sequence of activities,
resources assigned to the activities, and resulting
schedule and budgets.
Implementation Execute and manage the plan, using artifacts created in
the planning phase.
Closure Formally review the project, including lessons learned and
turnover of project documentation.
Continuous Improvement
Initiation Definition Planning Implementation Closure
Project
Lessons
Learned
Project Cycle Management (PCM)
PCM
Is a methodology for the preparation, implementation
and evaluation of projects based on the principles of
the logical framework approach

It describes management activities and decision-
making procedures used during the life cycle of a
project (key tasks, roles and responsibilities, key
documents and decision options)
Is useful in designing, implementing and
monitoring a plan or a project
A clear concise visual presentation of all the key
components of a plan and a basis for monitoring
It clarifies:
How the project will work
What it is going to achieve
What factors relate to its success
How progress will be measured
Project cycle management (PCM)
Programming
Implementation Formulation
Evaluation Identification
Financing
decision
Financin
g
decision
The project cycle
The three PCM principles
Decision making criteria defined at each phase

The phases in the cycle are progressive

Project identification part of structured
feedback
PCM requires the active participation of key
stakeholders and aims to promote local
ownership

PCM incorporates key assessment criteria
into each stage of the project cycle

PCM requires the production of good quality
key documents in each phase to support
decision making
PCM is result based
PCM helps to ensure that
Projects are part of the country policy
objectives
Projects are relevant to the real problems of
target groups / beneficiaries
Clearly identified stakeholders (primary target groups
and final beneficiaries)
Projects are feasible (objectives are realistic)
Clearly defined coordination, management, financing
arrangements, monitoring and evaluation
Benefits generated by projects are likely to be
sustainable
PCM tools
The logical framework approach

Quality assessment criteria

Institutional capacity assessment

Economic and financial analysis

Promoting participatory approaches
A project
What is a project

Defined start and end, specific scope, cost and duration

A temporary endeavor undertaken to create a unique
product, service or result

A series of activities aimed at bringing about clearly
specified objectives within a defined time period and with a
defined budget
(EU Aid delivery methods)
Benefits of project management
Project management was developed to save
time by properly planning a project and
considering all relevant factors which may
affect its outcome

The benefits have been proven - it saves
time and money - and generates a more
successful outcome . if guidelines are
followed
How does project management
benefit you?
You will have goal clarity and measurement
Your resources will be coordinated
Your risks will be identified and managed
You will increase the possibilities of time savings
You will increase the possibilities of cost savings
You will increase the possibilities of achieving the
agreed outcome
You will increase the possibilities to deliver projects
successfully
The Triple Constraint
OR, IN
PLAIN
ENGLISH
Fast Cheap
Good
Cost
Quality/Scope
Time
Triple Constraint Trade-Offs
Cost
Quality/Scope
Constraint
Change
Shorter Time Higher Cost Reduced Quality or Narrowed
Scope
Reduced Cost More Time Reduced Quality or Narrowed
Scope
Higher Quality or
Increased Scope
More Time Higher Cost
Required Adjustment Alternatives (One or
Combination of Both)
Triple Constraint: Setting Priorities
Constraint 1 2 3 Measurement
Time
Cost
Quality/Scope
Priority Matrix
Must be set by customer and sponsor near startup.
May change over time, but a change is a significant event!
If these are the established priorities and measurements, what are
some of the implications for the project if the project starts running late
or shows signs of exceeding budget?
Time
X
Building must be completed by
October 31 of this year to
accommodate corporate move.
Cost
X
Costs for the project must not
exceed $22.5 million.
Quality/Scope
X
Must provide workspace for 120 call
center staff.
Example of a Completed Priority Matrix for a Construction Project
How Projects Come to Be
Project selection can be a difficult process,
especially when there are a large number of
potential projects competing for scarce dollars.
Some selection methods are highly intuitive; others
try to add rigor through more scientific selection
processes.
Sacred Cows and Pressing Needs
Sacred Cow selectionSenior Management wants it!
(it may often turn out well; many visionary projects
start here)
Business opportunity (make more $$$)
Savings potential (save $$$)
Keeping up with competition (example, many e-commerce
projects were in response to competitors initiatives)
Risk management (examples: disaster recovery initiatives, Y2K)
Government or regulatory requirements
URGENT!!!
First Selection Criterion
Sanity Check: Does the project fit in with the stated goals of the
organization?

Which of the following meet this criterion? Why or why not?
O An environmental group proposes a project to raise money by selling
aerosol cans of a powerful new pesticide.
O A video store chain proposes to develop a web site for ordering and
distributing videos.
O A bank offers a free rifle to anyone opening a new savings account.
O A restaurant equipment manufacturer decides to introduce a line of
high-end refrigerators for the consumer market.
Selection Tools

Numeric Method Description
Payback Period Determines how quickly a project
recoups its costs
Net Present Value Estimates the current worth of
anticipated cash flows resulting from
the project
Unweighted Selection Scores multiple projects against a set
of selection criteria, with all criteria
being equal
Weighted Selection Scores multiple projects against a set
of selection criteria, with each
criterion assigned a numeric weight
Pairwise Priorities Rank ordering a number of candidate
projects by systematically comparing
one with each of the others
Weighted Criteria
Item
Criteria
Total: 0 Total: 0 Total: 0 Total: 0 Total: 0
0 0 0
0 0 0 0 0
0 0
0 0 0
0 0 0 0 0
0 0
0 0 0
W
e
i
g
h
t
0 0
Weighted Criteria (example, using scale of 1-5)
Item
Criteria
4 5 3
2 3 5
5 4 2
4 4 5
Good ROI 3
12 15 9 0 0
W
e
i
g
h
t
Project A Project B Project C
CEO Likes It 5
10 15 25 0 0
Provide
Better
Service
4
20 16 8 0 0
Match New
Initiatives of
Competition
3
12 12 15 0 0
0 0 0 0 0
Our Winner!!
(hmmmm)
Unweighted Criteria (example, using scale of 1-5)
Item
Criteria
Good ROI
4 5 3 0 0
Project A Project B Project C
CEO Likes It
2 3 5 0 0
Provide Better
Service
5 4 2 0 0
Match New
Initiatives of
Competition
4 4 5 0 0
0 0 0 0 0
Our Winner!!
(Still! So the boss
was right..)
Forced Pair Comparisons for Priorities
Allows individuals or groups to rank order lists of candidate
projects (or anything, for that matter!)
Simple
Works well for fewer than 20 items
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
1 2 3 4 5 6 7 8 9 10
Item Scores
How to Use Forced Pair Comparisons
Generate list of items.
For project selection, this will be the list of candidate projects.
Number the items for identification purposes.
Use the grid to compare each item with the other items on the list,
circling the item that is the more preferred of the two. (You must
make a choice for each pair!)
Count the number of times each item was circled and enter its score
on the bottom line of the grid.
Rank order the list using the scores you have derived. The item with
the highest score is #1. The item with the second-highest score is #2.
(In case of a tie, you may either do a mini-grid for the tied items, or
refer to your original preference when you were circling the items in
the grid above.)
Use less than a full grid for fewer than 10 items; expand grid for more
items.
Example:
1. Middlemarch
2. Ulysses
3. Remembrance of Things Past
4. War and Peace
5. Moby Dick
6. Anna Karenina
7. Pride and Prejudice

Seven Books I Have Always Wanted to Read and Havent
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
1 2 3 4 5 6 7 8 9 10
2 5 1 4 2 1 6
Item Scores
Example (continued):
*
*
* Break ties. In this case, #1 and #6 as well as #3 and #6 were tied.
Ties were broken merely by referring to previous choice made in
the grid.
How to Use Forced-Pair Comparisons
Example (concluded):
1. Pride and Prejudice
2. Ulysses
3. War and Peace
4. Middlemarch
5. Moby Dick
6. Remembrance of Things Past
7. Anna Karenina
Ranked List of the Seven Books I Have Always Wanted to Read and Havent
1 -- 2
1 -- 3 2 -- 3
1 -- 4 2 -- 4 3 -- 4
1 -- 5 2 -- 5 3 -- 5 4 -- 5
1 -- 6 2 -- 6 3 -- 6 4 -- 6 5 -- 6
1 -- 7 2 -- 7 3 -- 7 4 -- 7 5 -- 7 6 -- 7
1 -- 8 2 -- 8 3 -- 8 4 -- 8 5 -- 8 6 -- 8 7 -- 8
1 -- 9 2 -- 9 3 -- 9 4 -- 9 5 -- 9 6 -- 9 7 -- 9 8 -- 9
1 -- 10 2 -- 10 3 -- 10 4 -- 10 5 -- 10 6 -- 10 7 -- 10 8 -- 10 9 -- 10
1 2 3 4 5 6 7 8 9 10
Item Scores
Practice Placing Priorities on a Short List
Improved quality
Decision-making routes and processes are clearly
defined
Deadlines, costs and resources are controlled
systematically
All processes in the project management activity chain
are coordinated to ensure they remain in harmony with
one another
The result will help you to get:
more speed
greater flexibility
improved quality
What project management helps
you to achieve
Plan tasks in project
Avoid dependencies problems
Reduce risks
Track progress accurately
Organize project process and timeline
Improve stakeholder - staff communication
Improve management of stakeholders
expectations
Complete within budget and on time
Project success factors
Stakeholder involvement
Executive management support
Clear statement of requirements
Proper planning
Realistic expectations
Smaller project milestones
Competent staff
Ownership
Clear vision and objectives
Hard working and focused staff
Identification of Project Stakeholders

Project stakeholders are individuals and
organizations who are actively involved in the
project, or whose interests may be positively or
negatively affected as a result of project execution
or successful project completion.
Project Management Institute

Effective stakeholder management is critical to
project success! When identifying project
stakeholders, consider who contributes resources
to the project, who is impacted by the project and /
or its outcomes, and who will benefit from the final
product of the project.

El EML es una metodologa para formulacin, ejecucin y
seguimiento de proyectos y las diferentes
herramientas que la integran se pueden aplicar
aisladamente para optimizar resultados en otras fases
de los proyectos.

El PMP recopila las mejores prcticas en diferentes reas
de conocimiento (9) que deben tenerse en cuenta a lo
largo del ciclo de vida del proyecto, se especializa en
actividades de PLANEACIN (no es una
metodologa).

Tanto el EML como PMP resultan complementarios (no
excluyentes) para la formulacin, ejecucin y
seguimiento a los proyectos.
Generalidades EML y PMP
Origen Enfoque Marco Lgico
El marco lgico fue creado en 1969 por la firma consultora Practical
Concepts Inc., por Leon Rossenberg y Lawrence Posner, bajo
contrato con la Agencia para el Desarrollo Internacional de los
Estados Unidos (USAID).

El marco lgico fue creado para mejorar la calidad de las inversiones
sociales, superando los tres problemas que en opinin de sus
creadores eran los principales defectos de los proyectos de
desarrollo:

Planificacin demasiado imprecisa.

Responsabilidad gerencial ambigua.

Evaluacin excesivamente controversial.
Historia Adopcin EML
Luego de la adopcin del marco lgico por parte de la GTZ, bajo su
forma mejorada, llamada ZOPP, lo adoptaron prcticamente todas
las agencias del sistema de las Naciones Unidas (OIT, PNUD, OPS,
OMS, FAO, etc.) y la Unin Europea.

Desde agosto de 1977, tambin el Banco Mundial, el ms grande
financiador de proyectos sociales del mundo, incorpor el enfoque
del marco lgico en los procesos de preparacin, monitoreo y
evaluacin de los proyectos.

Banco Interamericano de Desarrollo BID. El ao 1996, enfrentada ante
una evaluacin institucional a raz de una necesaria reposicin de su
capital social, debi incorporar el enfoque del marco lgico dentro de
los instrumentos de gestin del ciclo de los proyectos.
El Marco Lgico
El marco lgico es el enfoque metodolgico de mayor uso en diseo,
ejecucin y evaluacin de proyectos de desarrollo.

El marco lgico permite un diseo que satisface tres requerimientos
fundamentales de calidad en un proyecto de desarrollo:
Coherencia
Viabilidad
Trazabilidad

Al estudiar el marco lgico, debe establecerse claramente la diferencia
entre el marco lgico como MATRIZ (una tabla de cuatro columnas y
cuatro filas) y el marco lgico como ENFOQUE para la gestin del
ciclo de proyectos
El marco lgico no es difcil de usar, no requiere el uso de
matemticas o de computadoras. Tampoco ofrece
respuestas, pero organiza la informacin de tal manera
que puedan formularse las preguntas apropiadas.

Su uso no se restringe slo a proyectos. Puede ser
aplicado a una variedad de situaciones: Diseo de
planes estratgicos y programas de desarrollo, diseo de
estructuras organizacionales, articulacin de los distintos
niveles de planificacin dentro de una institucin o
articulacin de la actuacin de las distintas entidades de
un sector de la administracin pblica o de un consorcio
de ONGDs, entre otros
El Marco Lgico
Generalidades EML
El marco lgico propone un mtodo para organizar y visualizar la
interaccin de los distintos elementos de un proyecto.

Para este enfoque, los recursos humanos y materiales, expresados
ambos en trminos fsicos o monetarios- constituyen los insumos
bsicos para que funcionen las actividades, que permiten a su vez
obtener ciertos productos.

Estos tres elementos constituyen en rigor el proyecto y estn bajo
control y responsabilidad de la institucin ejecutora.

Los Productos obtenidos (tambin llamados Componentes del
proyecto) tienen un efecto predecible, bajo ciertas condiciones de
entorno, sobre los beneficiarios directos, lo cual es descrito en el
Propsito y, ms ampliamente, en el Fin del proyecto.
Identificacin y priorizacin, sobre la base de un anlisis de los
problemas de la poblacin y sus posibles alternativas de solucin.

Formulacin y evaluacin exante, mediante la especificacin y
estimacin cuantitativa de los beneficios y costos involucrados en un
proyecto.

Planificacin operativa, especificando de modo preciso las
actividades y los recursos necesarios para la ejecucin de un
proyecto.

Monitoreo y evaluacin, sobre la base de un conjunto de indicadores
de desempeo.

Evaluacin ex-post y anlisis del impacto social de un proyecto, a fin
de determinar su contribucin al desarrollo.
Ventajas EML
PMI es una Organizacin internacional sin fines de lucro que asocia a
profesionales relacionados con la Gestin de Proyectos.

En 2011, es la asociacin de gerentes de proyectos ms grande del
mundo integrada por ms de 260.000 miembros en cerca de 170
pases.

Sus principales objetivos son:

Formular estndares profesionales en Gestin de Proyectos,
Generar conocimiento a travs de la investigacin y
Promover la Gestin de Proyectos como profesin a travs de sus
programas de certificacin.

La oficina central se encuentra en la localidad de Newtown Square, en la periferia de la
ciudad de Filadelfia, en Pennsylvania (Estados Unidos).

Resea PMI
http://www.pmi.org/
La Gua del PMBOK, contiene una descripcin general de los
fundamentos de la Gestin de Proyectos reconocidos como buenas
prcticas.

Actualmente en su cuarta edicin, es el nico estndar ANSI para la
gestin de proyectos.

Todos los programas educativos y certificaciones brindadas por el PMI
estn estrechamente relacionadas con el PMBOK.

El PMBOK enumera en nueve las reas de conocimiento necesarias
para la Gestin de Proyectos, y estas a su vez se cruzan con el ciclo
de vida del proyecto.
Qu es el PMBOK
http://www.pmi.org/
Procesos PMBOK (1 de 9)
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
1.1 Desarrollar el
Acta de
Constitucin del
Proyecto
1.5 Supervisar y
Controlar el
Trabajo del
Proyecto
1.2 Desarrollar el
Enunciado del
Alcance del
Proyecto
Preliminar
1.6 Control
Integrado de
Cambios
1. Gestin de la
Integracin del
Proyecto
1.3 Desarrollar el
Plan de Gestin
del Proyecto
1.4 Dirigir y
Gestionar la
Ejecucin del
Proyecto
1.7 Cerrar
Proyecto
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
2.1 Planificacin
del Alcance
2.4 Verificacin
del Alcance
2.2 Definicin del
Alcance
2.5 Control del
Alcance
2.3 Crear EDT
2. Gestin del
Alcance del
Proyecto
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
3.1 Definicin de
las Actividades
3.2
Establecimiento
de la Secuencia de
las Actividades
3.3 Estimacin de
Recursos de las
Actividades
3.4 Estimacin de
la Duracin de las
Actividades
3.5 Desarrollo del
Cronograma
3. Gestin del
Tiempo del
Proyecto
3.6 Control del
Cronograma
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
4.1 Estimacin de
Costes
4.2 Preparacin
del Presupuesto
de Costes
4. Gestin de
los Costes del
Proyecto
4.3 Control de
Costes
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
5. Gestin de la
Calidad del
Proyecto
5.1 Planificacin
de la Calidad
5.2 Realizar
Aseguramiento de
Calidad
5.3 Realizar
Control de
Calidad
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
6.2 Adquirir el
Equipo del
Proyecto
6.3 Desarrollar el
Equipo del
Proyecto
6. Gestin de
los Recursos
Humanos del
Proyecto
6.1 Planificacin
de los Recursos
Humanos
6.4 Gestionar el
Equipo del
Proyecto
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
7.3 Informar el
Rendimiento
7.4 Gestionar a los
interesados
7. Gestin de
las
Comunicaciones
del Proyecto
7.1 Planificacin
de las
Comunicaciones
7.2 Distribucin
de la Informacin
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
8.1 Planificacin
de la Gestin de
Riesgos
8.2 Identificacin
de Riesgos
8.3 Anlisis
Cualitativo de
Riesgos
8.4 Anlisis
Cuantitativo de
Riesgos
8.5 Planificacin
de la Respuesta a
los riesgos
8. Gestin de
los Riesgos del
Proyecto
8.6 Seguimiento y
Control de Riesgos
http://www.pmi.org/
reas de
Conocimiento PMBOK
Grupo de
Procesos de
Iniciacin
Grupo de
Procesos de
Planificacin
Grupo de
Procesos de
Ejecucin
Grupo de
Procesos de
Seguimiento y
Control
Grupo de
Procesos de Cierre
9.1 Planificar las
Compras y
Adquisiciones
9.3 Solicitar
Respuesta de
Vendedores
9.2 Planificar la
Contratacin
9.4 Seleccin de
Vendedores
9. Gestin de
las
Adquisiciones
del Proyecto
9.5
Administracin
del Contrato
9.6 Cierre del
Contrato
PMIs Nine Project Management Knowledge
Areas
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management
#1Project Integration Management
Bringing it All Together:
Building the Project Plan
Project Execution
Integrated Change Control
Project Management Nerve Center
CAPITULO
Utilidad
La Gerencia de Proyectos se utiliza para:
Asegurar que los proyectos se hagan dentro del
presupuesto y recursos disponibles.
Asegurar que los proyectos se hagan dentro del itinerario
planificado.
Mejorar la efectividad en la ejecucin de un proyecto
empresarial.
Utilidad (Cont.)
La Gerencia de proyectos se relaciona con las
actividades administrativas de planificacin,
direccin y control de recursos (personal,
equipo y materiales) para satisfacer los
requerimientos tcnicos, de costo y de tiempo
para completar un proyecto, segn sea
propuesto.

Actividades de la Gerencia de
Proyectos
Planificacin: Objetivos,
recursos, estructura de
divisin de trabajo y
organizacin
Itinerarios, actividades
del proyecto, tiempo de
comienzo y terminacin
del proyecto, redes
Control: Monitorear, comparar,
revisar y tomar accin correctiva
La organizacin de proyectos funciona
mejor cuando

El trabajo puede definirse de forma clara en
cuanto a metas y fecha de
terminacin propuesta.
El trabajo es nico o poco familiar para la
empresa.
El trabajo contiene tareas complejas
interrelacionadas y que requieren destrezas
especializadas.
El proyecto es temporero pero es crtico para
la organizacin.

Componentes de planificacin,
itinerarios y control del proyecto
Antes y durante el Proyecto

Planificacin del proyecto
1. Establecer metas
2. Definir el proyecto
3. Relacionar las necesidades
con las actividades del proyecto
4. Organizar el equipo de trabajo
Itinerarios (schedules) del proyecto
1. Relacionar recursos con
actividades especficas
2. Interrelacionar las actividades unas
con otras
3. Revisin y actualizacin regularmente
Estimados de costo y tiempo
Presupuesto
Diagramas de ingeniera
Grficas de anlisis financiero
Detalles sobre materiales disponibles
CPM/PERT
Gantt charts
Presentaciones grficas
Anlisis financiero
Control del proyecto
1. Monitorear recursos, costos, calidad,
y presupuestos
2. Revisar y cambiar planes si es necesario
3. Hacer cambios para situaciones surgidas
Reportes e informes
de presupuesto
de actividades atrasadas
Antes del proyecto Durante el proyecto
Planificacin del proyecto

Actividades propias de esta
funcin administrativa:
Establecer objetivos
Definicin del proyecto
Creacin de los WBS
Determinacin de los
recursos necesarios para el
proyecto
Formar la organizacin del
proyecto
Organizacin del proyecto

Usualmente se establece una estructura temporera.

Se utiliza personal especializado de la misma empresa u
organizacin.

La dirige el gerente de proyecto quien:
Coordina actividades
Monitorea los itinerarios (schedules)
Controla los costos.

En la organizacin del proyecto se desarrolla una
estructura
permanente llamada matriz de la organizacin.
Vea el ejemplo
1
Module 16: The Project Charter
The Project Charter
The project charter is the projects license to do
business.
It should come from someone outside the project
itself with funding-access, resource-assignment, and
decision-making authority sufficient to support the
project.
This person is usually known as the project sponsor.

Why Have a Project Charter?
Primary purpose: to get approval to proceed with the
project and obtain sufficient approval for resources
to move to the next phase of the project.
Communicate to stakeholders and other interested
parties the mission and objectives of the project.
Communicate to the project team what they are
expected to accomplish.

Project Charter Components*
Project Mission
Project Scope
Project Objectives
Project Assumptions
Project Constraints
Milestones
Project Risks
Stakeholders
Signature Page Granting Authority to Proceed

In some organizations, the project charter is an evolving document.
Many of the components listed will change as the project moves into
the project definition phase.

Your Turn: Starting the Charter
Li st at l east Three SMART Objecti ves.
Project Assumptions
Li st at l east three Project Assumpti ons.
Project Constraints
See Project Pri ori ty Matri x i n Appendi x. Li st any other constrai nts here.
Project Phases
I ndi cate the phases of the proposed project.
Milestones
Li st major mi l estones for project i denti fi ed so far. (I ncl ude at l east fi ve throughout the l i fe of the project.)
Project Risks
Attach Ri sk I denti fi cati on Worksheets and Ri sk Pri ori ty Worksheet.
Stakeholders
Attach Potenti al Stakehol ders Worksheet.
Signature Page Granting Authority to Proceed
Obtai n si gnatures of Project Sponsor and Project Manager.
Project Sponsor Si gnature:
Project Manager Si gnature:
#2Project Scope Management
Staying Vigilant in Defining and Containing Scope
throughout the Project
Project Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
CAPITULO
Defining Scope
Product Scope Versus Project Scope
Product Scope: The sum of the features that make up the
product or service created by the project.
Project Scope: All of the activities and resources required
to produce the target product or service.

Preliminary Context Diagrams : Deconstruction
Manage
Enterprise
Manage
Sales
Support
Sales
(Our Context)
Sell
Product
Sell
Widgets
Support
Systems
Develop
Systems
Design
Websites
Manage
Systems
(IT Dept)
Maintain
Accounts
Hire
Staff
Develop
Courses
Maintain
Employee Records
Run
HR
Widget
World
Here weve drilled down into the Widget World organization and depicted
the major functions within the company.
Ideally, the top level should encompass the entire organization.
We have been charged with evaluating a flawed sales support system that
provides automated training and support to the sales staff. The scope of
the training product is therefore the box labeled Support Sales.
Scope (Context) Diagrams
Defining the End Product
Sales Staff
Performance Support
Training Product
IT Dept
Sales Staff
Course
Development
Group
HR
Department
Sales
Managers
Ad Hoc Product and
Sales Support
Ad Hoc Product and
Procedures Inquiries
Usage Statistics
Content
Updates
Sales Staff
Participation and
Progress Reports
Sales Staff
Information
and Access
Permissions
Course Lessons,
Assessments,
and Learner
Evaluations
Login and Lesson
Participation
Sales Staff
Participation
and Progress
Reports
Defining the End Product (continued)

The software product, usually drawn as a
rounded-corner square, and always in the
center of the graphic

One rectangle for each class of individual
(e.g., customer) or organization (e.g., HR)
that might interact with the software
solution
One rectangle (with an extra line inside
the top) for each class of system (e.g.,
your HR System) that may interact with
the software product

One arrow for each major class of
information that flows to or from the
software product

Software
Product
Systems That
Interact With
Software Product

Individuals Who
Interact With
Software Product

(applied to project team charged with delivery of the product)
Project
to Develop
Sales Staff Support
System
IT Systems
Support
HR Dept
Internal
Web Design
Group
Sales
Managers
Internal
Focus
Group
Participants
Completed System
Requirements
Progress Reports
Request for Infrastructure
Template
Designs
Content
Rules
Approvals/$
Interim Versions
Recommendations/
Approvals
Scope (Context) Diagram
(applied to project team charged with delivery of the product - continued)

The name of the software development project,
usually appearing in the center of the graphic as a
rounded-corner square
One rectangle for each class of individual (e.g.,
project sponsor) or organization (e.g., IT
Department) that may interact with your software
development project team in developing the
software product
One rectangle (with an extra line inside the top) for
each class of system (e.g., a course module library)
that be used by the software development project
team in developing the software product

One arrow for each major class of information that
flows to or from software development project team

Software
Development
Project
Any Individuals or
Organizations
Interacting With
Project Team

Systems That
Interact With Project
Team

#3Project Time Management
Determining What Gets Done and When through:
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control
CAPITULO
Work Breakdown Structure
Identify the major task categories
Identify sub-tasks, and sub-sub-tasks
Use verb-noun to imply action to something
Example: Getting up in the morning
Hit snooze button
Hit snooze button again
Get outa bed
Avoid dog
Go to bathroom
Canoe Trip to
Boundary Waters
Arrange Travel Get Equipment Prepare Budget Plan Meals
Schedule Flights to Mpls
Rent Van
Arrange Motel
Schedule return flights
Contact BW Outfitter Bring cooking gear
Freeze dry food
Assign Budget Person
Get deposits
Retain Receipts
Pay for supplies
Close-out trip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg. #s
Arrange
contact at BW
Bring
emerg. flares
Bring two
first aid kits
Bring Cards
Bring
Joke book
Bring scotch
Bring lights and
waterproof
matches
Canoe Trip to
Boundary Waters
Rent Van
Arrange Motel
Freeze dry food
Get deposits
Retain Receipts
Pay for supplies
Close-out trip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg. #s
Arrange
contact at BW
Bring
emerg. flares
Bring two
first aid kits
Bring Cards
Bring
Joke book
Bring scotch
Bring lights and
waterproof
matches
Canoe Trip to
Boundary Waters
Rent Van
Arrange Motel
Freeze dry food
Get deposits
Retain Receipts
Pay for supplies
Close-out trip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg. #s
Arrange
contact at BW
Bring
emerg. flares
Bring two
first aid kits
Bring Cards
Bring
Joke book
Bring scotch
Bring lights and
waterproof
matches
Canoe Trip to
Boundary Waters
Rent Van
Arrange Motel
Freeze dry food
Get deposits
Retain Receipts
Pay for supplies
Close-out trip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg. #s
Arrange
contact at BW
Bring
emerg. flares
Bring two
first aid kits
Bring Cards
Bring
Joke book
Bring scotch
Bring lights and
waterproof
matches
System Hardware Replacement
RFP Development Vendor Selection Hardware Implementation Staff Training
Needs Assessment
Needs Analysis
Write RFP
Finalize with Purchasing
Research Vendors
Research Sites
Select Vendors to mail RFP
Review Proposals
Identify training Plan
Schedule Training
Train
Schedule Installation
Prepare Site
Arrange Vendor Support
Rank Proposals
Recommendation
Configure System
Install System
System Hardware Replacement
RFP Development Vendor Selection Hardware Implementation Staff Training
Assess Needs
Analyze Needs
Write RFP
Finalize with Purchasing
Research Vendors
Research Sites
Select Vendors to mail RFP
Review Proposals
Identify training Plan
Schedule Training
Train Sysadmins
Schedule Installation
Prepare Site
Arrange Vendor Support
Rank Proposals
Make Recommendations
Configure System
Install System
Requires structured brainstorming

Project Schedule Tools
Many tools available
Microsoft Project
Many more specialized software
www.dotproject.net
Excel
Most important
Monitor tasks
Gantt views of project
one page views for executives
rollout and more complex views for work teams
Critical Paths
Inputs from multiple teams that roll up to project manager
Dependencies
Resources assigned to tasks
Project Schedule
Project Schedule
Critical Paths
Milestones that impact downstream milestones and
the overall timeline of project
If you miss a Critical Path, the entire project is
delayed, or
You have to make up ground on downstream critical
paths

Scope & Work Breakdown
Project Scope is all work required to complete the
project and only that work. It is usually described in
project charter.

Project Scope will:

help guide project decisions
provide a means to evaluate project success.
provide all stakeholders with a common
understanding of the scope of the project (what the
project is)
provide all stakeholders with a common
understanding of what is not included within the
scope of the project (what the project is not)
Scope should address:

the expected project product / outcome (what)
project deliverables (the major pieces of the product)
project objectives (quantifiable criteria which must be
satisfied for the project to be a success).

Scope forms the basis of cost and time planning. It is a
KEY element of project management.

Work is broken down so it can be understood. Major
project deliverables deconstructed into smaller, easier
to manage components. These components are
further broken down until they contain sufficient detail
to allow for proper planning.
Example: Making a cup of tea could be broken into: 1. boil
kettle 2. put tea bag in cup 3. Pour boiling water into cup.

Boil kettle could be further broken down into 1. put water in
kettle & 2. plug in kettle

1. Making Tea
1.1 Boil Kettle
1.1.1 Put water in kettle
1.1.2 Plug in kettle
1.2 Put tea bag in cup
1.3 Pour boiling water into cup
Group Exercise

Divide into groups.

Brainstorm

Develop a WBS for the
event.

You have been asked to plan
a regional mining
conference in October.
You will be responsible for
all elements of the event
except accommodations
for participants.

Some things you will need to
do include arranging guest
speakers, booking
facilities, publicity, etc.
Project Time Management
Group Discussion

How do you develop your project schedule?
Planning Meeting Project Gantt Chart
Week Twelve Week Eleven Week Ten Week Nine Week Eight Week Seven Week Six Week Five Week Four Week Three Week Two Week One
Promotion
Identify Desired Participants
Develop Mail-Outs
Sendind Mail-Outs
Follow-up Phone Calls
Conf erence Content
Content Review Meeting
Selection of Facilitators
Booking of Facilitators
Selection of Guest Speakers
Booking of Guest Speakers
Printing of Finalized Agenda
Event Logistics
Booking of meeting roomand breakout rooms
Setting meeting roomchairs
Setting up meeting roomaudio system
Setting up meeting roompowerpoint system
Organizing tables, pen, paper, f lipcharts, markers, etc f or break out rooms.
Organizing nutrician breaks
Distributing conf erence kits.
Removing all organizational materials af ter the conference ends
Participant Feedback
Conf erence Reaction Questionaire Development
Distribution and Collection of Conference Reaction Questionaire
Analysis of Conf erence Reaction Questionaire
Incorporation of Conference Reaction Questionaire Feedback into "Lessons Learned"
Project Closeout
Collection of all project documentation
Coding and Filling Project Documentation
Lessons Learned brainstorming meeting
Preparation of Lessons Learned Report
Example of a Gantt Chart: Tea Room Project
Task
Sample Project Gantt Chart for a Heritage Tea Room
May June July August September
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Website Development X X X X
Promotional Brochure
Development
X X X X
Production of Working
Drawings
X X
Drawing Approval X
Exterior Restoration X X X X X
Exterior Painting X X
Interior Restoration X X X X X
Interior Painting X X
Electrical X X
Rough Landscaping &
Parking Lot
X X
Final Landscaping X X
Directional Signage
X X
Precedence Diagrams: Two common types:
1. Activity on Arrow: Arrows represent project activities.
2. Activity on Node: Nodes represent project activities. (More
commonly used).

Activity on Node (AON). Example of Node:

Earliest Start Time Duration Earliest Finish Time
Activity Title or Code
Latest Start Time Float Late Finish Time
Exercise: Draw a simple precedence diagram to visually demonstrate the dependencies of the
project activities.
Activity Duration Dependencies
A 4 Weeks None
B 4 Weeks A
C 2 Weeks A
D 4 Weeks C
E 16 Weeks B & D
F 2 Weeks D
G 4 Weeks E & F
Critical Path Method: Requires activity durations to be
reasonably well known. The critical path is the longest
path through any network diagram. The length of the
critical path is the expected duration of the project.

Defining Activities
Sequencing Activities
Assigning Activity Durations
Identifying the start and finish windows for each activity
Identifying activities with no flexibility (cannot be
delayed).
Forward Pass: Identifies earliest possible start time.
Backward Pass: Identifies latest event time. Latest an
activity can start without delaying the project.
5 Stages Project Time Management
1. Activity Definition: Use the WBS to develop a list of
project activities

2. Activity Sequencing: Putting the activities in the
order in which they must occur. Diagramming can
help to clarify.

3. Activity Duration Estimating: Determining how long
each activity will take

4. Schedule Development: Start and finish times for
each activity and the project as a whole.

5. Schedule Control: Comparing actual & planned
performance at milestones. Taking corrective action.
Project Time Management - Concepts

Critical Path: The sequence of activities that
determines the earliest possible project completion
date.
Float: The amount of time an activity can be delayed
without impacting the project completion date.
Gantt Chart: A bar chart which list project activities
down the side and dates across the top. Activity
durations are represented by horizontal bars
Lead: When a following activity can be started before
an earlier activity is finished
Lag: When a following activity cannot be started
immediately after an earlier activity is finished.
Milestone: A major project event e.g.. Completion of a
phase or deliverable.
Some time management actions you can take are:

Check for loss time! Often the time individuals are
supposed to be spent on the project is spend
elsewhere (answering unrelated phone calls, helping
with non-project reports, etc). You must ensure project
staff are properly managing their time.
Recheck the schedule. Original estimates may be
flawed.
Look for bottlenecks and try to work around them.
Determine if some team members are over-committed.
Assign resources to critical path activities from those
activities where there is float.
Determine is scope can be reduced.

When the schedule can not be corrected through better
time management or reallocation of resources, there
are two options to compress your schedule:

1. Crashing: Making a trade off between cost and time
(eg. hiring additional workers or equipment).
Determine how to save the most time at the lowest
possible cost. The more you compress the more
expensive additional compression becomes. There
is a point beyond which compression is not possible.

2. Fast Tracking: Doing activities at the same time
which are normally done in sequence. The greater
the level of fast tracking the greater the level of risk.
An example may be advertising an event before
everything is finalized.
There are several tools to determine the duration of
activities:

1. Work Breakdown Structure: Breaking activities
down into pieces which can be defined in duration.

2. Analogous Estimating: (Top-down estimating). A
method of defining activity duration by using the
actual duration(s) of a similar activity(s).
Analogous estimating works best when:
Those estimating estimates are experience.
The activity duration is based on a comparison
which is very similar

3. Simulations: Usually computer based. A model is
produced and assumptions are inputted. A
distribution of probable results then produced on
which estimates can be based.

4. Parametric Modeling: Estimating duration using
two variables and rule of thumb formulas. For
example, it may take the Grand Concourse
Authority an average of one week to build a
kilometer of walkway. Using parametric modeling
five kilometers will take five weeks.

There's an old joke when it comes to project management time:

'The first 90 percent of a project schedule takes 90 percent of the time. The last 10 percent
takes the other 90 percent of the time'

Time management grid
Quadrant 1 Quadrant 2
Urgent and important
Important but not
urgent
"Firefighting" "Quality time"
Quadrant 3 Quadrant 4
Urgent but not important
Neither urgent nor
important
"Distraction" "Time wasting"
Urgency
I
m
p
o
r
t
a
n
c
e
Objetivos especficos
Describir las tcnicas de PERT y CPM.
Construir un Diagrama de Redes.
Construir un Diagrama de Gantt.
Describir la actividad de crashing para
resolver problemas.
WBS
(Work Breakdown Structure)
Es la divisin del proyecto completo en un plan
ms detallado por etapas o componentes. Esto
puede ser en cuatro niveles:

Nivel Componente
1. Proyecto principal
2. Tareas principales en el proyecto
3. Subtareas en las tareas principales
4. Actividades (work packages) a ser
completadas
Vea el ejemplo
2

Itinerarios (scheduling)
del proyecto
Identificar relaciones de
precedencia
Actividades secuenciales
Determinar tiempo y costo por
actividades
Estimados de requerimientos
de materiales y trabajadores
Determinar actividades crticas
Propsitos del itinerario
en el proyecto
Mostrar la relacin de cada actividad con otra
y con el proyecto en su totalidad.
Identificar las relaciones de precedencia
entre las distintas actividades.
Estimular el establecimiento de estimados
realistas en cuanto tiempo y costo por cada
actividad.
Hacer mejor uso del recurso humano, de
capital y de los materiales
Permite identificar los centros de trabajo
crticos.
Tres tcnicas para la
gerencia de proyectos
1 - Gantt chart

2 - Mtodo de la ruta crtica (Critical
Path Method - CPM)

3 - Tcnica de Evaluacin y Revisin
de Programas (Program
Evaluation & Review Technique -
PERT)
El Gantt Chart
Es una tcnica no matemtica simple y que
muestra visualmente la relacin entre las
distintas actividades.
Identifica las relaciones de precedencia.
Permite hacer un mejor uso de los recursos
humanos, materiales y monetarios para el
proyecto.
Vea el ejemplo
3
Formato del Gantt Chart
E F M A M J J
Periodo de tiempo (meses)
Actividad
Actividad 1
Actividad 2
Actividad 3
Ejemplo 4
Actividades y relaciones de precedencia
Actividad Descripcin Relacin de
precedencia
A Construir componentes internos -
B Modificar techo y piso -
C Construir chimenea A
D Vertir cemento e instalar marcos A, B
E Instalar sistema de calefaccin C
F Instalacin de sistemas de deteccin
de contaminantes
C
G Instalacin de dispositivo
anticontaminante del aire
D, E
H Inspeccionar y hacer pruebas F, G
Gantt Chart
Actividades del ejemplo 4
Proyecto de Construccin
A Construir componentes
internos
B Modificar techo y piso
C Construir chimenea
D Vertir cemento e instalar
marcos
E Instalar sistema de calefaccin
F Instalacin de sistemas de
deteccin de contaminantes
G Instalacin de dispositivo
anticontaminante del aire
H Inspeccionar y hacer pruebas

1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
Informes de controles del proyecto
Informes detallados sobre costos por tareas.
Tablas de distribucin de costos.
Resmenes sobre costos y horas de labor incurridas en
el proyecto
Pronsticos sobre materiales y gastos
Informes sobre las varianzas
Informes sobre anlisis de tiempo de tareas
Informes para indicar status de los trabajos
Caractersticas del
PERT y CPM
Ambas son tcnicas de redes (network)

CPM, fue desarrollado por DuPont para plantas
qumicas en 1957

PERT, fue desarrollado en 1958 por Booz, Allen &
Hamilton en el U.S. Navy, para el misil Polaris

Ambas consideran relaciones de precedencia e
interdependencia de las actividades.

Ambas utilizan un estimado de tiempo de
actividades diferente.
Preguntas contestadas
por las tcnicas de PERT y CPM
+Est el proyecto al da, adelantado o
atrasado con relacin al itinerario (schedule)?
+Est el proyecto cumpliendo con el
presupuesto designado para este?
+Hay disponibles suficientes recursos para
completar el proyecto a tiempo?

Si el proyecto se terminar antes de tiempo,
de qu manera se lograr a un menor costo?
Seis pasos comunes para
PERT y CPM

-Definir el proyecto y preparar los WBS.
-Establecer y desarrollar las relaciones entre
actividades.
-Establecer qu actividades deben preceder y cules
deben seguir a otras.
-Establecer la red (network) que conecta entre s todas
las actividades. Pueden ser A-O-N A-O-A.
-Asignar estimados de tiempo y costo a cada actividad
-Determinar la actividad que consume el mayor
perodo de tiempo en la secuencia de actividades (Ruta
Crtica)
-Utilizar la red de actividades para ayudar a desarrollar
el plan, establecer los itinerarios, monitorear y controlar
el proyecto
Comparacin AON/AOA
Requisitos para utilizar el
Mtodo del paso crtico (CPM)
El proyecto debe tener:

Actividades bien definidas o tareas cuya
fecha de terminacin impacten al
proyecto,
Cada tarea o funcin debe ser
independiente y
Las actividades deben seguir una
secuencia establecida.
Tcnicas y mtodos para determinar los
itinerarios (schedules) del proyecto
CPM con un estimado de tiempo sencillo
Se utiliza cuando se conoce con exactitud el estimado de tiempo
de una actividad.
Para determinar el estimado de tiempo para completar el
proyecto y para cada actividad por separado.

CPM con tres estimados de tiempo (PERT)
Se utiliza cuando los estimados de tiempo son poco certeros.

Modelos de tiempo y costo (Crashing)
Se usa cuando el factor costo es una mayor consideracin para la
planificacin del proyecto. Se utiliza para determinar el menor
costo permisible para minimizar el perodo de tiempo que
conlleva el proyecto.
Pasos para el uso del PERT con estimados
de tiempo
1. Identificar cada actividad a realizarse como parte del proyecto.

2. Determinar la secuencia de las actividades a realizarse y
representarlo mediante una red (network).

3. Establecer los tres estimados de tiempo.

4. Calcular el tiempo esperado para cada actividad.

5. Determinar el paso crtico.

6. Calcular la varianza de los estimados de tiempo.

7. Determinar la probabilidad de completar el proyecto en un perodo
de tiempo especfico.
Tiempo optimista (optimistic time - a)

Tiempo ms probable (most-likely time -m)

Tiempo pesimista (pessimistic time - b)

Tiempo esperado: t = (a + 4m + b)/6

Varianza de tiempo: v = (b - a)
2
/6
Tiempo de actividades
considerados en el PERT
Tiempos considerados
en el proyecto
Tiempo esperado del
proyecto (T )
Es la suma de todos los tiempos de
las actividades de la ruta crtica, t

Varianza del proyecto (V)
Es la suma de las varianzas de las
actividades de la ruta crtica, v
Es usado para
determinar la
probabilidad de
completar el proyecto
6
pesimista tiempo + probable) ms 4(tiempo + optimista tiemp
= Esperado Tiempo
Ejemplo 5
PERT con estimados de tiempo
Tarea Predecesor
Tiempo
optimista
(a)
Tiempo ms
probable (m)
Tiempo
pesimista
(b)
Tiempo
Esperado
Varianza
A N/A 3 6 15
B N/A 2 4 14
C A 6 12 30
D A 2 5 8
E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
2 2
)
6
Optim. - Pessim.
( = actividad, la de Varianza o
Variabilidad en tiempo de completar
actividades que no forman parte
de la ruta crtica
La variabilidad para estas actividades
se debe considerar para determinar
la probabilidad de completar el
proyecto en un perodo de tiempo
especfico.

Las variaciones de las actividades que no
forman parte de la ruta crtica pueden
causar cambios en las que s forman
parte.
Probabilidad de completar el
proyecto en X fecha
La varianza del proyecto es igual a la
sumatoria de la varianza de las
actividades de la ruta crtica.

La desviacin estndar del proyecto es
igual a la raz cuadrada de la varianza.

p
2
o
o
p
2
=
o
2

o =
p

Cul es la probablidad de que se complete este
proyecto
en menos de 56 das?
2
cp
E
T - D
= Z
o
t
T
E
= 54
p(t < D)
D=56
.312 =
41
54 - 56
=
T - D
= Z
2
cp
E
o
p(Z > .312) = .378, or 37.8 % (1-NORMSDIST(.312))
Ejemplo 6
Determinacin de probabilidad para
completar un proyecto
Modelos de costo (Crashing)
La estrategia de crashing pretende reducir el
tiempo de la actividad de la Ruta Crtica de
manera que el tiempo total para completar el
proyecto se reduzca.

Crash time es el tiempo de ms corta duracin de
una actividad. Se pretende encontrar la forma ms
costo efectiva para completar el proyecto en una
fecha previa a la establecida originalmente.
.
Esta tcnica se utiliza cuando se
adelanta la fecha de terminacin del
proyecto o cuando el mismo est
atrasado
El tiempo que se pueda acortar depender de la
naturaleza de la actividad en cuestin. Usualmente
se logra aadiendo recursos al proyecto, lo cual
pudiera implicar un costo mayor.
Esta estrategia se analiza principalmente cuando
existe la posibilidad de imposicin de multas o
penalidades por terminacin tarda de un proyecto.
Tambin se evala la misma cuando existe la
posibilidad de otorgamiento de alguna bonificacin
o descuento por terminacin temprana del
proyecto.
Modelos de costo (Crashing)
Acct.
Mat.
Eng.
Mkt.
Fin.
1- Cantidad de tiempo
permisible.

2- Considerar si el acortar
tiempo permitir completar el
proyecto a tiempo.

3- Que el costo total de
crashing sea el menor
posible.
Factores a considerar al evaluar la
estrategia de crashing
Pasos para ejecutar la
estrategia de crashing
1 - Determine el crash cost por perodo de tiempo.

2 - Utilizando los estimados de tiempo actuales, se
determina la ruta crtica.

3 - Si slo hay una ruta crtica, seleccione la actividad en
esa ruta que: (a) pueda ser acortada, y (b) que tenga el
menor costo de crashing por perodo. Note que una sola
actividad puede ser comn a ms de un ruta crtica.

4 - Actualice el tiempo de todas las actividades.
crashing) de tiempo normal (tiempo
normal costo crashing de (costo
perodo por crashing de Costo

=
til para establecer itinerarios y control de proyectos
grandes
No es un mtodo matemticamente complejo
La representacin grfica permite identificar ms
fcilmente la relacin entre actividades del proyecto
El anlisis de la ruta crtica permite identificar
tareas que merecen atencin prioritaria
Ventajas de los sistemas
PERT y CPM

La documentacin del proyecto y las representaciones
grficas permiten establecer responsabilidades
sobre las tareas
Es aplicable a una gran variedad de proyectos
Es til para monitorear itinerarios y costos
Ventajas de los sistemas
PERT y CPM (Cont.)
Asume que todas las actividades estn claramente
definidas, son independientes y estables
Se requiere establecer la relacin de precedencia
entre actividades
Subjetividad en los estimados de tiempo
El nfasis excesivo a las actividades
de la ruta crtica puede producir que no
se atiendan otras actividades igualmente
importantes

Desventajas del PERT y CPM
En resumen
Se ha demostrado que las tcnicas de PERT, CPM y
otras uilizadas en la Gerencia de Proyectos son claves
para las funciones de planificacin y control de proyectos.
Estas permiten al Gerente de Proyecto entender la
situacin actual de cada actividad y saber cules son o no
son crticas.
El xito de las empresas depender en gran
medida de qu tan definida se presente cada tarea y cada
actividad de un proyecto. Esto servir de gua para todo
proceso y facilitar la toma de decisiones eficientes y
efectivas que estn fundamentadas en informacin y
datos confiables.
Ejercicios de prueba
Los siguientes ejercicios de prueba le
permiten repasar los conceptos aprendidos
en este mdulo. Puede verificar los
resultados presionando el cuadro de
enlaces.
Demuestre su razonamiento.

Ejercicio de prueba #1
La siguiente tabla resume las actividades de un proyecto de
construccin. Dibuje el diagrama de redes o network que
represente el proyecto. En un prrafo describa el diagrama
construido.
Actividad

Predecesor Inmediato
A

-
B

-
C

A
D

B
E

B
F

C, E
G

D
H

F, G

Vea la
solucin

Con la siguiente tabla de tiempos y el diagrama, encuentre
la ruta crtica. En un prrafo describa la ruta crtica.
Actividad a m b t
Varianza
A 2 3 4 3 1/9
B 1 2 3 2 1/9
C 4 5 12 6 16/9
D 1 3 5 3 4/9
E 1 2 3 2 1/9
Vea la
solucin

Determine la varianza del tiempo para
completar el proyecto para el paso
crtico del ejercicio de prueba #2
Vea la
solucin

Un proyecto se espera completar en 40 semanas. Tiene una desviacin
estndar de 5 semanas. Asumiendo que el tiempo de terminar el proyecto
esta normalmente distribuido determine:
a) La probabilidad de terminar el proyecto en 50 semanas o menos.
b) La probabilidad de terminar el proyecto en 38 semanas o menos.
c) La fecha de terminado para este proyecto si se ajusta de forma tal
que haya un 90% de oportunidad de que se termine en la fecha de
vencimiento o lmite.
Vea la
solucin
Utilice de Referencia el Mdulo
de la Distribucin Normal
Se considera el desarrollo de una versin nueva de un software. La siguiente tabla resume las
actividades para completar el proyecto incluyendo los costos y el tiempo en semanas.

a) Cundo se espera completar el proyecto?
b) Cunto es el costo total requerido para completar este proyecto en tiempo normal?
c) Si se desea reducir el tiempo requerido para completar este proyecto en una semana,
qu actividad se debe aplicar el crash? y en cunto aumentar el costo total?

Vea la
solucin
Actividad Tiempo
Normal
Tiempo
Crash
Costo
Normal
Costo
Crash
Predecesor
Inmediato
A 4 3 2,000 2,600 -
B 2 1 2,200 2,800 A
C 3 3 500 500 A
D 8 4 2,300 2,600 A
E 6 3 900 1,200 B, D
F 3 2 3,000 4,200 C, E
G 4 2 1,400 2,000 F

Referencias
Chase, R.B., Jacobs, F.R. & Aquilano, (2006). Operations Management for
Competitive Advantage, The McGraw-Hill Company, New Jersey.

Heizer, J & Render, B. (2004). Operations Management. Prentice Hall,
EUA

Enlaces WEB:
Manual Para la Gestin de Proyectos de la Universidad de Almera, por
Pilar Montoya Molina

http://webs.uvigo.es/oficinatecnica/docs/Gestion%20de%20proyectos.pdf

Project Management Instutute: www.pmi.org

www.criticaltools.com

www.eprojectcentral.com

Certificacion de PMI : www.pmi-adsig.org/PMPCertification.html

Solucin problema # 1
variance =
variance1/916/94/91/923/92.56 =+++==
Total variance = varianza de actividades en el paso crtico
Total
variance 1/ 9 16 / 9 4 / 9 1/ 9 23/ 9 2.56 = + + + = =

23 23 4.796
And 1.6and 2.56 1.6
9 3 3
o = = = = =
(a)
50 40
Z 2
5
X
o

= = =
Por lo tanto: (X 50) (Z 2) 0.97725 P P s = s =

(b)
X 2
Z 0.4
5
o

= = =

Por lo tanto: (X 38) P(Z 0.4) 0.34458 P s = s =

(c) 90% Z 1.28 ( - ) / 40/ 5 _ o _ > = = =
Por lo tanto: 1.28*5 40 46.4weeks _ = + =
(a)

(c) Crash D 1 semana a un costo adicional de
$2, 600 $2, 300 $300
$75
8 4 4
= =

El tiempo de completar el proyecto
es
t t t t t
A D E F G
+ + + + = + + + + = 4 8 6 3 4 25
(b) Total cost $2, 000 $2, 300 $900 $3, 000 $1, 400 $9, 600 = + + + + =

Ejemplo 1
Organizacin del proyecto
matriz de la organizacin

Presidente
Ventas
Finanzas
Recursos
Humanos
Ingeniera
Control
de Calidad
Produccin
Proyecto
1
Gerente
Proyecto
Ingeniera
Mecnica
Ingeniera
de Prueba
Tcnico
Proyecto 2
Gerente
Proyecto
Ingeniera
Estructural
Tcnico de
Inspeccin
Tcnico
Ejemplo 2
WBS del programa Windows XP
Nivel
Id. Number
por nivel
Actividad
1 1.0 Desarrollar sistema operativo para Windows XP
2 1.1 Desarrollar interfaz grfica para usuario (GUI)
2 1.2 Asegurar compatibilidad con versiones anteriores
3 1.21 Compatibilidad con Windows Millenium
3 1.22 Compatibilidad con Windows 98
3 1.23 Compatibilidad con Windows 95
4 1.231 Habilidad para abrir documentos
Ejemplo 3
Gantt Chart Actividades de servicio de la lnea
area Delta durante un perodo de 60 minutos
Una comparacin entre AON y AOA
A ocurre antes que B, el cual ocurre antes que
C.
A y B se deben completar antes de que
comience C
C y D no puede comenzar hasta que A
y B se completen.
B y C no pueden comenzar hasta que se
complete A.
B y C no pueden comenzar hasta que A se
complete. D no puede comenzar hasta que B y C se
hayan completado. Se introduce una actividad
dummy en AOA.
C no puede comenzar hasta que A y B se
completen. D no puede comenzar hasta que B
este completado. Se introduce una actividad
dummy en AOA
Work Breakdown Structures
Work Breakdown Structures (WBSs) help organize
the activities required to meet the objectives of the
project.
Focus is on deliverables.
May be organized:
By phase of the project
By component
Phase-Based WBS
Partial WBS for Software Project Based on Phase
Planning
Reporting
Administration
Meetings
Documentation Planning
Project Management
Client Interviews
Review of Current Workflows
Business Objectives
Preliminary Test Planning
Training Requirements
Requirements
Process Models
Use Cases
Logical Data Models
Logical Design
Process Models
Use Cases
Physical Data Models
Logical Design
Design
etc.
Build
Customer Relationship Management System
Component-Based WBS
Partial WBS for Luxury Townhouse Complex by Component
Planning
Reporting
Administration
Meetings
Project Management
Townhouse Units
Clubhouse
Gatehouses
Pro Shop
Maintenance Staffing Requirements
Permits and Inspections
Buildings
Water and Sewers
Roads and Access Lanes
Retention Ponds
18-Hole Golf Course
Permits and Inspections
Land Planning
Advertising
Association Declarations
General Legal
Sales and Marketing
IYHTAYCAI* Village Project
(*If you have to ask, you can't affort it)
Work Packages
Lowest level of WBS is called a Work Package if
further deconstruction into activities is possible.
May be assigned as a subproject
May be subordinated into WBS structure for estimating
purposes
Activities at this level become the basis for time and
duration estimates.

Sources of Project Activities: Brainstorming
More Sources of Project Activities: Templates
Dont reinvent the wheel!
As you get more projects under
your belt, work with other project teams to develop
templates for WBSs to use as a starting point.
Remember, no two projects are ever exactly alike
(remember the unique in the definition of a project)!
The template should be a starting pointto be tailored
to the specific needs of the current project.
Even with the time spent in tailoring, templates can be
enormous time-savers.
Assigning Responsibilities: Responsibility
Matrix (Also Known as RACI Chart)
Cross-reference of tasks and resources assigned to
the project.

Project Item Sponsor Project Manager Project Team Project Office
Project Definition A A R I
Risk Management A R R C
Detailed Design A R R C
Weekly Web Bulletin I R R I
etc.
R = Responsible
A = Accountable
C = Consulted
I = Informed
Module 7: Project Scheduling
Network Diagrams and
Critical Path Analysis
Once youve determined the activities for the project
and estimated their durations, network diagrams are
the next step for creating the project schedule.
Two Types:
Activity on Arrow (AOA)nodes on the diagram connect
arrows and represent activities
Activity on Node (AON)nodes represent activities that
are connected by arrows showing the precedence of
activities
Network Diagram Example Activity on Arrow
(AOA)
Task Duration Predecessor(s)
A 8 days -
B 6 days 1
C 3 days 1
D 0 days 3
E 12 days 4
F 5 days 2
G 5 days 6
H 5 days 7
I 0 days 5,8
A (8d)
B (6d)
C (3d)
D (0d)
E (12d)
F (5d) G (5d) H (5d)
I (0d)
Critical path is A-B-F-G-H-I, with total duration of 29 days.
There is one non-critical path A-C-D-E-I, with total duration of 23 days.
NOTE: Task A has no slack because it is on the critical path.
Network Diagram Example Activity on Node
(AON)
Task Duration Predecessor(s)
A 8 days -
B 6 days 1
C 3 days 1
D 0 days 3
E 12 days 4
F 5 days 2
G 5 days 6
H 5 days 7
I 0 days 5,8
Once again, the critical path is A-B-F-G-H-I, with total duration of 29 days.
There is one non-critical path A-C-D-E-I, with total duration of 23 days.
NOTE: Task A has no slack because it is on the critical path.
Your Turn: Party Exercise
Networked Tasks
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
ES EF
LS LF
Rule #1: In forward pass, ES = latest EF of predecessor
Rule #2: In backward pass, LF = earliest LS of successors
Rule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)
Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
Scheduling Algorithm Exercise
Determine Early Start/Early Finish, Late Start/Late Finish
And Critical Path
0 0
0 30 30 60
0
45
45 135
135
135 225
165
225 225
225 225 225
225
225 195 195 165
135
135 45 45
195
0
0 0
Slack = 165
Slack = 60
Rule #1: In forward pass, ES = latest EF of predecessor
Rule #2: In backward pass, LF = earliest LS of successors
Rule #3: Task is CRITICAL if ES=LS and EF=LS (no Slack)
Rule #4: Task is NON-CRITICAL if ES<>LS and Slack = LS ES (or LF EF)
Completed Network w/Forward & Backward Pass Calculations
Scheduling Algorithm Exercise
And Critical Path
Once start date/time entered, other
calculations automatic with project
management software
Completed Network w/Forward & Backward Pass Calculations
Scheduling Algorithm Solution
And Critical Path
#4Project Cost Management
Planning for Resources
Estimating Costs
Creating the Budget
Managing/Controlling
the Budget

CAPITULO
Project Cost Management
There are four stages to cost planning

1. Resource Planning: Review WBS to determine what
resources are required.

2. Cost Estimating: Determining what the resources will
cost (labour rates, material costs, etc).

3. Cost Budgeting: Developing a cost baseline (time
based budget). Usually looks like an S-Curve.

4. Cost Control: Measuring cost performance and
comparing actual to planned (often measured at
milestones). Taking corrective action when required.
Start Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
0
5000
10000
15000
20000
Spending
S-Curve
Typical Project Spending
What do you do when your project is over budget?

Ensure that only project costs are being charged to the
project. Normal operating expenses can be charged to
a project in error.
Ensure only those authorized to make commitments
do so.
Ensure change control processes are being followed.
Resource Levelling: Modifying start and finish dates of
activities to make the project less capital intensive.
Stretch the activities, eliminate overtime, etc.
Revisit project deliverables to determine if all are
absolutely necessary.
Utilize contingency reserves (budget padding).
There are a number of cost management challenges.

Corrective Action Takes Time: Some have compared it
to stopping an oil tanker. It takes miles to stop.
Invoices can arrive months after the costs are incurred.
You have to keep careful track of what has been
committed to.
People tend to overlook costs such as office supplies
(e.g. paper, copier charges).
It is dependent of excellent scope definition (WBS) and
scheduling.

SAMPLE BUDGET - ORGANIZATIONAL REVIEW
Item Category Description Unit Total
1
Wages Researcher ($1200. biweekly x 10 weeks)
Senior Researcher - Planner ($1500
biweekly x 10 weeks)
Merc @ 10%
$6,000.00
$7,500.00
$1,350.00

$14,850.00
2
Capital
Costs
Equipment (2 quotes included Computer,
Monitor, Keyboard)
$ 1,500.00
$ 1,500.00
3
Project
Overhead
Travel
Printing Servcies
Administrative Support ($1,500/week x 10
weeks)
$ 1,000.00
$ 500.00
$ 1,000.00
$ 2,500.00
4
Totals
Total Cost
$18,850.00
#5Project Quality Management
Quality Planning
Quality Assurance
Quality Control
CAPITULO
#6Project Human Resource Management
Organizational Planning
Staff Acquisition
Team Development
CAPITULO
La funcin del gerente de proyecto

Planificacin e
itinerios
Revisiones y
actualizaciones
Gerente de
Proyecto
Equipo de trabajo
Alta
gerencia
Recursos
Informes sobre
desempeo
Informacin sobre
problemas de
tiempo,
costos y atrasos Feedback
Project Managers Role
Lead
Define Plan Monitor Complete
Re-Plan
Communicate
Communicate
Project Managers Role
Leadership
Organization
Communication
Finance
Technical savvy
Politicking
Team building
Praising
Punishing
Traditional Organization
President
VP Academics VP Student Affairs VP Finance VP Development

Matrix Organization
Offices Systems MIS Training Admissions Registrar PR Web Controller
x
x x x x
x x x
x
People Problems
2/3 of project problems are people related
You will find many operational leaders demonstrate a
just do-it mentality. While that may be effective in
some environments, this is NOT effective in
managing change.
There will always be conflict over goals and scope,
resources and between departments
You are likely to find a lack of understanding basic
project management methods
Some people will never get along
So you want to be a Project Manager
You used to be good friends with your co-workers
Project manager sandwich: pressure between co-
workers and stakeholders
The skills that brought you to this role are no longer
as vital; now you need new skills
You used to be really good at your work

From ESI International:Top Ten Reminders for New Project Managers
www.esi-intl.com/public/publications/html/20050801HorizonsArticle2.asp
Project Stress
You should identify stress and take corrective action
BEFORE it becomes a problem. Be reasonable & fair
when dealing with team members. Be approachable
& flexible. Some causes of project stress include:

Duel reporting relationships / responsibilities
Constantly changing environments
Continuous deadlines

Some symptoms of stress include:

Absenteeism
Drinking on job
Loss of enthusiasm
Co-workers arguements
Project Stress
Group Discussion

Can you describe a situation where project stress
negatively impacted a project you worked on?
Project Team Conflict
Conflict is natural and can be healthy. It can actually
aid the project if properly managed. This is called
constructive conflict. In general:

The more multi-disciplinary the team the greater the
tendency towards conflict.
The lower level of authority the PM has the more
likely there will be conflict.
The less clear the objectives the more conflict
The less accountability and communication the
greater the likelihood of conflict
The greater the change, less stable the situation,
the greater the likelihood of conflict
The less prestigious the project the more conflict.

Project Team Conflict
A project manager can choose to deal with conflict
in several ways:

Avoidance
Absorption
Imposing a resolution
Negotiating a resolution.

A PM might try to keep team members focussed
on goals and build commitment to these goals,
break up cliques, and release those that are
inflexible from the project.
Role of a project manager
The role of a project manager is affected by the
one-shot nature of the project
The role of a project manager is difficult when
team members are still linked to their permanent
work areas
Members may be assigned to several projects
simultaneously
Managers must rely on their communication
skills and powers of persuasion
Project manager attributes
Leader & manager
Facilitator, coordinator
Communicator
Credibility: Technical/
Administrative
Work under pressure
Goal-oriented
Innovator
Versatilist
Knowledgeable about the
organization
Political sensitivity
Conflict: sense, confront,
resolve
Can deal with stress,
chaos, ambiguity
Planning and follow-
through
Ethical dilemmas
Project manager attributes
S
p
e
c
i
a
l
i
s
t

Generalist
Versatilist
Project manager duties
Reports to senior management
Communicates with users
Plans and schedules
Obtains and allocates resources
Controls risks
Manages people
Coordinates
Implements quality assurance
Controls the budget
Delivers results
Project teams
Diversity of knowledge needed
Cross-functional
Self-directed
Often ad-hoc or temporary
Often distributed (geographically)
Start and end dates
Project personnel skills
Technical
Political
Problem-oriented
(vs. discipline-oriented)
Goal-oriented
Flexibility, adaptability
High self-esteem
can handle failure, risk, uncertainty, unexpected
can share blame and credit
Governmental projects
Legal constraints on government projects
Laws, statutes, ordinances, directives, regulations,
budgets, and policies
Accountability to the public
Accountable to legislative & judicial bodies, interest
groups, the press and the public
Utilization of public resources
Objective is not higher ROI, but public good
Project governance
Risk planning
Balancing risk avoidance and risk acceptance
Life cycle management
From concept to replacement
Strategic change
Balancing the solution and the ability to utilize
Value management
Adopting consistent processes, building in quality and
adding value
Project management
methodology scope
What is a methodology
The way we do things around here !
Communication, consistency, understanding,
accountability
Project management vs. other activities
This way project management uses the same
approach for all situations
References
British Standard 60971, 2000:2
European Commission (2004). Project Cycle
Management Guidelines. Downloaded 1
st
March
from:http://ec.europa.eu/europeaid/qsm/documents/pcm_
manual_2004_en.pdf

#7Project Communications Management
Keeping Stakeholders Informed
(and Involved!)
Communications Planning
Dissemination of Information
Progress Reporting
Administrative Closure
CAPITULO
Project Stakeholder Exercise
Exercise: Break into groups and identify the
stakeholders in your projects.
Typical Project Stakeholders
Examples:

Your Boss
Project Steering
Committee
Und Users
Your / organization
Competitors
Employees
Unions

Government Funding
Agencies
Other Community
Groups
Interest Groups
Suppliers
Consumers
Municipalities
Area Businesses
Stakeholder Engagement
Group Discussion

How do you engage stakeholders in your projects?

What methods are most effective?
Stakeholder Importance
Proper Balance
Stakeholder Analysis
Project Stakeholders
Individuals and organizations that are actively
involved in the project, or whose interest may be
positively or negatively affected as a result of project
execution or project completion. 2000 PMBOK Guide
Short list
Project benefactor
Project requestor
Project manager and team
Those affected by the project
Project Stakeholders: Partial List of Candidates for
Stakeholder Roles
Project benefactor and upper management
Project sponsor
Project office/project advisory boards
Executive management
Project requestor
Project manager and team
If a team member has a line manager, he or she is a key stakeholder as well. (They hold
the strings for your team member.)
Internal Consultants
Legal
Audit
Telecommunications
IT infrastructure
Quality assurance
Human Resources Department
External entities affected by the project
Customers
Vendors
Governmental agencies
Other regulatory bodies
Your Turn: Identifying Project Stakeholders
Stakeholders Outside the Organization
Potential Stakeholders
Stakeholders Inside the Team
Stakeholders Within the Organization
Communication Made Simple
The Two-Floor Rule

Every stakeholder should receive information at just the right
level of detail for them.
High-level managers wont want to see all the gory details of
the project.
Your team members need to see a great deal more.
If your level of reporting is appropriate, and one of your
stakeholders steps into the elevator and asks about the status
of the project, you should be able to brief him or her by the
time the elevator stops two floors away.
Communication Plan
Communication Format Frequency Distribution
Team Briefing Restricted Intranet Daily at 9:00 Team and stakeholders
with access to secure
project info area
Weekly Web Bulletin Internal Intranet Weekly Team, sponsor, senior
management
Technical Incident
Report
Email Immediately after
Incident
Webmaster, IT
Department
Budget and Schedule
Detail
Spreadsheets and
Detailed Gantt Chart
Bi-Weekly Sponsor, Senior
Management
Accomplishments and
Setbacks
Email and Intranet Weekly All internal stakeholders
Schedule Milestones Email and Intranet Weekly All internal stakeholders
Cost-to-Date
Milestones
Email and Intranet Weekly All internal stakeholders
Current Top 5 Risks Email and Intranet Weekly All internal stakeholders
Some Simple Tools
Accomplishments and Setbacks for Period Starting
2/9/04 2/15/04

Accomplishments for
Period
Setbacks for Period

Some Simple Tools (continued)
Schedule Milestones as of 2/15/2004

ID Milestone Scheduled
Completion
Actual
Completion
Variance
in Days

Cost-to-Date Milestones as of
2/15/2004
ID Milestone Scheduled
Cost to
Date
Actual
Cost to
Date
Cost-
to-Date
Variance

Top Five Risks as of 2/15/2004
Rank/
Previous
Rank
Risk Status Activities
This Period
Activities
Planned for
Next Period

And Dont Forget
Time
-
Building must be completed by
October 31 of this year to
accommodate corporate move.
Cost
-
Costs for the project must not
exceed $22.5 million.
Quality/Scope
-
Must provide workspace for 120 call
center staff.
+
Changes to either are significant!
Project Communication Management
Good Communication is critical to project success.
Decision makers need information which is:

relevant accurate timely

Communication is two way. The PM sends information
to project stakeholders. It is just as important that
information on performance flow back to the PM.

One common mistake has to do with relevance.
Improved, user friendly technology makes it possible to
produce large reports sorted by a variety of categories.
You must resist the temptation to distribute information
because you can. Send only what is needed.
Some communication tools include:
Meetings Planning days
e-mail memos / letters
Reports bulletin boards
conversations

The use of communication tools is not enough to ensure
good communications. The organization needs to ensure
that those getting the information are willing to listen, admit
mistakes, and are proactive in addressing issues as they
arise. They must recognize the unexpected and act on it.
All communication can be classified as either internal to
the project or external. It can also be classified as
formal or informal.

Formal communications are established to collect and
disseminate project information. Regular distribution
of project updates, for example, would be formal
communication. Try to keep all external
communications through formal channels to avoid
miscommunication. Try to use one spokes person.

Informal communications are also important to the
project. Chats during coffee breaks and social events
help the project team get to know each other, bond
and share ideas. They are not how you want
information passed to your stakeholders!
#8Project Risk Management
Expect the Unexpected!
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Management and Control
CAPITULO
Risk Identification Worksheet
Enter risk scenario (how an event
could jeopardize project outcome).
Rate probability, impact, and degree
of control using rating scale of:
1 = Low
2 = Medium
3 = High
Compute risk index using formula:

If possible, enter financial impact.
Determine actions to take:
Ignore (do nothing)
Eliminate (sidestep)
Manage
For managed risks, indicate
mitigations and contingencies and
assign risk manager.
Log actions taken as they occur.

Scenario:
Probability Impact Control Index
Financial Impact:
Action to be Taken: Ignore Eliminate Manage
Mitigations:
Contingencies:
Manager of This Risk:
Date:
Actions Taken
Action:
Probability * Impact
Control
Risk Index =
Giving Risks Priorities
Risk ID Risk Scenario Probability Impact Control Index
1 Key stakeholders unavailable during project definition phase 2 3 2 3
2 Vendors late in delivering required software for security system 2 2 1 4
3 Loss of key team member in middle of project 1 3 2 1.5
4 Power failure due to seasonal storms 1 3 1 3
5 Final regulations controlling administration of new system late 2 3 1 6
6 Scope changes require additional tasks and resources 2 3 2 3
Risk Priority Worksheet
Risk ID Risk Scenario Probability Impact Control Index
5 Final regulations controlling administration of new system late 2 3 1 6
2 Vendors late in delivering required software for security system 2 2 1 4
1 Key stakeholders unavailable during project definition phase 2 3 2 3
4 Power failure due to seasonal storms 1 3 1 3
6 Scope changes require additional tasks and resources 2 3 2 3
3 Loss of key team member in middle of project* 1 3 2 1.5
Risk Priority Worksheet
Maintain inventory of all risks identifiedupdating probabilities, impacts, and controls if changes occur.

Focus attention on the risks with the highest Indices!!!

* How would this change if you learned that a team member has announced that she is a finalist for a new
position at the home office 1,500 miles away?

Your Turn: Project Risk Scenarios
1. Individually identify and jot
down four possible risk
scenarios this project might
face.
2. Share these within your group
and create a Risk Priority
Worksheet of your pooled
risks.
3. Score the risks.
4. For the top two, brainstorm at
least one mitigation and one
contingency.
5. Use the Risk Identification
Worksheet as a guide, but you
do not need to complete one
for this exercise.
Scenario:
Probability Impact Control Index
Financial Impact:
Action to be Taken: Ignore Eliminate Manage
Mitigations:
Contingencies:
Manager of This Risk:
Date:
Actions Taken
Action:
Project Risk Management
To manage risk you must know the risk tolerances of
your stakeholders. What is your organization
prepared to risk to accomplish the project?

There are four components of project risk management.

1. Risk Identification: Noting those events which may
impact the project.
2. Risk Quantification: Evaluating risks to determine
what impact they would have on the project and how
likely they are to occur.
3. Risk Mitigation: Taking steps to reduce risk to the
desired level.
4. Risk Response Control: Responding in changes in
risk throughout the life of the project.
Risk Identification: Two categories of risk.

1. Internal Project Risk: Those risks to the project
which are controllable to some extent by the
project manager. Internal risks could include a
key staff member leaving the project or the
project falling behind schedule.

2. External Risks: Those risks emanating from
outside the project. The project manager has
no control over these events. External risks
could include an unrelated protest which blocks
access to your site or exceptionally bad weather
which delays construction.

Risk Management
Risk Quantification: Ranking risks in terms of potential
impact and likelihood of occurrence. An Impact /
Probability Matrix is used to assist in risk
quantification, mitigation, and control. It provides a
visual representation of the types of risk you will
encounter.

HIGH PROBABILITY Rats Bears

LOW PROBABILITY Bats Sharks

LOW IMPACT HIGH IMPACT
Risk Management
It helps to think of a camping trip when using the matrix.

There may be a high probability that you will encounter a
bear. If you do, the consequences could be severe.

An encounter with a shark when fishing / swimming
could be just as severe but much less likely.

There may be a high probability of encountering a rat but
the impact will not be too severe (loss of some food).

An encounter with bats could result in the same loss of
food but be much less likely.
Risk Management
Expected Monetary Value: Examines risk in dollar terms.
Place a dollar value on the risk and multiply it by the
probability of occurrence. Eg. if there is a 1 in 20
chance (5%) your project will finish late, resulting in an
additional $5,000 cost, the EMV finishing late is $250.

Organizations use expected monetary risk in different
ways depending on their tolerance for risk.
Some look only at the maximum possible cost;
ignoring probability. (A high impact risk is
unacceptable even if it is unlikely to happen).
Others determine a total dollar value of risk they will
accept. They then calculate the EMV for each risk and
total them.
Risk Management

Sample Expected Monetary Value Risk Profile

Risk Event Likelihood% Impact $ Value $

Equipment Breakdown 5% $500 $25
Team Member Quitting 10% $1,000 $100
Project Finishing Late 25% $2,000 $500
Total Expected Monetary Value $625

There are four ways to address risk:

1. Avoidance: This is the outright eliminating of the
risk. This is accomplished by changing project
scope to avoid the risk. In this case, the risk of a fall
injury could be eliminated from the project by
deferring roof repairs to a later date.

2. Mitigation: Lessening the likelihood of
occurrence or reducing the impact if it were to occur.
This often involves the use of new processes,
standards, or equipment. To reduce the risk of a fall
injury, the project manager might insist that
employees receive Working at Heights training and
be required to use harnesses.
3. Transfer: Putting the impact of the risk onto
someone else. Project risks are usually transferred
through contracts or insurance. The project manager
may use a contractor to repair the roof. This would
cause the contracting company to assume
responsibility in the event of a fall. The project team
could also opt to purchase a significant level of liability
insurance so that any damages from a fall would be
covered by someone else.

4. Acceptance: Determining that you are prepared to
live with a certain risk or level of risk. The project
manager may determine that the repairs need to take
place and that the potential of a fall is so remote that it
is a risk the organization is prepared to live with.
Exercise

Dealing with risk!

Develop a risk
management strategy
for a project you are
working on.

(Use the same project
you developed your
Project Charter for).
#9Project Procurement Management
For Projects Using Outside Resources:
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout
CAPITULO
Where to Begin?
Look back over your previous project experiences.
Chances are, youve used a little of each of these nine
areas already.
The PMBOK merely codifies them and attempts to
give us a framework for understanding and applying
project management knowledge productively.
Your Turn: What We Know Already
Look back over your previous experience in project
management
How many of the nine knowledge areas did you use?
(Probably all nine!)
Take a quick inventory and point to your most
successful application use of that knowledge area.
Pick up at least one new tip from others right now!

Module 13: Project Close
Youve already seen the value of this!
POST-PROJECT REVIEW
Project Name:
Overall Evaluation of the Project
What was the overall mission of the project? Provide a short description based on your understanding of the project.

All in all would you say that the project was successful? Why or why not?

How close was the project to meeting its scheduled completion date?

How close was the project to being completed within budget?

Did the project meet its final stated objectives? Why or why not?

Post-Project Review (continued)
Project Management Issues
Did the project have a sponsor? If so, what was his or her role during the project?

What tools and techniques were used in planning and tracking the project?

Did the scope of the project change after the project was underway? If so, what was the overall impact of the change of scope?
How were changes approved?

How was project status communicated during the course of the project?

How were risks managed for the project? Were they identified ahead of time? Did any unforeseen occurrerences hinder the
progress of the project?

At the end of the project, was there a formal lessons-learned process or any sort of review similar to the one used here?

Collaboration and Team Issues
How effective was the overall leadership of the project? Did the project manager have the resources and support required to be as
effective as she or he could be?

In general, how well did the team members collaborate? Why was this so?

Did team members work together in a single physical area or were they physically separated?

What were the primary modes of team communication? Which ones worked best? Which ones worked least well?

Were all team members available at the times they were needed for project work or status meetings? What impact did this have on
the project?

Were all stakeholders and subject matter experts available to answer questions when needed? What impact did this have on the
project?

Technology and Knowledge Management Issues
How did technology help (or hinder) the progress of the project?

Were any new technologiy tools introduced for this project?

Was any kind of project management software, such as Microsoft Project, used for the project? What are the ways it was used (for
example, scheduling, reporting, and cost reporting).

What other tools (word-processors, spreadsheets, presentation software, or diagramming tools) were used in the project?

Was the project team able to obtain adequate advice and technical support for the technology tools used in the project? How could
it improve?

Are there any areas about which you would like to learn more in order to make you more effective in working on your next project?
What resources are available for obtaining that knowledge or skill?

Participant Name:
Participant Signature:
Evaluation Date:

Stakeholders Report/Celebration
Communicate Results
Pinpoint Successes
Propose Maintenance/Corrective
Measures if needed
share contributing success factors
present plans for corrective action
Sharpen the Saw for the future
Project Best Practices
Celebrate Successes!!!!

Module 14: Whats Next?
Personal Action Plan
Personal Self-Evaluation and Action Plan for Follow-Up after This Workshop
These are the knowledge areas and skills that I already knew and had
reinforced by this workshop.
These are the knowledge areas and skills that were new to me that I will be
able to use in my project work in the future.
These are the knowledge areas and skills introduced in the workshop on
which I might need a refresher to use comfortably.
Personal Action Plan (continued)
These are the knowledge areas and skills that were not covered (or not
covered in sufficient detail), but about which I would like to learn more.
These are the steps I plan to take immediately.
These are the steps I want to take within the next six months
These are goals related to project management that I want to achieve within
the next two years.
Personal Action Plan
This plan is your plan and you need not share it with
anyone else in the workshop.
However, find a colleague with whom you can share
your plan.
Make this Project Management In the First Person and
set out to put in place the steps you listed to meet your
stated goals.
Much success in the future!!
Module 15: Bibliography
Bibliography
Adams, John R., and Campbell, Bryan, Roles and Responsibilities of the Project Manager, 4th
Edition, Project Management Institute, 1990
Baker, Sunny and Kim, The Complete Idiot's Guide to Project Management, New York, NY:
Alpha Books, 1998.
Bennatan, E.M, On Time Within Budget: Software Project Management Practices and
Techniques, 3rd Edition, New York, Wiley. 2000.
Brooks, Fredrick. The Mythical Man-Month. Addison Wesley. 1995.
DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for
Adapting to Change and Uncertainty. New York: Quality Resources, 1997.
Dinsmore, Paul C., Human Factors in Project Management. New York: AMACOM, 1990.
Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982.

Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press,
1999.
Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management,
Amherst, MA: HRD Press, 1996.
Haynes, Marion E., Project Management. Crisp Publications, 1989.
Laufer, Alexander and Hoffman, Edward J., Project Management Success Stories: Lessons of
Project Leadership, New York, Wiley. 2000.
Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997.
Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996.
Bibliography
Martin, Paula and Tate, Karen. Getting Started in Project Management. New York, Wiley, 2001.

Meredith, Jack R. and Mantel, Jr., Samuel J., Project Management: A Managerial Approach. 5th
Edition. New York. Wiley. 2003.
Penner, Donald. The Project Managers Survival Guide. Battelle Press, 1994.
Peters, Tom, Reinventing Work: The Project 50: Fifty Ways to Transform Every "Task" Into a
Project That Matters. New York. Alfred A. Knopf, 1999.
Project Management Institute. A Guide to the Project Management Body of Knowledge
(PMBOK Guide) -- 2000 Edition, 2001.
Roberts, W. Leadership Secrets of Attila the Hun. Warner Books, 1987.
Schrage, Michael. Shared Minds: The New Technologies of Collaboration. New York: Random
House. 1990.
Thomsett, R. People and Project Management. Yourdon Press, 1980.
Verzuh, Eric. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions,
and Cutting-Edge Ideas. New York, Wiley. 1999.
Wideman, R. Max (Editor). Project and Program Risk Management: A Guide to Managing
Project Risks and Opportunities. Project Management Institute, 1992.
Wysocki, Robert K. et al, Building Effective Project Teams. New York: Wiley, 2001.
Wysocki, Robert K. et al, Effective Project Management. New York: Wiley, 1995.

Module 17: Project Management
Maturity Model
Project Management Maturity Model
(PMMM)
PMI defines process improvement as the Systematic and sustained improvement
of processes and thus the products they produce.
The Five Levels of PMMM:
Level 1Initial Process
Project management practices are ad hoc and inconsistent within organization.
Level 2Repeatable Process
Project management practices are commonly understood and followed, but most knowledge is
commonly understood rather than documented.
Level 3Defined Process
Project methodology usually in place, with written guidelines for project deliverables and processes.
Level 4Managed Process
Systematic collection of project performance data to set baselines for performance goals.
Level 5Optimization
Proactive approach applying metrics and best practices to achieve highest level of project
excellence.

Rewards of PMMM
The promise of continuous process improvement
through repeatable processes, benchmarking, and
optimization: To break the triple constraint and
achieve
Faster!!
Cheaper!!
Gooder, oops, Better!!!
Module 18: SMART Objectives and
Project Assumptions
Writing SMART Objectives
Specific
Objectives should be stated in terms that include that include
some quantitative target for the end product.
M
easuable
There should be some way of actually testing whether or not
that stated target has been met.
A
ttainable
The desired objective must be one that is actually possible to
achieve within the time and cost parameters provided.
R
elevant
The desired objective should relate directly to the
organization's business needs and stated mission.
Time-Bound
The boundaries for completion date of the desired objective
should be either a specific date or time or an "offset" from the
beginning of the project. (For example, must be completed
within five months of project launch.)
Project Assumptions
Almost every lesson includes
the reminder Dont Assume!!
Turn that around and make it
Document Assumptions!
E Dont expect others to read your mind.
E Capture as many assumptions as possible to include in
your initial project charter.
E Dont be surprised if others do not share all your
assumptions. This is the time to resolve differences
before the project is underway!
CAPITULO
Why Projects Fail
Failure to align project with organizational objectives
Poor scope
Unrealistic expectations
Lack of executive sponsorship
Lack of project management
Inability to move beyond individual and personality
conflicts
Politics

Why Projects Succeed!
Project Sponsorship at executive level
Good project charter
Strong project management
The right mix of team players
Good decision making structure
Good communication
Team members are working toward common goals
Why this matters to YOU
Most of us get to where we are by some technical or
specific set of skills
If you want to get things done, you need a good
blend of
Business knowledge
People management
Knowledge of organizational politics
AND an area of technical expertise

Those are the people that make things happen!
Laws of Project Management
No major project is ever installed on time, within
budget, or with the same staff that started it. Yours
will not be the first.
Projects progress quickly until they become 90%
complete, then they remain at 90% complete
forever.
When things are going well, something will go
wrong.
When things just cannot get any worse, they will.

Project Planning and Implementation.
by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994
by Prentice-Hall, Inc.

Laws of Project Management
When things appear to be going better, you have
overlooked something.
No system is ever completely debugged. Attempts to
debug a system inevitably introduce new bugs that are
even harder to find.
A carelessly planned project will take three times longer
to complete than expected
A carefully planned project will take only twice as long.
Project teams detest progress reporting because it vividly
manifests their lack of progress.
Project Planning and Implementation.
by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994
by Prentice-Hall, Inc.

Core Project Management Tools
Project Charter
Work Breakdown Structure (WBS)
Project Schedule
Project Budget
Project Charter
What must be done?
What are the required resources?
What are the constraints?
What are the short and long term implications?
Why do it?
When must it be done?
Where must it be done?
Who does what?
Who is behind the project?
Who is funding the project?
Who is performing the work of the project?
Project Charter
Who
What
Where
Why
When
Project Charter
Project Goal & Objective
Sponsor
Stakeholders
Timeline
Resources required
Deliverables
Decision making
Assumptions
Risks
Business process
changes
Project manager
Project team
Budget
Signatures

Assumptions
Opportunity to put it all out there
Challenges facing the project
Implications
Organizational history
Political implications
Impact to traditional power
Requirements of decision-making
Write down what cannot be said
Keep it objective
Project Budget
Direct Costs
Indirect Costs
Ongoing costs
Project Budget
Direct Costs
Hardware
Software
Contractor fees
Estimated hours
Hourly Rates per
contractor
Various contractor
rates
Training
Fanfare
Other

TOTALS

Indirect Costs
Your peoples time
and effort
Estimated time on
project
Estimated cost
based on hourly
rate
Others time and effort
Opportunity cost
What projects or
tasks are NOT
going to get done in
order to get this
project done?
Year 1 Year 2 Year 3
Managing the Project
Triple Constraint
Five Stages
Project Manager Role
Decision Making Structure
Communication Plan
Meeting Management
Team Development
Navigating Organizational Politics
Triple Constraint
Time
Risk?
Five Stages of Project Management
Project Management (in our industry) is divided into five
parts:

1.Project charter development
2.RFP Development and Process
3.Planning & Design
Project team creation
Project kick-off
Planning (WBS, schedule)
Budget
4.Implementation/construction
5.Project termination, hand-off to operations mgt.
Controlling Change Procedures
Your Needs Assessment is your baseline document
Establish process early for managing change orders
Original scoping should be thorough as possible
Any subsequent changes must be thoroughly vetted,
a form should be completed and members and
executives must sign off
Team Development
Select the right players
Complementary skillsets
Blend of technical and business
Align with WBS
Stages of Team Development
Formin
Stormin
Normin
Performin
Formin Storminin theory
Formin
Stormin
Normin
PERFORMIN!
Formin Storminin reality
Formin
Stormin!
Normin
Performin
Formin Storminin reality
Formin
Stormin! Normin
Performin
Consultants
Objective, skilled consultants can provide a team
foundation
Consultants can address dicey organizational issues
For large projects, this approach is vital.
Meeting Management
Develop Ground Rules early
Assign facilitator
Assign reporter and reporting structure
Start and end times, frequency of meetings
Frequency of meetings
Focus of meetings
Information sharing?
Agenda building
Issues for substantive discussion

Suggested Ground Rules for Meetings
Start/end times are real
Agree to debate issues, not people
Civility required
Confidentiality?
Reporting out
What is going to be reported
What isnt
Agree to bring all issues to the table
Destructive Team Member Profiles
The Tank: a person who dominates a discussion or
issue by brute force of personality. When they
present, they speak as an authority. When dealing
with a project and defining new solutions, these
types of people can be destructive to the process of
open discussion and consideration of alternatives.
Solution: thank them for their opinion, then ask if there are
some other perspectives from other team members.
The Grenade: The conversation will be going along
fine and all of the sudden, a team member lobs out a
discussion-ending comment.
Solution: Address the comment head on and suggest that
the grenade thrower refrain from comments that will
upend conversation of alternatives.
The Think-they-know-it-all: Much like the tank.
Solution: Same as Grenade.
The Maybe Person: This is the person who cannot
commit to any position or issue. They take refuge in
ambiguity.
Solution: On a project team, you need to help them
commit. Give them simple alternatives and ask them to
decide.
The No Person: This is your general naysayer.
Nothing will work, no matter what.
Solution: Help to see that no is not an option. Define the
alternatives.
The Sniper: This is a destructive force in a team.
The Sniper tenders up negative comments within the
team that negate or attack ideas.
Solution: address the behavior immediately and let them
know that comments like that are unacceptable based on
team norms.
The Yes Person: While less negative, this person is
so agreeable that they negate their influence through
a lack of objective analysis. They are more eager to
please than they are to offer objective alternatives.
Solution: Point out that you appreciate their positive
outlook, but they need to explore options more thoroughly
if they want to gain credibility with the group.
The Traitor: Team member speaks very little in
meetings, or sometimes disagrees, and spends
times out of meetings lobbying for alternative
positions or arguing decisions made by the team
Solution: Establish team rules early that state that issues
are dealt with in team meetings and this behavior is not
acceptable. When it is uncovered, PM addresses it in the
meeting or, if necessary, in private
The End Arounder: Team member who goes
around team and PM to another supervisor or
administrator and complains, lobbies or takes
alternative positions to team.
Solution: Identify the behavior in team development and
make it known it is not acceptable. Get all administrators
and supervisors to suppress the behavior if it occurs. PM
should call it when its seen and the Project Sponsor
should nip it in bud.
Providing Feedback to Team Members
Praise in public
Punish in private
Decision Making Structure
Define Layers
Executive
Project Manager
Project Team
Sub Teams
Documentation
Levels of responsibility
should be spelled out for
each group.

Examples
Execs will make all decisions on
scope, schedule, personnel
changes and budget
Project Mgt. team will make all
decisions on team assignments,
work allocations and management
of vendors.
Training team will make decisions
about training requirements and
schedules of sessions.
Decision Making
Avoid consensus abuse
Consensus may be desired, but is not required
Lack of consensus does not mean no decision
Projects force decisions by leaders
Clarify who makes what decisions
Establish structure for rapid decision making
Communicate decisions
Log/track decisions for future reference
While everyone may not agree with all decisions, its
important that team members agree to support the
decisions
Get buy-in from sponsor and administrators preventing
end arounds.
Communication Plan
Define stakeholders
Develop communication plan
Identify
talents for communication
means of communication
frequency of communication
Navigating the Politics of Change
Know the environment
What are the overarching issues of your organization?
What are the pressing issues of the hour?
What will be the pressing issues of tomorrow?
How do you help others satisfy their needs?
What is the stake of others in your project?
Identify a mentor
Project Management is Change
Project methodology is really about managing change
Change in current practices
Developing new practices
Getting people to change their behaviors
How they do their work
How they work together
How they get the work of the project done
Avoidance of paving the cowpaths
PM is a mindset, a discipline, that can help your
organization increase effectiveness and put order to
chaos
Limitations of Project Management
PM works when there is buy-in for the methods and
process
It does not work when
buy-in is lacking or there is not support for the methods by
executives
end arounds are tolerated
influential players operate project business outside the
project
decisions made by project teams are not supported
charters, schedules and other work products of the team are
not supported
Project Portfolio Management
More common in disciplined IT organizations
Manages projects that are
Proposed
Approved
In progress
Requires organizational buy-in

Additional Project Resources
ESI Horizons www.esi-horizons.com
Project Management Institute. www.pmi.org
On Becoming a Technical Leader. by Gerald
Weinberg
On Becoming a Leader. by Warren Bennis
Getting Past No. by William Ury
Decision Traps. by Edward Russo

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GERENCIA DE PROYECTOS

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