Project Management in the 21st Century by Patrick Woods, Missouri State University ILTC

Sun, 04 October 2020, 5:00 PM - Thu, 08 October 2020, 8:15 PM [AST]

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Sun, 04 October 2020, 5:00 PM - Thu, 08 October 2020, 8:15 PM [AST]

Project Management is the discipline of carefully projecting or planning, organizing,

motivating and controlling resources to achieve specific goals and meet specific

success criteria. A project is a temporary endeavor designed to produce a unique

product, service or result with a defined beginning and end (usually time-constrained,

and often constrained by funding or deliverables) undertaken to meet unique goals and

objectives, typically to bring about beneficial change or added value.

What do the following scenarios have in common?

- Installing a new subway system

- Training 10,000 employees in Six Sigma

- Developing a new product or service

- Putting together an SCM conference

- Planning a holiday dinner party

They all have sequential activities, are unique, have a beginning and end, are

constrained by limited resources, result in an end product or service and have a

contingency plan.

Prior to the stages below, any potential project (that will be funded by your company)

must pass the “litmus” test. This test includes factors such a compelling business case,

stakeholder buy-in, a contingency plan and a Charter (the document that “green-lights”

it). If managed properly all projects will ultimately go through key phases or stages. 

The first phase is: planning - which will involve a WBS – Work Breakdown Structure, a

Responsibility Matrix – who does what and a Network Diagram – that shows the Critical

Path.

The second phase is execution - which includes properly managing the team, rolling out

change management and resolving conflicts. The third phase is monitoring (reviewing

progress)-controlling (make changes to bring the project back on course – which

primary involves measuring and reporting performance. The final phase is close-out -

which ensures that the deliverables are met and “lessons-learned” are documented.

The back-bone of any project is a good team and a good team leader. Key players in

the project team include the sponsor – who prepares the Charter (from above) and gets

senior management approval, the director who sanctions the project, the manager who

leads the project and the members who participate and contribute. All of above is

deployed properly and lead to good 21st Century Project Management.

To support all of the above, this course will be featured in SCE’s virtual classroom with

all of the functionality featured in our DEMO and based on our teams working with major

corporations in BIC-Best-In-Class practices. It will be a blend of educational topics,

pertinent case studies, and practical stories based on past practices. You will learn vital

skill sets but also have fun!

Session Objectives

Upon completion of the 21st Century Project Management course, the participant will:

• compare and contrast the key project characteristics as noted above

• review the pre-project factors including the use of a SWOT Analysis, a feasibility

study (why management should fund this project), stakeholder buy-in and a

contingency plan

• understand the planning phase which includes the SOW – Statement of Work, the

WBS – Work Breakdown Structure (with key “milestones”), the Responsibility Matrix

(who does what) and the CPM – Critical Path Method (the activities that are

sequential)

• utilize the “slack-time” – PERT approach in compliment to CPM above

• understand the execution phase which includes optimizing the team and going

through the four stages of change management

• understand the monitoring-controlling phase which includes as a part of

measurement the EVMS – Earned Value Management System which is also called

the theory of Triple Constraints where cost, schedule and performance must be

managed

• understand the close-out phase where the close-out meeting is conducted, a closing

report is prepared and lessons-learned are document so that in the future, we don’t

repeat the “mistakes of the past”

• interrelate the Six Sigma methodology with project management, including the

DMAIC approach

• incorporate key project management tools created from the advent of TQM – Total

Quality Management

• compare and contrast the key team participants including the sponsor, director,

manager and member

• show the correlation between these representatives and the “belt” status in Six

Sigma

• Look at the characteristics of both a strong team leader and a strong performing

team

• Interweave the “Kaizen” – continuous improvement philosophy into project

management

• Review key process improvement areas such as “Value-Stream Mapping” and

“Lean”

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