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Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
Project managmentmsle8
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Project managmentmsle8

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  • 1. MSLE 8 Project Management Tools
  • 2. Project Management
  • 3. (Usually…)Everyone is on the same side—OURSEveryone is bound by the success of the projectEveryone has to continue to work togetherProject management is NOT a contest.
  • 4. 1. What is a Project?• All projects have a beginning, a middle and an end.Beginning Middle End
  • 5. Beginning Middle End• A definition:• “A temporary endeavor undertaken toaccomplish a unique purpose”
  • 6. Projects have a common set of characteristics whichcan also be defined by what they are notA targetoutcomeA defined lifespanCrossorganisational participationNew oruniqueTime, Costandperformancerequirements
  • 7. Projects have a common set of characteristicswhich can also be defined by what they are notA targetoutcomeA defined lifespanCrossorganisationalparticipationNew or uniqueTime, Cost andperformancerequirements
  • 8. ExplorationsGo onindefinitelyOne team orone personworking aloneCreating thesame thingmultiple timesNo constraintson time, costorperformanceWhat a project isn’t
  • 9. ExplorationsGo onindefinitelyOne team orone personworking aloneCreating thesame thingmultiple timesNo constraintson time, costorperformanceAssignment 1: analyseyour project concerningthe following points:
  • 10. Process Groups• All projects typically go through these fiveprocessesPlanMonitor &ControlImplementCloseInitiate
  • 11. PlanMonitor &ControlImplementCloseInitiate
  • 12. • A process is a series of actions directedtowards a particular result.Step 1 Step 2 Step 3 Resultactivityinputs outputs
  • 13. Figure 1.1 Project Life Cycle(Gray & Larson, 2006, p6)
  • 14. The Triple ConstraintAlso known as the IRON TRIANGLETimeScope Cost
  • 15. QualityThe Quadruple Constraint• Warning: Quality has many definitionsTimeScope Cost
  • 16. QualityAssignment 2: check the 4 scopes and apply iton your project:TimeScope Cost
  • 17. What is Project Management?Advantages of Project Management:• Better control of financial, physical,and human resources• Improved customer relations• Shorter development times• Lower costs• Higher quality and increasedreliability• Higher profit margins• Improved productivity• Better internal coordination
  • 18. PerformingOrganisationProject ManagerClient - SponsorProject Teamstakeholdersstakeholdersstakeholdersstakeholders
  • 19. Project Management FrameworkIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 20. Figure 1.2 Project Management Framework(Schwalbe, 2006, p9)
  • 21. Time ManagementIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 22. Cost managementIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 23. Scope ManagementIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 24. Quality ManagementIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 25. Remember this?• The first four knowledge areas are• Core Functions
  • 26. • The next four knowledge areas are FacilitatingProcessesIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 27. Integration Management – pulling it all togetherIntegrationManagementTimeManagementCostManagementScopeManagementQualityManagementHRManagementRiskManagementCommunicationManagementProcurementManagement
  • 28. Strategic Planning
  • 29. Strategic Planning1. What is strategy?2. How do projects relate to strategy?
  • 30. The strategy is simple, I think.The strategy is to have a practice, and what itmeans to have a practice is to regularly andreliably do the work in a habitual way.Seth Godin.
  • 31. 5 Forces analysisSupplierpowerCustomerpowerThreat ofNew EntrantsSubstitutesIntensity ofcompetitionMichael Porter’s ‘5 Forces’ – 1980’s
  • 32. SupplierpowerCustomerpowerThreat ofNew EntrantsSubstitutesIntensity ofcompetitionMichael Porter’s ‘5 Forces’ – 1980’sAssignment 3: apply the 5 forces of Porter onyour project:
  • 33. • Strategic Management Overview– Involves determining long-term objectives, predictingfuture trends, and projecting the need for new productsand services– Provides the theme and focus of the future direction forthe firm• respond to change• allocating scarce resources– Requires strong links among mission, goals, objectives,strategy, and implementation
  • 34. Set (SMART) GoalsReview MissionDevelop StrategiesImplement Strategies through projectsAlign Strategies to goals
  • 35. SWOT = SITUATIONAL ANALYSISWhere are we now?
  • 36. STWO
  • 37. STWOPositive Negative
  • 38. STWOInternalExternal
  • 39. STWOInternalExternalPositive Negative
  • 40. Assignment 4: apply the SWOT analysis on yourproject.STWOInternalExternal
  • 41. Set (SMART) GoalsReview MissionDevelop StrategiesImplement Strategies through projectsAlign Strategies to goals
  • 42. http://en.wikipedia.org/wiki/SMART_(project_management)S SpecificM MeasurableA AchievableR RelevantT Time-bound
  • 43. Letter Major Term Minor TermsS Specific Significant[3], Stretching[3], SimpleM Measurable Meaningful[3], Motivational[3], ManageableA AchievableAgreed, Attainable[6], Assignable[2], Appropriate,Actionable, Action-oriented[3]R RelevantRealistic[2], Results/Results-focused/Results-oriented[6],Resourced[7], Rewarding[3]T Time-boundTime framed[2], Timed, Time-based, Timeboxed,Timely[6][5], Timebound, Time-Specific, Timetabled,TrackableE[1] Exciting, Evaluated, EthicalR[1] Recorded, Rewarding, Reviewed[8]http://en.wikipedia.org/wiki/SMART_(project_management)
  • 44. Assignment 5: apply SMART to your project:S SpecificM MeasurableA AchievableR RelevantT Time-bound10 minutes.
  • 45. Set (SMART) GoalsReview MissionDevelop StrategiesImplement Strategies through projectsAlign Strategies to goals
  • 46. Set (SMART) GoalsReview MissionDevelop StrategiesImplement Strategies through projectsAlign Strategies to goals
  • 47. Set (SMART) GoalsReview MissionDevelop StrategiesImplement Strategies through projectsAlign Strategies to goals
  • 48. Financial Analysis$$$Net Present ValuePayback modelReturn onInvestment(there are more)
  • 49. @pieterspinderHaarlem, 28th May 2013

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