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Project Management “ Introduction to Project Management: Tools, Techniques, and Practices” BA 320 Operations Management Ja...
Projects versus Operations <ul><li>Organizations perform work - either </li></ul><ul><ul><li>Operations, or </li></ul></ul...
 
Operations and projects differ: <ul><li>Operations are  ongoing  and  repetitive </li></ul><ul><li>Projects  are  temporar...
Examples of projects <ul><li>Developing a new product or service </li></ul><ul><li>Effecting a change in structure, staffi...
What is Project Management? <ul><li>Project management is the application of knowledge, skills, tools, and techniques to p...
The project management challenge <ul><li>Meeting or exceeding stakeholder needs and expectations invariably involves  bala...
The core of project management  published by PMI in 1987
Where most projects fail
Project Management Knowledge Areas (PMBOK) <ul><li>Scope Management </li></ul><ul><li>Cost Management </li></ul><ul><li>Co...
 
 
Relationship to other disciplines - similarities <ul><li>General management encompasses </li></ul><ul><ul><li>Planning </l...
Function overlap <ul><li>Planning  the work, schedule and budget </li></ul><ul><li>Organizing  and  staffing  a team to im...
Relationship to other disciplines - differences <ul><li>Much of the knowledge needed to manage projects is unique or nearl...
 
Relationship to other disciplines
Why do you need project management techniques? <ul><li>“The reason for organizing an assignment as a project is to  FOCUS ...
Other major reasons to use PM techniques <ul><li>Clear work descriptions minimize surprises and conflicts </li></ul><ul><l...
The two types of project management activities <ul><li>Project  planning and definition  activities </li></ul><ul><li>Proj...
Planning and definition activities <ul><li>Definition of project goals and objectives </li></ul><ul><li>Definition of work...
Implementation and control activities <ul><li>Initiating work </li></ul><ul><li>Monitoring and tracking progress </li></ul...
Success factors in project management <ul><li>Appropriately skilled project manager </li></ul><ul><li>Clear authority for ...
Bottom line <ul><li>What project management will do is provide a system for planning, documenting, organizing, and communi...
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  1. 1. Project Management “ Introduction to Project Management: Tools, Techniques, and Practices” BA 320 Operations Management January 2006
  2. 2. Projects versus Operations <ul><li>Organizations perform work - either </li></ul><ul><ul><li>Operations, or </li></ul></ul><ul><ul><li>Projects </li></ul></ul><ul><li>Shared characteristics of projects and operations </li></ul><ul><ul><li>Performed by people </li></ul></ul><ul><ul><li>Constrained by limited resources </li></ul></ul><ul><ul><li>Planned, executed and controlled </li></ul></ul>
  3. 4. Operations and projects differ: <ul><li>Operations are ongoing and repetitive </li></ul><ul><li>Projects are temporary and unique </li></ul><ul><li>“A project is a temporary endeavor undertaken to create a unique product or service.” </li></ul><ul><ul><li>temporary - definite beginning and end </li></ul></ul><ul><ul><li>unique - different in some distinguishing characteristic </li></ul></ul>
  4. 5. Examples of projects <ul><li>Developing a new product or service </li></ul><ul><li>Effecting a change in structure, staffing, or style of an organization </li></ul><ul><li>Designing a new transportation vehicle </li></ul><ul><li>Constructing a building or facility </li></ul><ul><li>Running a campaign for political office </li></ul><ul><li>Implementing a new business procedure or process </li></ul>
  5. 6. What is Project Management? <ul><li>Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. </li></ul>
  6. 7. The project management challenge <ul><li>Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among: </li></ul><ul><li>Scope, time, cost, and quality </li></ul><ul><li>Stakeholders with differing needs and expectations </li></ul><ul><li>Identified needs and unidentified expectations - “client relations challenge” </li></ul>
  7. 8. The core of project management published by PMI in 1987
  8. 9. Where most projects fail
  9. 10. Project Management Knowledge Areas (PMBOK) <ul><li>Scope Management </li></ul><ul><li>Cost Management </li></ul><ul><li>Communications Management </li></ul><ul><li>Human Resources Management </li></ul><ul><li>Time Management </li></ul><ul><li>Quality Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Procurement Management </li></ul>
  10. 13. Relationship to other disciplines - similarities <ul><li>General management encompasses </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><li>Staffing </li></ul></ul><ul><ul><li>Directing </li></ul></ul><ul><ul><li>Controlling </li></ul></ul><ul><li>PM management functions overlap </li></ul>
  11. 14. Function overlap <ul><li>Planning the work, schedule and budget </li></ul><ul><li>Organizing and staffing a team to implement the work </li></ul><ul><li>Controlling the project through tracking and monitoring progress against the plan </li></ul><ul><li>Directing people and resources so the plan is adjusted and implemented as smoothly as possible </li></ul>
  12. 15. Relationship to other disciplines - differences <ul><li>Much of the knowledge needed to manage projects is unique or nearly unique to project management, e.g. </li></ul><ul><ul><li>Critical path analysis, and </li></ul></ul><ul><ul><li>Work breakdown structures </li></ul></ul><ul><li>Primary differences between general management and PM found in the use of specialized tools and techniques . </li></ul>
  13. 17. Relationship to other disciplines
  14. 18. Why do you need project management techniques? <ul><li>“The reason for organizing an assignment as a project is to FOCUS the responsibility, authority, and scheduling of the project in order to meet defined goals.” </li></ul><ul><ul><li>schedule </li></ul></ul><ul><ul><li>cost </li></ul></ul><ul><ul><li>performance (quality) </li></ul></ul>
  15. 19. Other major reasons to use PM techniques <ul><li>Clear work descriptions minimize surprises and conflicts </li></ul><ul><li>Responsibilities and assignments for specific tasks are easily identified </li></ul><ul><li>Reduces need for continuous reporting </li></ul><ul><li>Progress can be measured against a plan </li></ul><ul><li>Time limits for task completion are more easily specified </li></ul>
  16. 20. The two types of project management activities <ul><li>Project planning and definition activities </li></ul><ul><li>Project implementation and control activities </li></ul><ul><li>More simply </li></ul><ul><ul><li>Deciding, and </li></ul></ul><ul><ul><li>Doing </li></ul></ul>
  17. 21. Planning and definition activities <ul><li>Definition of project goals and objectives </li></ul><ul><li>Definition of work requirements </li></ul><ul><li>Definition of quantity of work </li></ul><ul><li>Definition of quality of work </li></ul><ul><li>Definition of required resources </li></ul><ul><li>Definition of organization structure </li></ul><ul><li>Planning of task sequencing and schedule </li></ul><ul><li>Planning of the budget </li></ul>
  18. 22. Implementation and control activities <ul><li>Initiating work </li></ul><ul><li>Monitoring and tracking progress </li></ul><ul><li>Comparing schedules and budgets to plans </li></ul><ul><li>Analyzing impact of changes and progress </li></ul><ul><li>Coordinating activities and people </li></ul><ul><li>Making adjustments to the plan as required </li></ul><ul><li>Completing the project </li></ul><ul><li>Assessing project results </li></ul>
  19. 23. Success factors in project management <ul><li>Appropriately skilled project manager </li></ul><ul><li>Clear authority for the PM to act </li></ul><ul><li>Commitment to the PM methodology </li></ul><ul><li>A skilled PM team agreed to the project goals </li></ul><ul><li>A complete project plan that is understood by all participants </li></ul><ul><li>Objectives that contribute to the larger goals of the organization </li></ul><ul><li>Workable tracking and monitoring methods </li></ul>
  20. 24. Bottom line <ul><li>What project management will do is provide a system for planning, documenting, organizing, and communicating. </li></ul><ul><li>It provides a basis for better decisions </li></ul><ul><li>Ultimately, it is the people who will make things happen and make things work, not the methodology </li></ul>
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