Project management i

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Introduction to Project Management

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  • Project management i

    1. 1. PROJECTS DEFINEDA unique set of activities meant toproduce a defined outcome(deliverables) within an establishedtime frame (schedule) using specificallocation of resources (fixed budget).
    2. 2. PROJECT MANAGEMENT DEFINEDProject management is the process ofdeveloping substantive, systematic dataabout the three parameters (outcome,time, and resources) in order tomaximise the effectiveness of thetradeoff decision between them.
    3. 3.  Frederick Taylor (1856 – 1915)—first to consider process design.
    4. 4.  Frederick Taylor (1856 – 1915)—first to consider process design. Early 1950’s—project management techniques were assembled into a single, coherent system, i.e. U.S. Defense Department development of Polaris missile (PERT and Gantt charts).
    5. 5.  Frederick Taylor (1856 – 1915)—first to consider process design. Early 1950’s—project management techniques were assembled into a single, coherent system, i.e. U.S. Defense Department development of Polaris missile (PERT and Gantt charts). Automotive/movie industries and engineering organisations began to use project management techniques.
    6. 6. ORIGINS OF PROJECT MANAGEMENT Frederick Taylor (1856 – 1915)—first to consider process design. Early 1950’s—project management techniques were assembled into a single, coherent system, i.e. U.S. Defense Department development of Polaris missile (PERT and Gantt charts). Automotive/movie industries and engineering organisations began to use project management techniques. Technology has greatly enhanced the effectiveness of project management techniques from a methodology perspective.
    7. 7.  Cross functional teams can better draw upon individual strengths;
    8. 8.  Cross functional teams can better draw upon individual strengths; It provides an efficient infrastructure for defining, planning and managing project work;
    9. 9.  Cross functional teams can better draw upon individual strengths; It provides an efficient infrastructure for defining, planning and managing project work; It channels specialisation into clearly defined cooperative and contributory activities;
    10. 10. PROJECT MANAGEMENT WORKSBECAUSE… Cross functional teams can better draw upon individual strengths; It provides an efficient infrastructure for defining, planning and managing project work; It channels specialisation into clearly defined cooperative and contributory activities; It clarifies ambiguous roles and responsibilities.
    11. 11. PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
    12. 12. PROJECT MANAGEMENTPROCESS MODEL PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
    13. 13. DEFINE & ORGANISE THE PROJECT Project success hinges on:  Clear objectives;  Coordination of activities by team members;  Establishing the “who”, “what” and “how” of the project.
    14. 14.  Who is the project manager?
    15. 15.  Who is the project manager? What are the project manager’s responsibilities?
    16. 16.  Who is the project manager? What are the project manager’s responsibilities? In which areas does the project manager have decision-making authority?
    17. 17. ESTABLISH THE PROJECTORGANISATION Who is the project manager? What are the project manager’s responsibilities? In which areas does the project manager have decision-making authority? Have the project manager’s responsibilities been agreed to, written down, and distributed to the team?
    18. 18.  Who is on the team?
    19. 19.  Who is on the team? What is each team member’s expertise?
    20. 20.  Who is on the team? What is each team member’s expertise? Is everyone who is performing work for the project identified?
    21. 21.  Who is on the team? What is each team member’s expertise? Is everyone who is performing work for the project identified? What are the team’s responsibilities?
    22. 22.  Who is on the team? What is each team member’s expertise? Is everyone who is performing work for the project identified? What are the team’s responsibilities? Has a team roster been completed?
    23. 23. ESTABLISH THE PROJECTORGANISATION, continued Who is on the team? What is each team member’s expertise? Is everyone who is performing work for the project identified? What are the team’s responsibilities? Has a team roster been completed? Who sponsors the team? To whom does it report?
    24. 24.  Good motivators and leaders, coaches, and teachers;
    25. 25.  Good motivators and leaders, coaches, and teachers; Big-picture-oriented;
    26. 26.  Good motivators and leaders, coaches, and teachers; Big-picture-oriented; Effective communicators;
    27. 27.  Good motivators and leaders, coaches, and teachers; Big-picture-oriented; Effective communicators; Good organisers;
    28. 28.  Good motivators and leaders, coaches, and teachers; Big-picture-oriented; Effective communicators; Good organisers; Goal-oriented;
    29. 29. GOOD PROJECT MANAGERS ARE… Good motivators and leaders, coaches, and teachers; Big-picture-oriented; Effective communicators; Good organisers; Goal-oriented; Knowledgeable and committed to the use of project management procedures.
    30. 30.  Assure that team members understand and practise project management;
    31. 31.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities;
    32. 32.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan;
    33. 33.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan; Make timely adjustments to the plan;
    34. 34.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan; Make timely adjustments to the plan; Maintain the project file;
    35. 35.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan; Make timely adjustments to the plan; Maintain the project file; Arbitrate and resolve conflicts;
    36. 36.  Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan; Make timely adjustments to the plan; Maintain the project file; Arbitrate and resolve conflicts; Report on project status to team members and others;
    37. 37. PROJECT MANAGER’S ROLE Assure that team members understand and practise project management; Assure that all team members understand and accept their responsibilities; Keep team resources focused on developing and executing the plan; Make timely adjustments to the plan; Maintain the project file; Arbitrate and resolve conflicts; Report on project status to team members and others; Maintain an issues log.
    38. 38.  Understanding project management processes and tools;
    39. 39.  Understanding project management processes and tools; Helping to create the project plan;
    40. 40.  Understanding project management processes and tools; Helping to create the project plan; Being committed to the project’s success;
    41. 41.  Understanding project management processes and tools; Helping to create the project plan; Being committed to the project’s success; Performing project tasks;
    42. 42.  Understanding project management processes and tools; Helping to create the project plan; Being committed to the project’s success; Performing project tasks; Reporting on progress, risks, issues and problems;
    43. 43. RESPONSIBILITIES OF THEPROJECT TEAM Understanding project management processes and tools; Helping to create the project plan; Being committed to the project’s success; Performing project tasks; Reporting on progress, risks, issues and problems; Adjusting effectively to project changes.
    44. 44. Name Phone & Fax E-Mail Location & Role(s Organisatio Numbers Addres / Title ) n s Maildrop Identifies team members and their roles and responsibilities; Provides a convenient and efficient way to maintain logistical information.
    45. 45. PROJECT TEAM ROSTERName Phone & Fax E-Mail Location & Role(s Organisatio Numbers Addres / Title ) n s Maildrop Identifies team members and their roles and responsibilities; Provides a convenient and efficient way to maintain logistical information.
    46. 46.  What is the scope of the project?
    47. 47.  What is the scope of the project? When will the project be completed?
    48. 48.  What is the scope of the project? When will the project be completed? What resources will be allocated to the project?
    49. 49.  What is the scope of the project? When will the project be completed? What resources will be allocated to the project? Is there a clear, concise Project Objective Statement (POS) of 25 words or less?
    50. 50.  What is the scope of the project? When will the project be completed? What resources will be allocated to the project? Is there a clear, concise Project Objective Statement (POS) of 25 words or less? What are the project’s major deliverables or outcomes?
    51. 51.  What is the scope of the project? When will the project be completed? What resources will be allocated to the project? Is there a clear, concise Project Objective Statement (POS) of 25 words or less? What are the project’s major deliverables or outcomes? Are the major deliverables well-defined?
    52. 52.  What is the scope of the project? When will the project be completed? What resources will be allocated to the project? Is there a clear, concise Project Objective Statement (POS) of 25 words or less? What are the project’s major deliverables or outcomes? Are the major deliverables well-defined? Is there a written “Is/Is Not” list for each major deliverable?
    53. 53. DEFINE THE PROJECT PARAMETERS What is the scope of the project? When will the project be completed? What resources will be allocated to the project? Is there a clear, concise Project Objective Statement (POS) of 25 words or less? What are the project’s major deliverables or outcomes? Are the major deliverables well-defined? Is there a written “Is/Is Not” list for each major deliverable? Do the major deliverables have target completion dates?
    54. 54.  Establishes a project’s scope, schedule and resources;
    55. 55.  Establishes a project’s scope, schedule and resources; Desired results are articulated in the scope portion of the POS—the scope statement must capture the essence of the successful outcome;
    56. 56.  Establishes a project’s scope, schedule and resources; Desired results are articulated in the scope portion of the POS—the scope statement must capture the essence of the successful outcome; Schedule portion of the POS establishes the desired precise completion date;
    57. 57.  Establishes a project’s scope, schedule and resources; Desired results are articulated in the scope portion of the POS—the scope statement must capture the essence of the successful outcome; Schedule portion of the POS establishes the desired precise completion date; Project’s resource allocation is specified in the resources portion of the POS and is usually expressed numerically ($, FTE’s, etc.).
    58. 58. PROJECT OBJECTIVE STATEMENT Establishes a project’s scope, schedule and resources; Desired results are articulated in the scope portion of the POS—the scope statement must capture the essence of the successful outcome; Schedule portion of the POS establishes the desired precise completion date; Project’s resource allocation is specified in the resources portion of the POS and is usually expressed numerically ($, FTE’s, etc.). The POS avoids jargon, is clear and concise and is visionary.
    59. 59.  Refine the definition of scope as stated in the POS;
    60. 60.  Refine the definition of scope as stated in the POS; Are the basis for judging a project’s success;
    61. 61.  Refine the definition of scope as stated in the POS; Are the basis for judging a project’s success; There are few specific guidelines about what they should be, but a basic “rule of thumb” is that the team should establish the key tangible outcomes on which they wish to concentrate;
    62. 62. MAJOR DELIVERABLES Refine the definition of scope as stated in the POS; Are the basis for judging a project’s success; There are few specific guidelines about what they should be, but a basic “rule of thumb” is that the team should establish the key tangible outcomes on which they wish to concentrate; A technique for systematically defining major deliverables is the Is/Is Not process.
    63. 63.  Clarifies deliverables by explicitly defining boundary conditions;
    64. 64.  Clarifies deliverables by explicitly defining boundary conditions; The team brainstorms everything included (Is) or excluded (Is Not) from its project;
    65. 65. IS/IS NOT PROCESS Clarifies deliverables by explicitly defining boundary conditions; The team brainstorms everything included (Is) or excluded (Is Not) from its project; Facilitates discrete decisions about a project.
    66. 66.  Has the team specified when and where it will meet, who will attend meetings, and what topics will be discussed?
    67. 67.  Has the team specified when and where it will meet, who will attend meetings, and what topics will be discussed? Have attendance rules been established?
    68. 68.  Has the team specified when and where it will meet, who will attend meetings, and what topics will be discussed? Have attendance rules been established? Have participation guidelines been established?
    69. 69.  Has the team specified when and where it will meet, who will attend meetings, and what topics will be discussed? Have attendance rules been established? Have participation guidelines been established? Is the team regularly logging all issues?
    70. 70. PLAN THE PROJECT FRAMEWORK Has the team specified when and where it will meet, who will attend meetings, and what topics will be discussed? Have attendance rules been established? Have participation guidelines been established? Is the team regularly logging all issues? Is the issues log being regularly updated and reviewed?
    71. 71.  How will the team resolve disagreements and conflicts?
    72. 72.  How will the team resolve disagreements and conflicts? Is there an escalation path for unresolved issues?
    73. 73.  How will the team resolve disagreements and conflicts? Is there an escalation path for unresolved issues? Who owns and maintains the project file?
    74. 74.  How will the team resolve disagreements and conflicts? Is there an escalation path for unresolved issues? Who owns and maintains the project file? Where will the file be stored?
    75. 75.  How will the team resolve disagreements and conflicts? Is there an escalation path for unresolved issues? Who owns and maintains the project file? Where will the file be stored? How will the team communicate (e-mail, telephone, etc.)?
    76. 76. PLAN THE PROJECT FRAMEWORK,continued How will the team resolve disagreements and conflicts? Is there an escalation path for unresolved issues? Who owns and maintains the project file? Where will the file be stored? How will the team communicate (e-mail, telephone, etc.)? Have these agreements been written down and stored in the project file?

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