Project Management 1. What is Project Management
Week 1
Turn your phones off Picture by Mike Licht, NotionsCapital.com  http://www.flickr.com/photos/notionscapital/869847216/
Welcome <ul><li>2 parts </li></ul><ul><li>Intro – who am I, what we’ll be doing this semester, assessments </li></ul><ul><...
First <ul><li>Form into 12 Groups </li></ul>1st
Revision Groups
Second <ul><li>Your motivation </li></ul>2nd
Who wants to  be  a project manager?
Why?
Who wants to  work with  a project manager?
When? Where? How?
A walk through the course outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
The textbook <ul><li>Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY:  McGraw-Hil...
Revision Week 13 Global IT Project Management Current Issues in Project Management Weeks 10 – 12 Managing Project Teams Pr...
B 50% End of semester Final Examination A 15% Week 11, Wednesday 1 st  October 4pm Week 7 Team Report A 15% Week 8, Wednes...
<ul><li>View </li></ul><ul><li>> Notes Page </li></ul>
Week 1 <ul><li>The Project Management Framework </li></ul>
8 things you want to know <ul><li>What is a Project? </li></ul><ul><li>Process Groups </li></ul><ul><li>The Triple Constra...
1. What is a Project? <ul><li>All projects have a beginning, a middle and an end. </li></ul>Beginning Middle End
<ul><li>A definition: </li></ul><ul><li>“ A temporary endeavor undertaken to accomplish a unique purpose” </li></ul>Beginn...
<ul><li>Source: CHAOS Report 1995 by the Standish Group </li></ul><ul><li>Access it here: h ttp://net.educause.edu/ir/libr...
<ul><li>More & more IT projects are starting each year </li></ul>500K 300K 200K 1998 2001 2002 ?? 2007
<ul><li>Projects have a common set of characteristics  which can also be defined by what they are not </li></ul>A target o...
<ul><li>Projects have a common set of characteristics   which can also be defined by what they are  not </li></ul>A target...
Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints...
Projects v Not Projects
Process Groups <ul><li>All projects typically go through these five processes </li></ul>Close Initiate Plan Monitor & Cont...
<ul><li>A process is a series of actions directed towards a particular result. </li></ul>Step 1 Step 2 Step 3 Result activ...
Figure 1.1  Project Life Cycle  (Gray & Larson, 2006, p6)
 
PMI and the PMBOK <ul><li>www.pmi.org </li></ul><ul><li>PMP certification </li></ul><ul><li>Google  PMBOK.pdf </li></ul>
<ul><li>There are alternatives to PMI </li></ul><ul><li>Numbers from Craig Brown (Sept 2007) </li></ul>7,100 Australia AIP...
3. The Triple Constraint <ul><li>Also known as the IRON TRIANGLE </li></ul>Time Scope Cost
Figure 1.1  Triple Constraint of Project Management (Schwalbe, 2006, p8)
The  Quadruple   Constraint <ul><li>Warning: Quality has many definitions </li></ul>Quality Time Scope Cost
4. What is Project Management? <ul><li>Advantages of Project Management </li></ul><ul><ul><li>Better control of financial,...
 
5. The Project Manager <ul><li>Week 6 – Leading Teams </li></ul><ul><li>Week 7 – Managing Teams </li></ul>
(Schwalbe, 2006, p17)
(Schwalbe, 2006, p22)
6. Importance of Project Management <ul><li>Increased use of Project Management </li></ul><ul><ul><li>Compressed product l...
7. Project Management Framework <ul><li>The PMBOK’s 9 Knowledge areas </li></ul>Integration Management Time Management Cos...
Figure 1.2  Project Management Framework (Schwalbe, 2006, p9)
8. Integrated Approach <ul><li>Why would a team member be a stakeholder? </li></ul><ul><li>Stakeholders  </li></ul><ul><li...
Project Team Suppliers Customers Opponents Sponsor & Supporters
<ul><li>The PMBOK’s 9 Knowledge areas </li></ul>Integration Management Time Management Cost Management Scope Management Qu...
<ul><li>Time Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Manageme...
<ul><li>Cost management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Manageme...
<ul><li>Scope Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Managem...
<ul><li>Quality Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Manag...
Remember this? <ul><li>The first four knowledge areas are  Core Functions </li></ul>
<ul><li>The next four knowledge areas are  Facilitating Processes </li></ul>Integration Management Time Management Cost Ma...
<ul><li>HR Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management...
<ul><li>Risk Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Manageme...
<ul><li>Communications Management </li></ul>Integration Management Time Management Cost Management Scope Management Qualit...
<ul><li>Procurement Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality M...
<ul><li>What knowledge area do  </li></ul><ul><li>contract labourers fall into? </li></ul>Contract staff ? HR Management P...
<ul><li>Integration Management – pulling it all together </li></ul>Integration Management Time Management Cost Management ...
What if it’s not  Integrated? Integration Management Time Management Cost Management Scope Management Quality Management H...
Figure 1.2  Integrated Management of Projects  (Gray & Larson, 2006, p13)
<ul><li>Which ones are most important for projects? </li></ul>Technical skills People Skills Budgeting, Scheduling, Docume...
Figure 1.3  Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)
BetterProjects.net <ul><li>Title page pic care of dbking & CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/bootbear...
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Week 01 - What is Project Management

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  • Def : A temporary endeavor undertaken to accomplish a unique purpose needs Major Characteristics of a Project: Established objectives Defined life span with a beginning and end Across-organizational participation New or unique Specific time, cost, and performance requirements
  • Source: CHAOS Report 1995 by the Standish Group Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf Since 1995 several subsequent versions have been published. Project performance has improved… incrementally.. Over the subsequent decade. There is still significant improvement opportunities for the IT projects industry. What do you think is going wrong at your workplace? What can be done to improve things? The 1995 Standish (CHAOS) report found the following factors common to successful projects1. User Involvement 15.9% 2. Executive Management Support 13.9% 3. Clear Statement of Requirements 13.0% 4. Proper Planning 9.6% 5. Realistic Expectations 8.2% 6. Smaller Project Milestones 7.7% 7. Competent Staff 7.2% 8. Ownership 5.3% 9. Clear Vision &amp; Objectives 2.9% 10. Hard-Working, Focused Staff 2.4% Other 13.9%
  • Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPod Attaching tags on a manufactured product Projects Writing a term paper Setting up a sales kiosk for a professional accounting meeting Developing a supply-chain information system Writing a new piano piece Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs Wire-tag projects for GE and Wal-Mart
  • Def : A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes Process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes
  • Every project is constrained by: Scope What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? Time How long should it take to complete the project? What is the project’s schedule? Cost What should it cost to complete the project? What is the project’s budget?
  • Project manager’s duty to balance the three often competing goals May be good enough to hit the target, or range of triple constraint goals Important to determine which aspects of the triple constraint are most important “Quadruple constraint” includes quality as well as scope, time, and cost
  • Every project is constrained by: Scope What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? Time How long should it take to complete the project? What is the project’s schedule? Cost What should it cost to complete the project? What is the project’s budget?
  • Def : Project Management is … “ the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMI, 2004, p8). Challenge of Project Management: Managing temporary, non-repetitive activities and often acting independent of the organization Getting right people, right time to address the right issues and make the right decisions Duties of Project Managers: Gather resources for the project Linked to the customer interface Provides direction, coordination, and integration to the project team Responsible for performance and success of the project
  • Suggested Skills: Communication skills: listening, persuading Organizational skills: planning, goal-setting, analyzing Team Building skills: understanding, motivation, Leadership skills: sets example, energetic, vision, delegates, positive Coping skills: flexibility, creativity, patience, persistence Technological skills: experience, knowledge
  • Describe key competencies that project managers must develop: Core function areas lead to specific project objectives (scope, time, cost, and quality) Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management) Knowledge function (project integration management) influences and is influenced by all other areas
  • Describe key competencies that project managers must develop: Core function areas lead to specific project objectives (scope, time, cost, and quality) Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management) Knowledge function (project integration management) influences and is influenced by all other areas
  • Project Cost Management Consists of preparing and managing the budget for the project Processes include: cost estimating cost budgeting cost control Outputs include: cost estimates, baseline budget, earned value calculations
  • Project Time Management Estimating work completion time, developing project schedule, and ensuring timely completion of the project Processes include: activity definition activity sequencing activity resource estimating activity duration estimating schedule development schedule control Outputs include: network diagram, Gantt chart, critical path etc…
  • Project Scope Management Involves defining and managing all the work required to complete the project successfully Processes include: scope planning scope definition creating the WBS scope verification scope control Outputs include: project charter, scope statement, WBS etc…
  • Project Quality Management Ensures that the project will satisfy the stated or implied needs for which it was undertaken Processes include: quality planning quality assurance quality control Outputs include: quality assurance plan, standards etc…
  • Project Human Resource Management Concerned with making effective use of the people involved with the project Processes include: human resource planning acquiring the project team developing the project team managing the project team Outputs include: project organization charts, staffing management plan, resource histogram etc…
  • Project Risk Management Identifying, analyzing, and responding to risks related to the project Processes include: risk management planning risk identification qualitative risk analysis quantitative risk analysis risk response planning risk monitoring and control Outputs include: risk management plan, contingency plans etc…
  • Project Communications Management Involves generating, collecting and storing project information Processes include: communications planning information distribution performance reporting managing stakeholders Outputs include: communications management plan, status reports, performance reports etc…
  • Project Procurement Management Involves acquiring goods and services for a project from outside the organization Processes include: planning purchases and acquisitions planning contracting requesting seller responses selecting sellers administering the contract closing the contract Outputs include: contract, statement of work etc…
  • Project Integration Management Involves coordinating all the other knowledge areas throughout a project’s life cycle. Processes include: develop project charter develop the preliminary project scope statement develop the project management plan direct and manage project execution monitor and control the project work perform integrated change control close the project Outputs include: project plan, change control system etc…
  • Problems resulting from the use of piecemeal Project Management Systems Do not tie together the overall strategies of the firm Fail to prioritize selection of projects by their importance of their contribution to the firm Not integrated throughout project life cycle Do not match project planning and controls with organizational culture to make appropriate adjustments in support of project
  • In Integrated process management systems all the parts are inter-related, a change in one of the parts will influence the whole. Mission, objectives and strategies are set to meet the needs of the customer. External environmental factors: political, social, economic and technological Internal environmental factors: strengths and weaknesses such as management, facilities, financial conditions etc.
  • Transcript of "Week 01 - What is Project Management"

    1. 1. Project Management 1. What is Project Management
    2. 2. Week 1
    3. 3. Turn your phones off Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/
    4. 4. Welcome <ul><li>2 parts </li></ul><ul><li>Intro – who am I, what we’ll be doing this semester, assessments </li></ul><ul><li>About projects – The Project Management Framework </li></ul>
    5. 5. First <ul><li>Form into 12 Groups </li></ul>1st
    6. 6. Revision Groups
    7. 7. Second <ul><li>Your motivation </li></ul>2nd
    8. 8. Who wants to be a project manager?
    9. 9. Why?
    10. 10. Who wants to work with a project manager?
    11. 11. When? Where? How?
    12. 12. A walk through the course outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
    13. 13. The textbook <ul><li>Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3       </li></ul>
    14. 14. Revision Week 13 Global IT Project Management Current Issues in Project Management Weeks 10 – 12 Managing Project Teams Project Conflict Management Performance Management Weeks 7 – 9 Managing Project Change Project Marketing Project Leadership Weeks 4 – 6 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 1 – 3
    15. 15. B 50% End of semester Final Examination A 15% Week 11, Wednesday 1 st October 4pm Week 7 Team Report A 15% Week 8, Wednesday 10 th September 4pm Week 2 Team Project Proposal (Stage-2) A 10% Week 5, Wednesday 20 th August 4pm Week 2 Team Project Proposal (Stage-1) A 10% Weeks 1-11 Weekly Tutorial Participation Task Type Weighting Due Date Release Date Assessment Task
    16. 16. <ul><li>View </li></ul><ul><li>> Notes Page </li></ul>
    17. 17. Week 1 <ul><li>The Project Management Framework </li></ul>
    18. 18. 8 things you want to know <ul><li>What is a Project? </li></ul><ul><li>Process Groups </li></ul><ul><li>The Triple Constraint </li></ul><ul><li>What is Project Management? </li></ul><ul><li>The Project Manager </li></ul><ul><li>Importance of Project Management </li></ul><ul><li>Project Management Framework </li></ul><ul><li>Integrated Approach </li></ul>
    19. 19. 1. What is a Project? <ul><li>All projects have a beginning, a middle and an end. </li></ul>Beginning Middle End
    20. 20. <ul><li>A definition: </li></ul><ul><li>“ A temporary endeavor undertaken to accomplish a unique purpose” </li></ul>Beginning Middle End
    21. 21. <ul><li>Source: CHAOS Report 1995 by the Standish Group </li></ul><ul><li>Access it here: h ttp://net.educause.edu/ir/library/pdf/NCP08083B.pdf </li></ul>Not even completed Typically 189% over budget OTOBOS 53% Challenged 16% Success 31% Critical Failures 1994 1 2 3 4 5 6 7 8
    22. 22. <ul><li>More & more IT projects are starting each year </li></ul>500K 300K 200K 1998 2001 2002 ?? 2007
    23. 23. <ul><li>Projects have a common set of characteristics which can also be defined by what they are not </li></ul>A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements
    24. 24. <ul><li>Projects have a common set of characteristics which can also be defined by what they are not </li></ul>A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements
    25. 25. Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t
    26. 26. Projects v Not Projects
    27. 27. Process Groups <ul><li>All projects typically go through these five processes </li></ul>Close Initiate Plan Monitor & Control Implement
    28. 28. <ul><li>A process is a series of actions directed towards a particular result. </li></ul>Step 1 Step 2 Step 3 Result activity inputs outputs
    29. 29. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
    30. 31. PMI and the PMBOK <ul><li>www.pmi.org </li></ul><ul><li>PMP certification </li></ul><ul><li>Google PMBOK.pdf </li></ul>
    31. 32. <ul><li>There are alternatives to PMI </li></ul><ul><li>Numbers from Craig Brown (Sept 2007) </li></ul>7,100 Australia AIPM 15,000 UK APM 30,000 Europe IPMA 240,000 USA PMI Number of members Head office Project Management Organisation
    32. 33. 3. The Triple Constraint <ul><li>Also known as the IRON TRIANGLE </li></ul>Time Scope Cost
    33. 34. Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
    34. 35. The Quadruple Constraint <ul><li>Warning: Quality has many definitions </li></ul>Quality Time Scope Cost
    35. 36. 4. What is Project Management? <ul><li>Advantages of Project Management </li></ul><ul><ul><li>Better control of financial, physical, and human resources </li></ul></ul><ul><ul><li>Improved customer relations </li></ul></ul><ul><ul><li>Shorter development times </li></ul></ul><ul><ul><li>Lower costs </li></ul></ul><ul><ul><li>Higher quality and increased reliability </li></ul></ul><ul><ul><li>Higher profit margins </li></ul></ul><ul><ul><li>Improved productivity </li></ul></ul><ul><ul><li>Better internal coordination </li></ul></ul>
    36. 38. 5. The Project Manager <ul><li>Week 6 – Leading Teams </li></ul><ul><li>Week 7 – Managing Teams </li></ul>
    37. 39. (Schwalbe, 2006, p17)
    38. 40. (Schwalbe, 2006, p22)
    39. 41. 6. Importance of Project Management <ul><li>Increased use of Project Management </li></ul><ul><ul><li>Compressed product life cycle </li></ul></ul><ul><ul><li>Global competition </li></ul></ul><ul><ul><li>Knowledge explosion </li></ul></ul><ul><ul><li>Corporate downsizing </li></ul></ul><ul><ul><li>Increased customer focus </li></ul></ul><ul><ul><li>Development of Third World and closed economies </li></ul></ul>
    40. 42. 7. Project Management Framework <ul><li>The PMBOK’s 9 Knowledge areas </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    41. 43. Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
    42. 44. 8. Integrated Approach <ul><li>Why would a team member be a stakeholder? </li></ul><ul><li>Stakeholders </li></ul><ul><li>are people involved in or affected by project activities </li></ul><ul><li>Stakeholders include: </li></ul><ul><li>Project sponsor </li></ul><ul><li>Project manager </li></ul><ul><li>Project team </li></ul><ul><li>Support staff </li></ul><ul><li>Customers </li></ul><ul><li>Suppliers </li></ul><ul><li>Opponents to the project </li></ul>
    43. 45. Project Team Suppliers Customers Opponents Sponsor & Supporters
    44. 46. <ul><li>The PMBOK’s 9 Knowledge areas </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    45. 47. <ul><li>Time Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    46. 48. <ul><li>Cost management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    47. 49. <ul><li>Scope Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    48. 50. <ul><li>Quality Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    49. 51. Remember this? <ul><li>The first four knowledge areas are Core Functions </li></ul>
    50. 52. <ul><li>The next four knowledge areas are Facilitating Processes </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    51. 53. <ul><li>HR Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    52. 54. <ul><li>Risk Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    53. 55. <ul><li>Communications Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    54. 56. <ul><li>Procurement Management </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    55. 57. <ul><li>What knowledge area do </li></ul><ul><li>contract labourers fall into? </li></ul>Contract staff ? HR Management Procurement Management
    56. 58. <ul><li>Integration Management – pulling it all together </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    57. 59. What if it’s not Integrated? Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
    58. 60. Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)
    59. 61. <ul><li>Which ones are most important for projects? </li></ul>Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising
    60. 62. Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)
    61. 63. BetterProjects.net <ul><li>Title page pic care of dbking & CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/bootbearwdc/20109566/ </li></ul>

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