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Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
Mit32 Iv102 Vl1
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Mit32 Iv102 Vl1

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    • 1. MIT32 Lecture 1 - Introduction to project management Gunnar Wettergren [email_address] © Gunnar Wettergren
    • 2. Agenda <ul><li>Course introduction </li></ul><ul><li>Today’s lecture (Chapter 1 &amp; 2) </li></ul><ul><ul><li>What is project management </li></ul></ul><ul><ul><li>The project </li></ul></ul><ul><ul><li>The role of the project manager </li></ul></ul><ul><ul><li>Projects organization and the parent organization </li></ul></ul>© Gunnar Wettergren
    • 3. MIT32 – Project management <ul><li>Course responsible </li></ul><ul><ul><li>Gunnar Wettergren </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>08/6747090 </li></ul></ul><ul><li>7.5 Hp </li></ul><ul><li>Mandatory assignment and written examination </li></ul>© Gunnar Wettergren
    • 4. Cont. <ul><li>Textbook: Core concepts of project management (Wiley &amp; Sons) </li></ul><ul><li>By Mantel, Meredith, Shafer, and Sutton </li></ul>© Gunnar Wettergren
    • 5. How is this course structured? <ul><li>Lectures </li></ul><ul><li>Tutoring sessions </li></ul><ul><li>Final written examination </li></ul>© Gunnar Wettergren
    • 6. How does it all fit together © Gunnar Wettergren -Planning -Budget -People -Scheduling -Resources -Monitoring -Control Termination + Project models =
    • 7. What is a project? <ul><li>“ A temporary endeavor undertaken to create a unique product or service” </li></ul><ul><li>Source: A Guide to the Project Management Body of Knowledge , Project Management Institute Standards Committee, p. 167, 1996 </li></ul>© Gunnar Wettergren In other words IT’S A RISK
    • 8. Why the emphasis on project management? <ul><li>Many tasks and ideas do not fit into the organization </li></ul><ul><li>We need to be able to assign responsibility and authority to achieve organizational goals </li></ul>© Gunnar Wettergren
    • 9. How are we doing so far? <ul><li>In 1998, the Financial Review reported that only 13% of companies are very happy with their return on technology investments </li></ul><ul><li>In 53 out of 59 industries, increased IT spending did not result in a corresponding jump in productivity (McKinsey, 2002) </li></ul><ul><li>~ 50% of IT projects fail (Standish Group, 2002) </li></ul><ul><li>60% of the surveyed companies in 2002 had little or no formal training in project management (Organizational Project Management Baseline Study, Interthink Consulting, September 2002) </li></ul>© Gunnar Wettergren
    • 10. Characteristics of a project <ul><li>Unique </li></ul><ul><li>Has a specific start and end date </li></ul><ul><li>Temporary organization </li></ul><ul><li>Can be structured and managed separate from the organization as a whole </li></ul>© Gunnar Wettergren
    • 11. PM vs. general management <ul><li>PM’s deal with short term development projects while general managers is in charge of running the day-to-day activities </li></ul><ul><li>Little time to develop and improve the human capital </li></ul>© Gunnar Wettergren
    • 12. The three goals of a project <ul><li>What is managed in a project? </li></ul><ul><ul><li>Time (Schedule) </li></ul></ul><ul><ul><li>Cost (Budget) </li></ul></ul><ul><ul><li>Performance (Goal attainment) </li></ul></ul>© Gunnar Wettergren
    • 13. Performance, cost, and time targets © Gunnar Wettergren
    • 14. Project lifecycles <ul><li>It measures the completion of a project as a function of either time or resources </li></ul><ul><li>It is important for you to understand different cycles and different phases of a cycle since it affects how you should manage </li></ul>© Gunnar Wettergren
    • 15. Example of project life cycles (1) © Gunnar Wettergren
    • 16. Example of project life cycles (2) © Gunnar Wettergren
    • 17. Selecting projects <ul><li>What guides the selection process? </li></ul><ul><ul><li>Is the project potentially profitable, will it yield ROI? </li></ul></ul><ul><ul><li>Does the firm in question have the knowledge or manpower to carry out such a project </li></ul></ul><ul><ul><li>In line with the firms strategic plan? </li></ul></ul><ul><ul><li>Can we do it in the set time frame? </li></ul></ul>© Gunnar Wettergren
    • 18. Selection methods <ul><li>Nonnumeric selection methods </li></ul><ul><ul><li>The Sacred cow </li></ul></ul><ul><ul><li>The operating/competitive necessity </li></ul></ul><ul><ul><li>Comparative benefits </li></ul></ul><ul><li>Numeric selection methods </li></ul><ul><ul><li>Financial assessment methods </li></ul></ul><ul><ul><li>Scoring method </li></ul></ul>© Gunnar Wettergren
    • 19. Why is it important to understand the selection process? <ul><li>Knowing the reasons why a project is started will help you manage the project and help you understand the role of the project </li></ul><ul><li>It could potentially help you get your project proposal approved </li></ul>© Gunnar Wettergren
    • 20. Aggregate project plan <ul><li>The ROI selection criteria used by many companies to select which projects to fund is insufficient </li></ul><ul><li>In order to address the problem of choosing the right projects Wheelwright/Clark developed a model called the aggregate project plan </li></ul>© Gunnar Wettergren
    • 21. Aggregate project plan (2) <ul><li>There are four different categories used </li></ul><ul><ul><li>Derivative projects – Incremental/Minor Improvements to existing products /processes </li></ul></ul><ul><ul><li>Breakthrough projects – Seek to develop a new generation of products </li></ul></ul><ul><ul><li>Platform projects – The creation of a platform that can serve as a foundation for other products </li></ul></ul><ul><ul><li>R&amp;D Projects – The development of new knowledge </li></ul></ul>© Gunnar Wettergren
    • 22. Aggregate project plan (3) © Gunnar Wettergren
    • 23. Being a PM – What does it mean? <ul><li>Using a definition from the book “It is the PM’s job to make sure that the project is properly planned, implemented, and completed” </li></ul>© Gunnar Wettergren
    • 24. Roles and responsibilities of a project manager <ul><li>One could easily claim that a PM is a man or woman with many different faces. The different roles that you might be forced to handle during a project are almost endless </li></ul><ul><li>With these roles come different responsibilities and duties </li></ul>© Gunnar Wettergren
    • 25. Roles <ul><li>Facilitator </li></ul><ul><li>Communicator </li></ul><ul><li>Virtual PM </li></ul><ul><li>Speaking partner </li></ul><ul><li>Problem solver </li></ul><ul><li>Customer relationships </li></ul><ul><li>Stakeholder management </li></ul><ul><li>Etc…. </li></ul>© Gunnar Wettergren
    • 26. Responsibilities/Duties <ul><li>Resources </li></ul><ul><li>Fighting fires and obstacles </li></ul><ul><li>Leadership and making trade-off’s </li></ul><ul><li>Negotiation, solving conflicts, and persuasion </li></ul>© Gunnar Wettergren
    • 27. More on why we use projects <ul><li>Cuts down time-to-market </li></ul><ul><li>Products today require special knowledge, teams can be formed and quickly disbanded </li></ul><ul><li>Technology impact and the rate and magnitude of the changes </li></ul><ul><li>Lack of confidence in upper management ability to cope with large scale changes </li></ul>© Gunnar Wettergren
    • 28. How does the project fit into the organization? <ul><li>What is the connection between the project and the organization? </li></ul><ul><li>Does it affect us? </li></ul><ul><li>How should the relationship be handled? </li></ul>© Gunnar Wettergren
    • 29. The interface between the project and the organization <ul><li>The basic problem for most PM’s is the interface between the organization and the project. PM’s have no control over that interface </li></ul><ul><li>The resources used in a project comes from the parent organization where managers running the day-to-day operations have “power” over resources </li></ul>© Gunnar Wettergren
    • 30. Pure project organization © Gunnar Wettergren
    • 31. Advantages and disadvantages <ul><li>Advantages </li></ul><ul><ul><li>Effective and efficient for large projects </li></ul></ul><ul><ul><li>Resources available as needed </li></ul></ul><ul><ul><li>Broad range of specialists </li></ul></ul><ul><ul><li>short lines of communication </li></ul></ul><ul><li>Drawbacks </li></ul><ul><ul><li>Expensive for small projects </li></ul></ul><ul><ul><li>Specialists may have limited technological depth </li></ul></ul><ul><ul><li>May require high levels of duplication for certain specialties </li></ul></ul>© Gunnar Wettergren
    • 32. Functional project organization © Gunnar Wettergren
    • 33. Advantages and disadvantages <ul><li>Advantages </li></ul><ul><ul><li>technological depth </li></ul></ul><ul><li>Drawbacks </li></ul><ul><ul><li>lines of communication outside functional department slow </li></ul></ul><ul><ul><li>technological breadth </li></ul></ul><ul><ul><li>project rarely given high priority </li></ul></ul>© Gunnar Wettergren
    • 34. Matrix project organization © Gunnar Wettergren
    • 35. Advantages and disadvantages <ul><li>Advantages </li></ul><ul><ul><li>flexibility in way it can interface with parent organization </li></ul></ul><ul><ul><li>strong focus on the project itself </li></ul></ul><ul><ul><li>contact with functional groups minimizes problems </li></ul></ul><ul><ul><li>ability to manage fundamental trade-offs across several projects </li></ul></ul><ul><li>Drawbacks </li></ul><ul><ul><li>violation of the Unity of Command principle </li></ul></ul><ul><ul><li>complexity of managing full set of projects </li></ul></ul><ul><ul><li>conflict </li></ul></ul>© Gunnar Wettergren
    • 36. Summary and questions lecture 1 © Gunnar Wettergren

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