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The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
The Project Management Process -  Week 1
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The Project Management Process - Week 1

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An introduction to project management

An introduction to project management

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  • Transcript

    • 1. Project Management 1. What is Project Management
    • 2. Week 1
    • 3. Turn your phones off Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/
    • 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. First <ul><li>Form into 12 Groups </li></ul>1st
    • 6. Revision Groups
    • 7. Second <ul><li>Your motivation </li></ul>2nd
    • 8. Who wants to be a project manager?
    • 9. Why?
    • 10. Who wants to work with a project manager?
    • 11. When? Where? How?
    • 12. A walk through the course outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
    • 13. The textbook <ul><li>Gray, C., &amp; Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3       </li></ul>
    • 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. 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. <ul><li>View </li></ul><ul><li>&gt; Notes Page </li></ul>
    • 17. Week 1 <ul><li>The Project Management Framework </li></ul>
    • 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. 1. What is a Project? <ul><li>All projects have a beginning, a middle and an end. </li></ul>Beginning Middle End
    • 20. <ul><li>A definition: </li></ul><ul><li>“ A temporary endeavor undertaken to accomplish a unique purpose” </li></ul>Beginning Middle End
    • 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. <ul><li>More &amp; more IT projects are starting each year </li></ul>500K 300K 200K 1998 2001 2002 ?? 2007
    • 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. <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. 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. Projects v Not Projects
    • 27. Process Groups <ul><li>All projects typically go through these five processes </li></ul>Close Initiate Plan Monitor &amp; Control Implement
    • 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. Figure 1.1 Project Life Cycle (Gray &amp; Larson, 2006, p6)
    • 30. &nbsp;
    • 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>
    • 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
    • 33. 3. The Triple Constraint <ul><li>Also known as the IRON TRIANGLE </li></ul>Time Scope Cost
    • 34. Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
    • 35. The Quadruple Constraint <ul><li>Warning: Quality has many definitions </li></ul>Quality Time Scope Cost
    • 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>
    • 37. &nbsp;
    • 38. 5. The Project Manager <ul><li>Week 6 – Leading Teams </li></ul><ul><li>Week 7 – Managing Teams </li></ul>
    • 39. (Schwalbe, 2006, p17)
    • 40. (Schwalbe, 2006, p22)
    • 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>
    • 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
    • 43. Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
    • 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>
    • 45. Project Team Suppliers Customers Opponents Sponsor &amp; Supporters
    • 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
    • 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
    • 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
    • 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
    • 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
    • 51. Remember this? <ul><li>The first four knowledge areas are Core Functions </li></ul>
    • 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
    • 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
    • 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
    • 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
    • 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
    • 57. <ul><li>What knowledge area do </li></ul><ul><li>contract labourers fall into? </li></ul>Contract staff ? HR Management Procurement Management
    • 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
    • 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
    • 60. Figure 1.2 Integrated Management of Projects (Gray &amp; Larson, 2006, p13)
    • 61. <ul><li>Which ones are most important for projects? </li></ul>Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising
    • 62. Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray &amp; Larson, 2006, p13)
    • 63. BetterProjects.net <ul><li>Title page pic care of dbking &amp; CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/bootbearwdc/20109566/ </li></ul>

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