The Project Management Process - Week 1

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An introduction to project management

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  • A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide --- http://amzn.to/1MixHrQ
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  • Project Management For Dummies --- http://amzn.to/1puTphV
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  • Project Management for the Unofficial Project Manager: A FranklinCovey Title --- http://amzn.to/25diwGJ
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  • Getting bogged down with project management processes? Check this free eBook on the 6 steps for practical project management http://www.slideshare.net/MindGenius/the-six-step-guide-to-practical-project-management
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  • A good presentation and I learnt a lot.
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  • The Project Management Process - Week 1

    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., & 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>> 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 & 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 & 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 & 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>
    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.  
    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 & 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 & 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 & Larson, 2006, p13)
    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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