The Project Management Process -  Week 1
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An introduction to project management

An introduction to project management

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The Project Management Process - Week 1 Presentation 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
    • 2 parts
    • Intro – who am I, what we’ll be doing this semester, assessments
    • About projects – The Project Management Framework
  • 5. First
    • Form into 12 Groups
    1st
  • 6. Revision Groups
  • 7. Second
    • Your motivation
    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
    • Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3      
  • 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.
    • View
    • > Notes Page
  • 17. Week 1
    • The Project Management Framework
  • 18. 8 things you want to know
    • What is a Project?
    • Process Groups
    • The Triple Constraint
    • What is Project Management?
    • The Project Manager
    • Importance of Project Management
    • Project Management Framework
    • Integrated Approach
  • 19. 1. What is a Project?
    • All projects have a beginning, a middle and an end.
    Beginning Middle End
  • 20.
    • A definition:
    • “ A temporary endeavor undertaken to accomplish a unique purpose”
    Beginning Middle End
  • 21.
    • Source: CHAOS Report 1995 by the Standish Group
    • Access it here: h ttp://net.educause.edu/ir/library/pdf/NCP08083B.pdf
    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.
    • More & more IT projects are starting each year
    500K 300K 200K 1998 2001 2002 ?? 2007
  • 23.
    • Projects have a common set of characteristics which can also be defined by what they are not
    A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements
  • 24.
    • Projects have a common set of characteristics which can also be defined by what they are not
    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
    • All projects typically go through these five processes
    Close Initiate Plan Monitor & Control Implement
  • 28.
    • A process is a series of actions directed towards a particular result.
    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
    • www.pmi.org
    • PMP certification
    • Google PMBOK.pdf
  • 32.
    • There are alternatives to PMI
    • Numbers from Craig Brown (Sept 2007)
    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
    • Also known as the IRON TRIANGLE
    Time Scope Cost
  • 34. Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
  • 35. The Quadruple Constraint
    • Warning: Quality has many definitions
    Quality Time Scope Cost
  • 36. 4. What is Project Management?
    • Advantages of Project Management
      • Better control of financial, physical, and human resources
      • Improved customer relations
      • Shorter development times
      • Lower costs
      • Higher quality and increased reliability
      • Higher profit margins
      • Improved productivity
      • Better internal coordination
  • 37.  
  • 38. 5. The Project Manager
    • Week 6 – Leading Teams
    • Week 7 – Managing Teams
  • 39. (Schwalbe, 2006, p17)
  • 40. (Schwalbe, 2006, p22)
  • 41. 6. Importance of Project Management
    • Increased use of Project Management
      • Compressed product life cycle
      • Global competition
      • Knowledge explosion
      • Corporate downsizing
      • Increased customer focus
      • Development of Third World and closed economies
  • 42. 7. Project Management Framework
    • The PMBOK’s 9 Knowledge areas
    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
    • Why would a team member be a stakeholder?
    • Stakeholders
    • are people involved in or affected by project activities
    • Stakeholders include:
    • Project sponsor
    • Project manager
    • Project team
    • Support staff
    • Customers
    • Suppliers
    • Opponents to the project
  • 45. Project Team Suppliers Customers Opponents Sponsor & Supporters
  • 46.
    • The PMBOK’s 9 Knowledge areas
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 47.
    • Time Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 48.
    • Cost management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 49.
    • Scope Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 50.
    • Quality Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 51. Remember this?
    • The first four knowledge areas are Core Functions
  • 52.
    • The next four knowledge areas are Facilitating Processes
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 53.
    • HR Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 54.
    • Risk Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 55.
    • Communications Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 56.
    • Procurement Management
    Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 57.
    • What knowledge area do
    • contract labourers fall into?
    Contract staff ? HR Management Procurement Management
  • 58.
    • Integration Management – pulling it all together
    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.
    • Which ones are most important for projects?
    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
    • Title page pic care of dbking & CC @ Flickr
    • http://flickr.com/photos/bootbearwdc/20109566/