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 2 parts Intro – who am I, what we’ll be doing this semester, assessments About projects – The Project Management Framework

2 parts

Intro – who am I, what we’ll be doing this semester, assessments

About projects – The Project Management Framework

First Form into 12 Groups 1st

Form into 12 Groups

Revision Groups

Second Your motivation 2nd

Your motivation

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 Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3

Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3

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

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

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> Notes Page

Week 1 The Project Management Framework

The Project Management Framework

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

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

1. What is a Project? All projects have a beginning, a middle and an end. Beginning Middle End

All projects have a beginning, a middle and an end.

A definition: “ A temporary endeavor undertaken to accomplish a unique purpose” Beginning Middle End

A definition:

“ A temporary endeavor undertaken to accomplish a unique purpose”

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

Source: CHAOS Report 1995 by the Standish Group

Access it here: h ttp://net.educause.edu/ir/library/pdf/NCP08083B.pdf

More & more IT projects are starting each year 500K 300K 200K 1998 2001 2002 ?? 2007

More & more IT projects are starting each year

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

Projects have a common set of characteristics which can also be defined by what they are not

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

Projects have a common set of characteristics which can also be defined by what they are not

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

Projects v Not Projects

Process Groups All projects typically go through these five processes Close Initiate Plan Monitor & Control Implement

All projects typically go through these five processes

A process is a series of actions directed towards a particular result. Step 1 Step 2 Step 3 Result activity inputs outputs

A process is a series of actions directed towards a particular result.

Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

PMI and the PMBOK www.pmi.org PMP certification Google PMBOK.pdf

www.pmi.org

PMP certification

Google PMBOK.pdf

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

There are alternatives to PMI

Numbers from Craig Brown (Sept 2007)

3. The Triple Constraint Also known as the IRON TRIANGLE Time Scope Cost

Also known as the IRON TRIANGLE

Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

The Quadruple Constraint Warning: Quality has many definitions Quality Time Scope Cost

Warning: Quality has many definitions

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

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

5. The Project Manager Week 6 – Leading Teams Week 7 – Managing Teams

Week 6 – Leading Teams

Week 7 – Managing Teams

(Schwalbe, 2006, p17)

(Schwalbe, 2006, p22)

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

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

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

The PMBOK’s 9 Knowledge areas

Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)

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

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

Project Team Suppliers Customers Opponents Sponsor & Supporters

The PMBOK’s 9 Knowledge areas Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

The PMBOK’s 9 Knowledge areas

Time Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Time Management

Cost management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Cost management

Scope Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Scope Management

Quality Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Quality Management

Remember this? The first four knowledge areas are Core Functions

The first four knowledge areas are Core Functions

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

The next four knowledge areas are Facilitating Processes

HR Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

HR Management

Risk Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Risk Management

Communications Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Communications Management

Procurement Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Procurement Management

What knowledge area do contract labourers fall into? Contract staff ? HR Management Procurement Management

What knowledge area do

contract labourers fall into?

Integration Management – pulling it all together Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Integration Management – pulling it all together

What if it’s not Integrated? Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)

Which ones are most important for projects? Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

Which ones are most important for projects?

Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)

BetterProjects.net Title page pic care of dbking & CC @ Flickr http://flickr.com/photos/bootbearwdc/20109566/

Title page pic care of dbking & CC @ Flickr

http://flickr.com/photos/bootbearwdc/20109566/