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Concepts and Definitions of Project Management
 

Concepts and Definitions of Project Management

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    Concepts and Definitions of Project Management Concepts and Definitions of Project Management Document Transcript

    • Farshad Badie farshadbadie@gmail.com Computer Science MSC University of DebrecenBasic Concepts and Definitions of PMBOK (Project Management Body Of Knowledge)The knowledge areas in PMBOK: Project Integration Mg/ Project Scope Mg / Project Time Mg / Project Cost Mg /Project Quality Mg / Project Human Resources Mg /Project Communication Mg / Project Risk Mg / ProjectProcurement MgA program: A group of related or similar projects, whichsupport a common organizational initiative.A project: A temporary endeavour undertaken to create aunique product or serviceSub-project: A distinct group of activities that comprisetheir own project, which in turn is part of a larger projectProject Management: The application of knowledge, skills,tools and techniques to project activities to meet projectrequirements.The Project Mg Process: Initiating -> ( Planning ->Executing <-> Controlling ) -> ClosingThe Project Mg Triangle: Time / Scope / CostCritical Success Factors: Clear Understanding of theproject goals and objectives / Clear understanding of the
    • requirements / Involvement of clients and management /Realistic estimates and schedules / day-to-day control ofthe project / well-managed client and managementexpectations / Effective CommunicationsThe project Participants: The Sponsor: Ultimately makesthe decision that the project is worthwhile and should goforward – Commits organizational resources to theproject – Authorizes the project and is responsible formaking crucial decisions. The stakeholders: individualsand organizations who are actively involved in the project.They may be project Manager, Sponsor and team. Clientsor customers. Owners. Contractors, Suppliers.Professionals. The Project Team: Report either directly orindirectly to the manager, Can be a temporaryorganization that exists only for the length of the project.Typically own skills, knowledge, and employ them toachieve the desired project outcomes.Initiation: Committing the organization to begin theproject or the next phase of the project. / Defining Needs:Market demands , Business needs, Customer requests,Social needs.Defining Feasibility: In Financial , Ongoing Costs, Staff,Public Perception, Risk AnalysisComponents of the Plan: They help to identify “what” youare going to do/ A justification for the project/ A definitionof project scope/ A list of project objectives/ A list ofexpected deliverables .... Those help you to identify “how”
    • .. Project approach/ key milestones/ A work breakdownstructure (WBS)that decomposes the project/Identification of required resources/ estimates of tasktimes and costs/ mg plans for communication, quality andchange/ Analysis of key risks to the project/ a projectscheduleProject scope: the work that must be done to deliver aproduct with the specified features and functions.Project Scope Statement: Project scope is defined by scopestatement; Makes clear the boundaries of the project:Business needs / Product Description / Project Objectives /Project Deliverables / Project Exclusions-Decomposition using a Work Breakdown Structure:Subdividing the major project deliverables into smaller,more manageable components.-Benefits of Decomposition: You can list your projectwork / By breaking the project into activities (and laterdecomposing the activities into tasks) it is much easier tosee how things fit together and how things overlap./It’s away to modularize the project into manageable segments,it helps the project manager determine the skills needed tocomplete the work and determine the number of peopleneeded / activities allow the project manager tocommunicate the work that need to be done to other teammembers without getting into too much detail.
    • -Work Breakdown System Structure: A deliverables-oriented grouping of project components that organizesand defines the total scope of the project+ Benefits the Work Breakdown Structure: What is withinthe scope of the project / what is not in the scope of theproject / the activities and tasks to be performed / theresources required for the project / the cost and timeestimates for the project / the risks of the project / theproject schedule / project control issues(PROJECT -> PHASES -> DELIVERABLE -> SUB-DELIVERABLE)Estimating – Calculating Weighted average: An averagein which each quantity to be averaged is assigned a weight.These weightings determine the relative importance ofeach quantity on the average. Weightings are theequivalent of having that many like items with the samevalue involved in the averageLogical Relationship: They are four different types ofdependencies between tasks: 1.finish to start / 2.finish tofinish / 3.start to start / 4.start to finishCritical Path: The sequence of tasks that form the longestduration of the project. Any task that lies on the criticalpath, if delayed, will delay the entire project.-Risk: An uncertain event or condition that, if it occurs,has a positive or negative effect on a project objective(s)
    • Elements of Risk Management: Risk Identification:Determining which risks might affect the project anddocumenting their characteristics. Qualitative RiskAnalysis :Process of assessing the impact and likelihood ofidentified risks and prioritizing their effects on projectobjectives. Quantitative Risk Analysis :Measuring theprobability and consequences of risks and estimating theirimplications for project objectives in relation to overallproject risk, Risk Response Planning :Developingprocedures and techniques to enhance opportunities andreduce threats to the project’s objectivesProject Execution: Performing the activities of theprojects as planned. / involves these activities: Executingthe plan, developing the team, collecting – integrating anddistributing information, administering the contracts ofprocedural resourcesGuidelines for Controlling a Project Phase: Review theproject plan to verify the desired results of this phase interms of deliverables, schedules, costs, quality and riskmanagement / Prepare to inspect the results of the phaseby locating any documentation you may have, such asquality criteria, schedule events, budget, proposals,contracts, and the risk management plan./ Inspect theresults of the project phase by examining the actualdeliverables to date discuss results with project teammembers and review progress reports. / Determinewhether to accept the deliverables produced thus far or totake corrective action/ Make any appropriate adjustments
    • to the project plan, including estimates for cost, scope,schedule and risk/ Create a list of “lessons learned” forfuture projects./ Complete evaluation checklists and keepthem with the project records.Closing the Project: Formally accepting the results ordeliverables of the project and ending the project.Activities: Obtain from the client or sponsor formalacceptance of the project’s deliverables./ Measure whetherall objectives have been fulfilled/ Release all internalresources out any open contracts. / Evaluate processes anddocumentation / Document project events / Generatelessons learned / celebrate the end of the project / archiveproject dataWhat is ERP? (Enterprise Resource Planning Systems)comprises of a commercial software package thatpromises the seamless integration of all informationflowing through the company – financial, accounting,human resources, supply chain an d customerinformation./ It identifies the concepts, participants ,management , financial and evaluate them