Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

Introduction to Project Management

on

  • 1,131 views

Understand what projects are and how they differ from ongoing operations ...

Understand what projects are and how they differ from ongoing operations

Define and explain several key terms; Project, Project Management, Software Project Management

Understand Organization structures

Understand Project Management Processes

Understand Project Life Cycle

Statistics

Views

Total Views
1,131
Views on SlideShare
1,099
Embed Views
32

Actions

Likes
1
Downloads
64
Comments
0

1 Embed 32

http://www.movinghats.com 32

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • 2001-03-22MB-ZXW086(michaela k)-(LM)
  • 2001-03-22MB-ZXW086(michaela k)-(LM)
  • 2001-03-22MB-ZXW086(michaela k)-(LM) If you study for the PMI certification you ’ll need to know these
  • 2001-03-22MB-ZXW086(michaela k)-(LM) managing all stakeholder Expectations is challenging – conflict
  • 2001-03-22MB-ZXW086(michaela k)-(LM) Peopleware issues 10-to-1 difference in Dev productivity Teams 3 or 5 to 1 diff Process Dev basics, risk mgmt, QA, lifecycle planning, customer orientation Product Most tangible dimension Technology
  • 2001-03-22MB-ZXW086(michaela k)-(LM) projects are composed of processes

Introduction to Project Management Introduction to Project Management Presentation Transcript

  • Software Project Management Page Introduction to Project Management
  • Objectives
    • Understand what projects are and how they differ from ongoing operations
    • Define and explain several key terms; Project, Project Management, Software Project Management
    • Understand Organization structures
    • Understand Project Management Processes
    • Understand Project Life Cycle
    Page
  • Project Fundamentals Page View slide
  • Page
    • Temporary: E very project has a definite beginning and a definite end.
    • Unique: The product or service is different in some distinguishing way from all similar products or services.
    What is Project? A project is a temporary endeavor undertaken to create a unique product or service. A project is a temporary endeavor undertaken to create a unique product or service. View slide
  • Project Examples…
    • Construction of a building
    • Development of a new tool / process
    • Development of a new software
    • Enhancement of an existing software
    • Process improvement project
    • Campaign for an election / new product launch
    Page
  • Project Characteristics
    • Objective
    • Temporary
    • Unique Product or Services
    • Multiple tasks / activities
    • Constraints
    Page
  • Project v/s Ongoing Operations Page Projects Ongoing Operations Definite beginning and end No definitive beginning and end Temporary in nature Ongoing Produces a unique product or service Produces the same product or service over and over Resources are dedicated to the project Resources are dedicated to operations Ending is determined by specific criteria Processes are not completed
  • Project Management
    • Project:
      • A temporary endeavor undertaken to create a unique product or service.
    • Management:
      • The conducting or supervising of something (e.g. project)
    • Project Management:
      • The conducting or supervising of a temporary endeavor undertaken to create a unique product or service.
    Page
  • Project Management v/s Product Development
    • Project Management:
      • The conducting or supervising of a temporary endeavor undertaken to create a unique product or service.
    Page
    • Project Management
    • PMBOK
    • Management Skills
    • Management Tools
    • Management Life Cycle (Process)
    • Project Development
    • SWEBOK
    • Engineering Skills
    • Engineering Tools
    • Engineering Process (SDLC)
    • Project Management:
      • The conducting or supervising of a temporary endeavor undertaken to create a unique product or service.
  • Page
    • Project management is
      • the application of knowledge , skills , tools , and techniques to project activities
      • in order to meet or exceed stakeholder needs and expectations from a project
    Project Management
  • Project Triangle Page Quality Cost S c h e d u l e S c o p e P e r f o r m a n c e T i m e Resources
  • Project Manager Positions
    • Project Administrator / Coordinator
    • Assistant Project Manager
    • Project Manager / Program Manager
    • Executive Program Manager
    • V.P. Program Development
    • Functional Project Manager / Technical Project Manager
    Page
  • Project Management Skills
    • Leadership
    • Communications
    • Problem Solving
    • Negotiating
    • Influencing the Organization
    • Mentoring
    • Process and technical expertise
    Page
  • PMI ’s 9 Knowledge Areas
    • Project integration management
    • Scope
    • Time
    • Cost
    • Quality
    • Human resource
    • Communications
    • Risk
    • Procurement
    Page
  • Interactions / Stakeholders
    • As a PM, who do you interact with?
    • Project Stakeholders
      • Project sponsor
      • Executives
      • Team
      • Customers
      • Contractors
      • Functional managers
    Page
  • PM Tools: Software
    • Low-end
      • Basic features, tasks management, charting
      • MS Excel, Milestones Simplicity
    • Mid-market
      • Handle larger projects, multiple projects, analysis tools
      • MS Project (approx. 50% of market)
    • High-end
      • Very large projects, specialized needs, enterprise
      • AMS Realtime
      • Primavera Project Manager
    Page
  • Tools: Gantt Chart Page
  • Tools: Network Diagram Page
  • Four Project Dimensions
    • People
    • Process
    • Product
    • Technology
    Page
  • Organization Structures Influences on Projects Page
  • Organizational Structures
    • Functional
      • Engineering, Marketing, Design, etc
      • P&L from production
    • Project
      • Project A, Project B
      • Income from projects
      • PM has P&L responsibility
    • Matrix
      • Functional and Project based
      • Program Mgmt. Model
      • Shorter cycles, need for rapid development process
    Page
  • Functional Organization Page
    • Pros
      • Clear definition of authority
      • Eliminates duplication
      • Encourages specialization
      • Clear career paths
    • Cons
      • “ Walls”: can lack customer orientation
      • “ Silos” create longer decisions cycles
      • Conflicts across functional areas
      • Project leaders have little power
  • Project Organization Page
    • Pros
      • Unity of command
      • Effective inter-project communication
    • Cons
      • Duplication of facilities
      • Career path
    • Examples: defense avionics, construction
  • Matrix Organization Page
    • Pros
      • Project integration across functional lines
      • Efficient use of resources
      • Retains functional teams
    • Cons
      • Two bosses for personnel
      • Complexity
      • Resource & priority conflicts
  • Matrix Forms
    • Weak, Strong, Balanced
    • Degree of relative power
    • Weak: functional-centric
    • Strong: project-centric
    Page
  • Organizational Structure Influences on Projects Page
  • Organizational Impact
    • Form can greatly impact your role
    • Determine what skills you ’ll need from which functions
    • The new “Project Office”
      • A) As centralized project management
      • B) As coach and info. office to project teams
    • The “Enterprise PMO” (EMPO)
    Page
  • Project Management Process Page
  • PMI Framework Page
  • The 5 PMI Process Groups
    • Project Management Life Cycle is divided into 5 process groups
      • 1. Initiating
      • 2. Planning
      • 3. Executing
      • 4. Controlling
      • 5. Closing
    • Each process is described by:
        • Inputs
        • Tools & Techniques
        • Outputs
    Page
  • The 5 PMI Process Groups Page
  • PMI Process Groups Page Source: Project Management Institute
  • PMI Phase Interactions Page
    • The life cycle can be repeated for each phase
  • PMI Knowledge Areas Page
  • PMI: Initiating Process
    • Inputs
      • Product Description
      • Strategic plan
      • Project Selection Criteria
      • Historical Information
    • Outputs
      • Project charter
      • Project Manager assigned
      • Constraints
      • Assumptions
    Page
    • Scope Planning
    • Scope Definition
    • Activity Definition
    • Activity Sequencing
    • Activity Duration Estimating
    • Resource Planning
    • Cost Estimating
    • Cost Budgeting
    • Risk Planning
    • Schedule Development
    • Quality Planning
    • Communications Planning
    • Organization Planning
    • Staff Acquisition
    • Procurement Planning
    • Project Plan Development
    PMI: Planning Process Page Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address
  • PMI: Executing Process
    • Project Plan Execution
    • Scope Verification
    • Quality Assurance
    • Team Development
    • Information Distribution
    • Solicitation
    • Source Selection
    • Contract Administration
    Page Coordinating people and other resources to carry out the plan
  • PMI: Controlling Process
    • Overall Change Control
    • Scope Change Control
    • Schedule Control
    • Cost Control
    • Quality Control
    • Performance Reporting
    • Risk Response Control
    Page Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary
  • PMI: Closing Process
      • Administrative Closure
      • Contract Close-out
    Page
    • Formalizing acceptance of the project or phase and bringing it to an orderly end
  • Importance of Phases
    • Define your management review points
      • “ Phase exits” or “kill points”
      • Ensure continued alignment with goals
      • Form of Validation & Verification (V&V)
    Page
  • high level summary of process group interaction Page
  • Product-oriented processes Page
  • Project Phases
    • All projects are divided into phases
    • All phases together are known as the Project Life Cycle
    • Each phase is marked by completion of Deliverables
    • Identify the primary software project phases
    Page
  • Seven Core Project Phases Page
  • Project Phases A.K.A. Page
  • Phases Variation Page
  • The Relation between Life Cycles Page
  • Page Thank you