An introduction to project management:  Learning the basics
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An introduction to project management: Learning the basics

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Presentation Date: 10/6/2010 ...

Presentation Date: 10/6/2010
Location: Public Instruction Department, State of North Carolina

YouTube Videos:
JFK Speech: http://www.youtube.com/watch?v=kwFvJog2dMw
Neil Armstrong: http://www.youtube.com/watch?v=HCt1BwWE2gA

Formal definitions used in presentation are from the Project Management Body of Knowledge (PMBOK) 4th edition published by the Project Management Institute (PMI).

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  • Additional Notes: Project managers must take time to identify, understand, and manage relationships with all project stakeholders Senior executives/top management are very important stakeholders
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An introduction to project management:  Learning the basics An introduction to project management: Learning the basics Presentation Transcript

  • An Introduction to Project Management Paul M. Di Gangi, Ph.D. Learning the Basics Western Carolina University
  •  
  • Presentation Schedule How do we define Project and Project Management (PM)? How does PM work? Why is PM important? Recap
  • “ A temporary endeavor undertaken to create a unique product, service, or result. ” Characterized by What is a project? 5 attributes
  • Unique
  • Requires Resources
  • There’s Uncertainty
  • Temporary Endeavors
  • Has a Sponsor
  • “ A temporary endeavor undertaken to create a unique product, service, or result. ” that... creates a product that can be either a component of another item or an end item in itself, creates a capability to perform a service, creates a result such as an outcome or document. What is a project?
  • <Example>
  • September 12, 1962 What was once the furthest outpost on the old frontier of the West will be the furthest outpost on the new frontier of science and space. Houston, your City of Houston, with its Manned Spacecraft Center, will become the heart of a large scientific and engineering community. ~ President John F. Kennedy
  • “ T he application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project. ” Project Management (PM) is...
  • Advantages
    • Better control over resources
    • Improved stakeholder relations
    • Shorter development times
    • Lower costs; higher profits
    • Higher quality and reliability
    • Improved worker productivity
    • Reduced variation in performance
  • Activity Level Time Project Start Project Close Initiating Planning Executing Monitoring & Control Closing A Structured Approach
  • Activity Level Time Project Start Project Close Initiating Life cycle stage where project is defined, authorized, and started.
  • Activity Level Time Project Start Project Close Planning Life cycle stage where scope of work is established, objectives are refined, and course of action is planned.
  • Activity Level Time Project Start Project Close Executing Life cycle stage where work is performed to complete the project based on project specifications.
  • Activity Level Time Project Start Project Close Monitoring & Controlling Life cycle stage where project is tracked, reviewed, progress regulated, and performance measured against plan.
  • Activity Level Time Project Start Project Close Closing Life cycle stage where project work is finalized and approved by project sponsors and/or stakeholders.
  • Inputs (Processes & Resources used by Tools & Techniques) Tools & Techniques (Applications & Management Techniques to create Output) Outputs (Documents, Deliverables, Information created)
  • Activity Level Time Project Start Project Close Initiating Planning Executing Monitoring & Control Closing Major Project Phases Potential Project Kill Points
  • Tools &Techniques Core Functions (lead to specific project objectives) Facilitating Functions (means through which objectives achieved) Integration Management (affects & is affected by all other areas) Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management Communication Management HR Management S T A K E H O L D E R S Project Success Project Success
  • S TAKEHOLDERS INTEREST PERCEPTION OF PROBLEM SUPPORT / OPPOSITION RESOURCES People involved in or affected by project activities. Template This template can be used to analyze the stakeholders of your project.
  • Image From: Schwalbe (2010) 3 Functional Managers report directly to upper management Project Managers report directly to upper management Middle Ground Option Personnel often report to 2+ bosses Structure can be: Weak, Balanced, or Strong
  • Tools &Techniques Core Functions (lead to specific project objectives) Facilitating Functions (means through which objectives achieved) Integration Management (affects & is affected by all other areas) Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management Communication Management HR Management S T A K E H O L D E R S Project Success Project Success
  • Scope Management Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
  • Time Management Processes required to manage timely completion of the project.
  • Cost Management Processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
  • Triple Constraint Tightening any of these impacts the ability to meet the requirements of the others. Scope Time Cost
  • Quality Management Process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.
  • Quadruple Constraint Remembering your Target Audience Scope Time Cost Quality
  • Tools &Techniques Core Functions (lead to specific project objectives) Facilitating Functions (means through which objectives achieved) Integration Management (affects & is affected by all other areas) Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management Communication Management HR Management S T A K E H O L D E R S Project Success Project Success
  • HR Management
  • Project Manager
    • Definition: A person focused on achieving a project’s objective(s)
    • Key Traits:
      • Knowledge & Wisdom
  • Leadership 10 Skills Networking Skills Decisive Listens Integrity Trust Builder Verbal Communicator Team Builder Conflict Negotiator Critical Thinker
  • Communications Management Processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
  • Risk Management Processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project.
  • Procurement Management Processes necessary to purchase or acquire products, services, or results needed from outside the project team.
    • Definition: Resources (e.g., computer programs, management techniques, etc.) that assist project managers and their teams in various aspects of project management.
    Tools & PM Techniques Gantt Chart Network Diagram
  • Integration Management Processes and activities needed to identify, define, combine, and coordinate various activities for successful project management.
  • Tools &Techniques Core Functions (lead to specific project objectives) Facilitating Functions (means through which objectives achieved) Integration Management (affects & is affected by all other areas) Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management Communication Management HR Management S T A K E H O L D E R S Project Success Project Success
  • July 21, 1969
  • Tools &Techniques Core Functions (lead to specific project objectives) Facilitating Functions (means through which objectives achieved) Integration Management (affects & is affected by all other areas) Scope Management Time Management Cost Management Quality Management Procurement Management Risk Management Communication Management HR Management S T A K E H O L D E R S Project Success Project Success
  • Scope
    • Houston to Moon
    • 300 ft Rocket
    Time - By the end of the decade Risk
    • Alloys not invented yet
    • Handles heat & stresses
    • Untried mission
    Quality
    • Safe return of crew
    • National pride for being 1 st to land on the moon
    • Go to the moon!
    • And come back!
    Objective Stakeholders
    • President Kennedy (Sponsor)
    • NASA, City of Houston
    • American People
  • To be sure, all this costs us all a good deal of money. This year¹s space budget is three times what it was in January 1961, and it is greater than the space budget of the previous eight years combined. That budget now stands at $5,400 million a year--a staggering sum, though somewhat less than we pay for cigarettes and cigars every year. Space expenditures will soon rise some more, from 40 cents per person per week to more than 50 cents a week for every man, woman and child in the United Stated, for we have given this program a high national priority. During the next 5 years the National Aeronautics and Space Administration expects to double the number of scientists and engineers in this area , to increase its outlays for salaries and expenses to $60 million a year; to invest some $200 million in plant and laboratory facilities; and to direct or contract for new space efforts over $1 billion from this Center in this City. Scope
    • Houston to Moon
    • 300 ft Rocket
    Time - By the end of the decade Risk
    • Alloys not invented yet
    • Handles heat & stresses
    • Untried mission
    Quality
    • Safe return of crew
    • National pride for being 1 st to land on the moon
    • Go to the moon!
    • And come back!
    Objective Stakeholders
    • President Kennedy (Sponsor)
    • NASA, City of Houston
    • American People
  • Triple Constraint
  • Scope Time Cost
  •  
  • Thank You for Listening Contact @ [email_address] | Website @ www.paulmdigangi.com
  • Image References
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    • http://www.flickr.com/photos/ceekay/2483585002/
    • http://www.flickr.com/photos/dunechaser/518821732/sizes/l/
    • http://www.flickr.com/photos/ontilnow/2584842109/
    • http://www.flickr.com/photos/7973320@N07/2792554600/sizes/o/
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    • http://www.flickr.com/photos/wscullin/3770015203/sizes/o/
    • http://www.flickr.com/photos/tonivc/2283676770/sizes/o/
    • http://www.flickr.com/photos/zizzy/89696604/
    • http://www.flickr.com/photos/stevoarnold/2789464563/
    • http://www.flickr.com/photos/31346340@N08/3726241856/
    • http://www.flickr.com/photos/xtyler/3215653831/#
    • http://www.flickr.com/photos/cizake/4164756091/
    • http://www.flickr.com/photos/28634332@N05/4619659804/sizes/o/
    • http://www.flickr.com/photos/28634332@N05/4012615123/sizes/o/in/photostream/
    • http://www.flickr.com/photos/revjim/57766125/sizes/o/
    • http://www.flickr.com/photos/crystaljingsr/3914729343/sizes/z/in/photostream/