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Introduction: Why Project Management?
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Pinto pm2 ch01
1.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-1 Introduction: Why Project Management? Chapter 1
2.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-2 Introduction • Examples of projects – Split the atom – Chunnel between England and France – Introduce Windows Vista – Disneyland’s Expedition Everest – http://thepurplejournal.wordpress.com/2011/01/02/visiting-abu-dhabi-dont-miss- the-worlds-8th-largest-mosque/ “Projects, rather than repetitive tasks, are now the basis for most value-added in business” -Tom Peters
3.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-3 Project vs. Process Work Project • Take place outside the process world • Unique and separate from normal organization work • Continually evolving Process • Ongoing, day-to-day activities • Use existing systems, properties, and capabilities • Typically repetitive A project is a temporary endeavor undertaken to create a unique product or service. PMBoK 2000
4.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-4 Additional Definitions • A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality. Buchanan & Boddy 92 • Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree unique. Frame 95
5.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-5 Elements of Projects • Complex, one-time processes • Limited by budget, schedule, and resources • Developed to resolve a clear goal or set of goals • Customer-focused
6.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-6 General Project Characteristics (1/2) • Ad-hoc endeavors with a clear life cycle • Building blocks in the design and execution of organizational strategies • Responsible for the newest and most improved products, services, and organizational processes • Provide a philosophy and strategy for the management of change
7.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-7 General Project Characteristics (2/2) • Entail crossing functional and organization boundaries • Traditional management functions of planning, organizing, motivating, directing, and controlling apply • Principal outcomes are the satisfaction of customer requirements within technical, cost, and schedule constraints • Terminated upon successful completion
8.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-8 Process & Project Management (Table 1.1) Process 1. Repeat process or product 2. Several objectives 3. Ongoing 4. People are homogeneous 5. Systems in place to integrate efforts 6. Performance, cost, & time known 7. Part of the line organization 8. Bastions of established practice 9. Supports status quo Project 1. New process or product 2. One objective 3. One shot – limited life 4. More heterogeneous 5. Systems must be created to integrate efforts 6. Performance, cost & time less certain 7. Outside of line organization 8. Violates established practice 9. Upsets status quo
9.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-9 Project Success Rates • Software & hardware projects fail at a 65% rate • Over half of all IT projects become runaways • Up to 75% of all software projects are cancelled • Only 2.5% of global businesses achieve 100% project success • Average success of business-critical application development projects is 35%.
10.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-10 Why are Projects Important? 1. Shortened product life cycles 2. Narrow product launch windows 3. Increasingly complex and technical products 4. Emergence of global markets 5. Economic period marked by low inflation
11.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-11 Project Life Cycles Man Hours Conceptualization Planning Execution Termination Fig 1.3 Project Life Cycle Stages
12.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-12 Project Life Cycles • Conceptualization - the development of the initial goal and technical specifications. • Planning – all detailed specifications, schedules, schematics, and plans are developed • Execution – the actual “work” of the project is performed • Termination – project is transferred to the customer, resources reassigned, project is closed out.
13.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-13 Project Life Cycles and Their Effects Conceptualization Planning Execution Termination Uncertainty Client Interest Project Stake Creativity Resources Fig 1.4
14.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-14 Quadruple Constraint of Project Success Success Budget Client Acceptance Schedule Performance
15.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-15 Six Criteria for IT Project Success • System quality • Information quality • Use • User satisfaction • Individual Impact • Organizational impact
16.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-16 Four Dimensions of Project Success Project Completion Time Importance 1 Project Efficiency 4 Preparing for The Future 2 Impact on Customer 3 Business Success
17.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-17 Developing Project Management Maturity Project management maturity models – Center for business practices – Kerzner’s project management maturity model – ESI International’s project framework – SEI’s capability maturity model integration
18.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-18 Spider Web Diagram 0 0.5 1 1.5 2 2.5 3 Project Scheduling Structural Support for Project Management Portfolio Management Coaching, Auditing and Evaluating Proejcts Control Practices Project Stakeholder Management Networking Between Projects Personnel Development for Projects
19.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-19 Project Management Maturity Generic Model Low Maturity Ad hoc process, no common language, little support Moderate Maturity Defined practices, training programs, organizational support High Maturity Institutionalized, seeks continuous improvement
20.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-20 Project Elements and Text Organization
21.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 1-21
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