Project management slide - Introduction

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Project management slide - Introduction

  1. 1. Project Management Training General PM body of knowledge
  2. 2. Areas of Expertise Needed by the Project Team
  3. 3. Definitions <ul><li>ISO definition of a project : Unique process, consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including constraints of time cost and resources (ISO 9000:2000 (Fundamentals and Vocabulary)) </li></ul><ul><li>PRINCE definition : A management environment that is created for the purpose of delivering one or more business products according to a specified business case (CCTA 1997) </li></ul><ul><li>The PMI's definition : A project is a temporary endeavour undertaken to create a unique product or service . It elaborates a little more with, &quot; Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all other products or services. (PMI 2000) </li></ul>
  4. 4. Areas of Expertise in PM <ul><li>The Project Management Knowledge </li></ul><ul><li>Application area knowledge, standards, and regulations </li></ul><ul><li>Understanding the project environment </li></ul><ul><li>General management knowledge and skills </li></ul><ul><li>Interpersonal skills </li></ul>
  5. 5. Project Characteristics (General) <ul><li>Non-routine activities </li></ul><ul><li>Planning is required </li></ul><ul><li>Temporary </li></ul><ul><li>Start and end dates specified </li></ul><ul><li>Objectives are defined </li></ul><ul><li>Identified results are achieved </li></ul><ul><li>Unique Products, Services, or Results </li></ul><ul><li>Progressive Elaboration </li></ul><ul><li>Cost, time and resources are consumed. </li></ul>
  6. 6. Project Characteristics according to PRINCE2 <ul><li>PRINCE ( PRojects IN Controlled Environments) </li></ul><ul><li>A finite and defined life span </li></ul><ul><li>Defined and measurable business products </li></ul><ul><li>A corresponding set of activities to achieve the business products </li></ul><ul><li>A defined amount of resources </li></ul><ul><li>An organisation structure, with defined responsibilities, to manage the project. </li></ul>
  7. 7. Project Life Cycle (PRINCE2)
  8. 8. Project Life Cycle (PMI)
  9. 9. The activities of project start <ul><li>Start up </li></ul><ul><li>Initial requirements </li></ul><ul><li>Feasibility </li></ul><ul><li>More requirements </li></ul><ul><li>Initiation </li></ul><ul><li>Estimation </li></ul><ul><li>Risk analysis </li></ul><ul><li>Budgeting </li></ul><ul><li>Staffing </li></ul><ul><li>Other resources </li></ul><ul><li>Communication </li></ul><ul><li>Review plans </li></ul>
  10. 10. Project Management
  11. 11. Project Management Processes <ul><li>According to PMI all processes are aggregated into five groups, defined as the Project Management Process Groups: </li></ul><ul><li>Initiating Process Group . Defines and authorizes the project or a project phase. </li></ul><ul><li>Planning Process Group . Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address. </li></ul><ul><li>Executing Process Group . Integrates people and other resources to carry out the project management plan for the project. </li></ul><ul><li>Monitoring and Controlling Process Group . Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives. </li></ul><ul><li>Closing Process Group . Formalizes acceptance of the product, service or result and brings the project or a project phase to an orderly end. </li></ul>
  12. 12. PRINCE2 Project Management <ul><li>PRINCE2 provides projects with: </li></ul><ul><li>A controlled and organised start, middle and end </li></ul><ul><li>Regular reviews of progress against plan and against the Business Case </li></ul><ul><li>Flexible decision points </li></ul><ul><li>Automatic management control of any deviations from the plan </li></ul><ul><li>The involvement of management and stakeholders at the right time during the project </li></ul><ul><li>Good communication channels between the project management team and the rest of the organisation </li></ul><ul><li>Agreement on the required quality at the outset and continuous monitoring against those requirements. </li></ul>
  13. 13. Same PRINCE2 <ul><li>Project Managers using PRINCE2 are able to: </li></ul><ul><li>Establish terms of reference as a prerequisite to the start of a project </li></ul><ul><li>Use a defined structure for delegation, authority and communication </li></ul><ul><li>Divide the project into manageable stages for more accurate planning </li></ul><ul><li>Ensure that resource commitment from management is part of any approval to proceed </li></ul><ul><li>Provide regular, but brief, management reports </li></ul><ul><li>Keep meetings with management and stakeholders to a minimum but at the vital points in the project. </li></ul>
  14. 14. Management Levels <ul><li>Corporate or Programme Management </li></ul><ul><li>Directing a Project </li></ul><ul><li>Managing a Project </li></ul><ul><li>Managing Product Delivery </li></ul>
  15. 15. Project Management Team by PMI
  16. 16. Project Management Structure by PRINCE2
  17. 17. Project start up <ul><li>There are several factors to consider before a decision is made to go ahead with the project including: </li></ul><ul><li>Market </li></ul><ul><li>Feasibility </li></ul><ul><li>Scope </li></ul><ul><li>Staff </li></ul><ul><li>Cost & other resources </li></ul><ul><li>Risk </li></ul><ul><li>Quality </li></ul><ul><li>Time </li></ul>
  18. 18. Feasibility <ul><li>Needs Analysis </li></ul><ul><li>Technical feasibility study </li></ul><ul><li>Schedule Feasibility study </li></ul><ul><li>Organizational Feasibility study </li></ul><ul><li>Cultural Feasibility study </li></ul><ul><li>Legal Feasibility study </li></ul><ul><li>Marketing Feasibility study </li></ul>
  19. 19. Feasibility Study by PRINCE2 <ul><li>Problem Definition </li></ul><ul><li>Investigation </li></ul><ul><li>Development of Options </li></ul><ul><li>Submission of Recommendations </li></ul>
  20. 20. Starting up a Project (SU) in PRINCE2 <ul><li>This is the first process in PRINCE2. It is a pre-project process, designed to ensure that the prerequisites for initiating the project are in place. The process expects the existence of a Project Mandate that defines in high-level terms the reason for the project and what product is required. The process should be very short. </li></ul><ul><li>The work of the process is built around the establishment of six things: </li></ul><ul><li>The design and, as far as possible, appointment of the project management team </li></ul><ul><li>The Project Brief </li></ul><ul><li>The Project Approach (in general terms how a solution will be provided) </li></ul><ul><li>The customer’s quality expectations </li></ul><ul><li>A Risk Log </li></ul><ul><li>The initiation Stage Plan. </li></ul>
  21. 21. Project Initiation (PMI)
  22. 22. What a plan might look like? <ul><li>Components for a project master plan: </li></ul><ul><li>Overview </li></ul><ul><li>Objectives </li></ul><ul><li>General Approach </li></ul><ul><li>Contractual aspects </li></ul><ul><li>Schedules </li></ul><ul><li>Resource requirements </li></ul><ul><li>Personnel </li></ul><ul><li>Evaluation methods </li></ul><ul><li>Potential problems </li></ul>

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