Project Management 1. What is
Project Management

Week 1

Turn your phones off Picture
by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/

Welcome <ul><li>2 parts </li></ul><ul><li>Intro –
who am I, what we’ll be doing this semester, assessments </li></ul><ul><li>About projects – The Project Management Framework </li></ul>

First <ul><li>Form into 12 Groups
</li></ul>1st

Revision Groups

Second <ul><li>Your motivation </li></ul>2nd

Who wants to be a
project manager?

Why?

Who wants to work with
a project manager?

When? Where? How?

A walk through the course
outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/

The textbook <ul><li>Gray, C., &
Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3 </li></ul>

Revision Week 13 Global IT
Project Management Current Issues in Project Management Weeks 10 – 12 Managing Project Teams Project Conflict Management Performance Management Weeks 7 – 9 Managing Project Change Project Marketing Project Leadership Weeks 4 – 6 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 1 – 3

B 50% End of semester
Final Examination A 15% Week 11, Wednesday 1 st October 4pm Week 7 Team Report A 15% Week 8, Wednesday 10 th September 4pm Week 2 Team Project Proposal (Stage-2) A 10% Week 5, Wednesday 20 th August 4pm Week 2 Team Project Proposal (Stage-1) A 10% Weeks 1-11 Weekly Tutorial Participation Task Type Weighting Due Date Release Date Assessment Task

<ul><li>View </li></ul><ul><li>> Notes Page </li></ul>

Week 1 <ul><li>The Project Management
Framework </li></ul>

8 things you want to
know <ul><li>What is a Project? </li></ul><ul><li>Process Groups </li></ul><ul><li>The Triple Constraint </li></ul><ul><li>What is Project Management? </li></ul><ul><li>The Project Manager </li></ul><ul><li>Importance of Project Management </li></ul><ul><li>Project Management Framework </li></ul><ul><li>Integrated Approach </li></ul>

1. What is a Project?
<ul><li>All projects have a beginning, a middle and an end. </li></ul>Beginning Middle End

<ul><li>A definition: </li></ul><ul><li>“ A temporary
endeavor undertaken to accomplish a unique purpose” </li></ul>Beginning Middle End

<ul><li>Source: CHAOS Report 1995 by
the Standish Group </li></ul><ul><li>Access it here: h ttp://net.educause.edu/ir/library/pdf/NCP08083B.pdf </li></ul>Not even completed Typically 189% over budget OTOBOS 53% Challenged 16% Success 31% Critical Failures 1994 1 2 3 4 5 6 7 8

<ul><li>More & more IT projects
are starting each year </li></ul>500K 300K 200K 1998 2001 2002 ?? 2007

<ul><li>Projects have a common set
of characteristics which can also be defined by what they are not </li></ul>A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

<ul><li>Projects have a common set
of characteristics which can also be defined by what they are not </li></ul>A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

Explorations Go on indefinitely One
team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t

Projects v Not Projects

Process Groups <ul><li>All projects typically
go through these five processes </li></ul>Close Initiate Plan Monitor & Control Implement

<ul><li>A process is a series
of actions directed towards a particular result. </li></ul>Step 1 Step 2 Step 3 Result activity inputs outputs

Figure 1.1 Project Life Cycle
(Gray & Larson, 2006, p6)

PMI and the PMBOK <ul><li>www.pmi.org
</li></ul><ul><li>PMP certification </li></ul><ul><li>Google PMBOK.pdf </li></ul>

<ul><li>There are alternatives to PMI
</li></ul><ul><li>Numbers from Craig Brown (Sept 2007) </li></ul>7,100 Australia AIPM 15,000 UK APM 30,000 Europe IPMA 240,000 USA PMI Number of members Head office Project Management Organisation

3. The Triple Constraint <ul><li>Also
known as the IRON TRIANGLE </li></ul>Time Scope Cost

Figure 1.1 Triple Constraint of
Project Management (Schwalbe, 2006, p8)

The Quadruple Constraint <ul><li>Warning: Quality
has many definitions </li></ul>Quality Time Scope Cost

4. What is Project Management?
<ul><li>Advantages of Project Management </li></ul><ul><ul><li>Better control of financial, physical, and human resources </li></ul></ul><ul><ul><li>Improved customer relations </li></ul></ul><ul><ul><li>Shorter development times </li></ul></ul><ul><ul><li>Lower costs </li></ul></ul><ul><ul><li>Higher quality and increased reliability </li></ul></ul><ul><ul><li>Higher profit margins </li></ul></ul><ul><ul><li>Improved productivity </li></ul></ul><ul><ul><li>Better internal coordination </li></ul></ul>

5. The Project Manager <ul><li>Week
6 – Leading Teams </li></ul><ul><li>Week 7 – Managing Teams </li></ul>

(Schwalbe, 2006, p17)

(Schwalbe, 2006, p22)

6. Importance of Project Management
<ul><li>Increased use of Project Management </li></ul><ul><ul><li>Compressed product life cycle </li></ul></ul><ul><ul><li>Global competition </li></ul></ul><ul><ul><li>Knowledge explosion </li></ul></ul><ul><ul><li>Corporate downsizing </li></ul></ul><ul><ul><li>Increased customer focus </li></ul></ul><ul><ul><li>Development of Third World and closed economies </li></ul></ul>

7. Project Management Framework <ul><li>The
PMBOK’s 9 Knowledge areas </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Figure 1.2 Project Management Framework
(Schwalbe, 2006, p9)

8. Integrated Approach <ul><li>Why would
a team member be a stakeholder? </li></ul><ul><li>Stakeholders </li></ul><ul><li>are people involved in or affected by project activities </li></ul><ul><li>Stakeholders include: </li></ul><ul><li>Project sponsor </li></ul><ul><li>Project manager </li></ul><ul><li>Project team </li></ul><ul><li>Support staff </li></ul><ul><li>Customers </li></ul><ul><li>Suppliers </li></ul><ul><li>Opponents to the project </li></ul>

Project Team Suppliers Customers Opponents
Sponsor & Supporters

<ul><li>The PMBOK’s 9 Knowledge areas
</li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Time Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Cost management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Scope Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Quality Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Remember this? <ul><li>The first four
knowledge areas are Core Functions </li></ul>

<ul><li>The next four knowledge areas
are Facilitating Processes </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>HR Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Risk Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Communications Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>Procurement Management </li></ul>Integration Management Time
Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

<ul><li>What knowledge area do </li></ul><ul><li>contract
labourers fall into? </li></ul>Contract staff ? HR Management Procurement Management

<ul><li>Integration Management – pulling it
all together </li></ul>Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

What if it’s not Integrated?
Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Figure 1.2 Integrated Management of
Projects (Gray & Larson, 2006, p13)

<ul><li>Which ones are most important
for projects? </li></ul>Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

Figure 1.3 Technical and Sociocultural
Dimensions of Project Management (Gray & Larson, 2006, p13)

BetterProjects.net <ul><li>Title page pic care
of dbking & CC @ Flickr </li></ul><ul><li>http://flickr.com/photos/bootbearwdc/20109566/ </li></ul>