This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.

1. Project Management 1. What is Project Management

2. Week 1

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

4. Welcome 2 parts Intro – who am I, what we’ll be doing this semester, assessments About projects – The Project Management Framework

5. First Form into 12 Groups 1st

6. Revision Groups

7. Second Your motivation 2nd

8. Who wants to be a project manager?

9. Why?

10. Who wants to work with a project manager?

11. When? Where? How?

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

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

14. 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

15. 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

16. View > Notes Page

17. Week 1 The Project Management Framework

18. 8 things you want to know What is a Project? Process Groups The Triple Constraint What is Project Management? The Project Manager Importance of Project Management Project Management Framework Integrated Approach

19. 1. What is a Project? All projects have a beginning, a middle and an end. Beginning Middle End

20. A definition: “ A temporary endeavor undertaken to accomplish a unique purpose” Beginning Middle End

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

22. More & more IT projects are starting each year 500K 300K 200K 1998 2001 2002 ?? 2007

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

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

25. 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

26. Projects v Not Projects

27. Process Groups All projects typically go through these five processes Close Initiate Plan Monitor & Control Implement

28. A process is a series of actions directed towards a particular result. Step 1 Step 2 Step 3 Result activity inputs outputs

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

31. PMI and the PMBOK www.pmi.org PMP certification Google PMBOK.pdf

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

33. 3. The Triple Constraint Also known as the IRON TRIANGLE Time Scope Cost

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

35. The Quadruple Constraint Warning: Quality has many definitions Quality Time Scope Cost

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

38. 5. The Project Manager Week 6 – Leading Teams Week 7 – Managing Teams

39. (Schwalbe, 2006, p17)

40. (Schwalbe, 2006, p22)

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

42. 7. Project Management Framework The PMBOK’s 9 Knowledge areas Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

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

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

45. Project Team Suppliers Customers Opponents Sponsor & Supporters

46. The PMBOK’s 9 Knowledge areas Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

47. Time Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

48. Cost management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

49. Scope Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

50. Quality Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

51. Remember this? The first four knowledge areas are Core Functions

52. The next four knowledge areas are Facilitating Processes Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

53. HR Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

54. Risk Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

55. Communications Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

56. Procurement Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

57. What knowledge area do contract labourers fall into? Contract staff ? HR Management Procurement Management

58. Integration Management – pulling it all together Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

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

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

61. Which ones are most important for projects? Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

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

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