Download as PDF, PPTX
Project management 1
- 1. Project Management for Success Bright Ighoroje bright@bnettel.com www.bnettel.com bright.bnettel.com
- 2. Preview Based on the Project Management Body of Knowlege (PMBOK) version 4 Prepares you for the qualifying exams for Project Management Professional (PMP) and Certified Associate Project Manager (CAPM) Certifications
- 3.
- 4. Who is heretoday? Class Introduction My Name is ....................... I am a ................................ How many of you are (i) currently (ii) interested in managing projects?
- 5. Training Schedule Module 1 Introduction to project management Project life cycle and organisation Module 2 Overview of project management process groups Project integration management Module 3 Project scope management Project time management
- 6. Module 4 Project cost management Project quality management Module 5 Project human resource management Project communication management Module 6 Project risk management Project procurement management
- 7. Module 7 Introduction to Project Management Information Systems Project Management Case Studies Module 8 Review of PMBOK Project Management Professional Examination Other Project Management Standards The Next Level
- 8.
- 9. Module 1 Introduction to project management Project life cycle and organisation
- 10. Introduction to Project Management What is a project? What is project management? Who is a project manager? What is the PMBOK?
- 11.
- 12. What is aproject ”A project is a temporary endeavour undertaken to produce a unique product, service or result” PMBOK v4
- 13. Characteristics of aproject A project is temporary A project is unique A project is progressively elaborated ”Progressive elaboration” means developing in steps, and continuing by increments” A successful projects is one that meet its objectives
- 14. Projects vs Operations While projects are temporary and unique, operations are ongoing and repetitive. The purpose of a project is to attain its objective and then terminate. Conversely, the objective of an ongoing operation is to sustain the business. A project concludes when its specific objectives have been attained, while operations adopt a new set of objectives and the work continues.
- 15.
- 16. How do ProjectsOriginate? A market demand An organizational need A customer request A technological advance A legal requirement
- 17. What is ProjectManagement? ”Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements” PMBOK v4
- 18. Managing Projects involves... Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time, cost, quality, resources and risk Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders
- 19. Project Management Processes Initiating Planning Executing Monitoring and Controlling Closing
- 20. Who is responsiblefor achieving the project objectives?
- 21. Characteristics of GoodProject Managers Excellent communication skills Excellent planning skills Excellent budgeting skills Excellent conflict resolution skills Excellent leadership skills Excellent motivators Excellent Management skills Excellent Interpersonal skills
- 22. General Management Skills Financial management and accounting Sales and marketing Contracts and commercial law Manufacturing and distribution Strategic planning, tactical planning, and operational planning Organizational structures and staffing Health and safety practices Information technology
- 24. What About Expertise? Much of the knowledge and many of the tools and techniques for managing projects are unique to project management Effective project management requires The Project Management Body of Knowledge Application area knowledge, standards, and regulations Understanding the project environment General management knowledge and skills Interpersonal skills
- 25. Project Management Bodyof Knowledge The primary purpose of the PMBOK is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. The PMBOK also provides and promotes a common lexicon for discussing, writing, and applying project management. Such a standard lexicon is an essential element of a profession. The PMBOK is a very popular, but not the sole project management standard.
- 26. What is 'GoodPractice'? 'Good practice' means that there is general agreement that the correct application of these skills, tools, and techniques can enhance the chances of success over a wide range of different projects. Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for determining what is appropriate for any given project.
- 27. What the PMBOKContains The knowledge of project management described in the PMBOK consists of: Project life cycle definition Five Project Management Process Groups Nine Knowledge Areas
- 28. Knowledge Areas The knowledge areas describe the key competencies that project managers must develop PMBOK specifies nine knowledge areas The knowldge areas and the proccess groups form the core of the PMBOK
- 29. PMBOK Knowledge Areas Project Scope Management Involves defining and managing all the work required to successfully complete the project. Project Time Management Includes estimating how long it will take to complete the work, developing appropriate project schedules. Project Cost management Consists of preparing and managinh the budget for the project
- 30. Project Quality Management Ensures that the project will satisfy the stated or implied needs for which it was undertaken Project Human Resource Management Concerned with making effective use of the people involved with the project. Leadership and motivation is included Project Communications Management Involves generating, collecting, disseminating, and storing project information
- 31. Project Risk Management Involves identifying, analyzing, and responding to risks related to the project Project Procurement Management Involves acquiring or procuring goods and services that are needed for a project from outside the performing organization. Project Integration Management Is an overarching function that affects and is affected by all other knowledge areas
- 32. Project Management Context Subprojects Program management Portfolio management Project management office (PMO)
- 33. Sub-projects Projects are frequently divided into more manageable components or subprojects The individual subprojects can be referred to as projects and managed as such. Subprojects are often contracted to an external enterprise or to another functional unit in the performing organization. Examples...
- 34. Programs and Portfolios A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives The projects or programs in the portfolio may not necessarily be interdependent or directly related
- 35. Project Management Office A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain. A PMO oversees the management of projects, programs, or a combination of both. The PMO focuses on the coordinated planning, prioritization and execution of projects and subprojects that are tied to the parent organization’s or client’s overall business objectives.
- 36. Key Features ofPMO Shared and coordinated resources across all projects administered by the PMO Identification and development of project management methodology, best practices, and standards Clearinghouse and management for project policies, procedures, templates, and other shared documentation Centralized configuration management for all projects administered by the PMO
- 37. What type of project manager do you want to be?
- 40.