Project management
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Project management involves planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It includes defining the project scope, scheduling tasks, assigning resources, tracking progress, and managing budgets. Project managers strive to complete projects on time, within budget, and according to specifications. This document discusses the key aspects of project management including defining what a project is, identifying project attributes, explaining what project management entails, outlining the project management framework, and detailing processes for managing project time.
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Project management
- 1. PROJECT MANAGEMENT N MANI VIKAS REDDY N61201015. RGUKT ,APIIIT RK VALLEY .
- 2. What a project is Project Attributes What Project Management is Frame work Project Time Management Time management Processes Contents 18-Sep-132Project Management
- 3. A project is “a temporary endeavor undertaken to create a unique product, service, or result”. Projects end when their objectives have been reached or the project has been terminated. Projects can be large or small and take a short or long time to complete. What a project is 18-Sep-133Project Management
- 4. A project Has a unique purpose Is temporary Is developed using progressive elaboration Requires resources, often from various areas Should have a primary customer or sponsor The project sponsor usually provides the direction and funding for the project Involves uncertainty 18-Sep-134 Project Attributes Project Management
- 5. Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals. 18-Sep-135 Project Management Project Management
- 6. 18-Sep-136 Project Management Framework Time Managem ent Scope Managem ent Cost Managem ent Quality Managem ent Human Resource Management Communicatio n Management Procurement Management Risk Management Project integration Management Stakeholder’sneeds Toolsandtechniques Core functions Facilitating Functions Project Management
- 7. Stakeholders are the people involved in or affected by project activities. Project management tools and techniques assist project managers and their teams in various aspects of project management. Knowledge areas describe the key competencies that project managers must develop. 18-Sep-137 Contd.. Project Management
- 8. Project Time Management 18-Sep-1316Project Management
- 9. Time is the biggest challenge It has least amount of flexibility Schedule issues Individual work styles 18-Sep-1317 Importance Project Management
- 10. Activity definition Activity sequencing Activity resource estimating Activity duration estimating Schedule development Schedule control 18-Sep-1318 Project Time Management Processes Project Management
- 11. Activity definition involves developing a more detailed WBS and supporting explanations to understand. Represents Activity list. Milestones are useful tools for setting schedule goals and monitoring progress. 18-Sep-1319 Activity Definition Project Management
- 12. Involves reviewing activities and determining dependencies. You must determine dependencies in order to use critical path analysis. Network diagrams are used to represent activity sequence. 18-Sep-1320 Activity sequencing Project Management
- 13. Mandatory dependencies − Inherent in the nature of the work being performed on a project − sometimes referred to as hard logic Discretionary dependencies − defined by the project team − Some times referred as soft logic External dependencies − Bases on project and no project activities 18-Sep-1321 Three Types of Dependencies Project Management
- 14. Quantity and type of resources Know about − How difficult will it be to do specific activities on this project? − What is the organization’s history in doing similar activities? − Are the required resources available? Use Resource breakdown structure 18-Sep-1322 Activity Resource Estimation Project Management
- 15. Duration includes the actual amount of time worked on an activity plus elapsed time. People doing the work should help create estimates, and an expert should review them. It is often helpful to create a three point estimate. 18-Sep-1323 Activity duration estimating Project Management
- 16. Use results of other time management process. Important tools and techniques include Gantt charts, critical path analysis. Ultimate goal is a realistic project. 18-Sep-1324 Schedule Development Project Management
- 17. Perform reality checks on schedules Don’t plan for everyone to work at 100% capacity all the time Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues 18-Sep-1325 Schedule control Project Management
- 18. KATHY SCHWALBE, “ Project Management”, Fifth edition, “Thomson college technology”, 2005. 18-Sep-13Project Management 26 References
Editor's Notes
- IT Projects have a terrible track recordA 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful in meeting scope, time, and cost goalsOver 31% of IT projects were canceled before completion, costing over $81 billion in the U.S. aloneSo for this purposes we need effective project management. Advantages of project management
- Examples of IT projects areA help desk to replace computers in a dept..A soft team adds a new feature to softwareCollege campus upgrades its technology
- Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
- Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
- 9 knowledge areas Knowledge areas describe the key competencies that project managers must developproject integration management) affects and is affected by all of the other knowledge areasProject management tools and techniques assist project managers and their teams in various aspects of project managementSome specific ones include:Project charter, scope statement, and WBS (scope)Gantt charts, network diagrams, critical path analysis, and critical chain scheduling (time)Cost estimates and earned value management (cost)
- Stakeholders include:The project sponsorThe project managerThe project teamSupport staffCustomersUsersSuppliersOpponents to the project
- Activity list The activity nameAn activity identifier or numberA brief description of the activityAttributes predecessors successorsLogical relationshipsLeads and lags ResourcesConstraintsImposed dates assumptions
- Before estimating activity durations, you must have a good idea of the quantity and type of resources that will be assigned to each activityConsider important issues in estimating resourcesHow difficult will it be to do specific activities on this project?What is the organization’s history in doing similar activities?Are the required resources available?A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type
- Effort is the number of workdays or work hours required to complete a taskAn estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate
- Uses results of the other time management processes to determine the start and end date of the projectUltimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the projectImportant tools and techniques include Gantt charts, critical path analysis, critical chain scheduling, and PERT analysis