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Project_Management.pptx
- 2. PROJECT MANAGEME NT PREPARED BY: MARY ANN D. BASCO about Life cycle agile follow PM triangle tradition al
- 4. about Life cycle agile follow - Robert K. Wysocki, Ph.D., President Ell Publications The design, adaptation and deployment of project management life cycles and models are based on the changing characteristics of the project and are the guiding principles behind practicing effective project management. Don’t impose process and procedure that stifles team and individual creativity! Rather create and support an environment that encourages that behavior PM triangle tradition al
- 5. about Life cycle agile follow PROJECT is a temporary endeavor to create a solution PM triangle tradition al
- 6. about Life cycle agile follow PROJECT CHARACTERIST ICS Has definite start PM triangle tradition al
- 8. about Life cycle agile follow PROJECT vs OPERATIONS A project ends while operations is on-going and repetitive. PM triangle tradition al
- 9. about Life cycle agile follow MANAGEME NT is the process of dealing with or controlling PM triangle tradition al
- 10. about Life cycle agile follow MANAGEMENT is the technique of understanding the problems, needs and controlling the use of Resources, Cost, Time, Scope and Quality PM triangle tradition al
- 11. about Life cycle agile follow PROJECT MANAGEMENT “the application of knowledge, skills, tools and techniques to project activities to meet the project PM triangle tradition al
- 12. about Life cycle agile follow PROJECT MANAGEMENT Application of knowledge, skills, tools & techniques to project activities in order to meet stake holder needs & expectations from a PM triangle tradition al
- 13. about Life cycle agile follow PROJECT MANAGEMENT • stated part of the project NEEDS • unstated part of the project EXPECTATIONS “Completion of Project on time within Budget without compromising Quality” PM triangle tradition al
- 14. about Life cycle agile follow Why do companies use PM? • To handle projects effectively in an organization. • To define the project and agree with the customer • To plan and assess resource needs for the project • To estimate project cost and make proposals PM triangle tradition al
- 15. about Life cycle agile follow Why do companies use PM? • To plan & schedule activities in a project. • To allocate the right resource at the right time. • To assess risk and failure points and make backup plans. • To lead a project team effectively and communicate well PM triangle tradition al
- 16. about Life cycle agile follow Why do we need to study PM? • To explore the latest concepts and techniques of project management. • To increase value/contribution to the organization. To prove yourself skillful in managing projects. • To learn a new thought process that helps organized thinking and structured approach. • To acquire a professional degree/ recognition and increase job prospects. PM triangle tradition al
- 27. about Life cycle agile follow tradition al PM triangle Project Management Approaches Tried and true methodologies that help project managers to stay organized and maximize work flow efficiency.
- 28. about Life cycle agile follow tradition al PM triangle Traditional Project Management Approaches Waterfall Critical path Method Critical Chain Project Management
- 29. about Life cycle agile follow tradition al PM triangle Agile Project Management Approaches Scrum Kanban Extreme Programming Adaptive Project Framework
- 30. about Life cycle agile follow tradition al PM triangle Traditional Project Management Approaches Waterfall Waterfall is a linear, sequential design approach where progress flows downwards in one direction — like a
- 31. about Life cycle agile follow tradition al PM triangle Waterfall • System and software requirements • Analysis • Design • Coding • Testing • Operations PHASES
- 32. about Life cycle agile follow tradition al PM triangle Critical Path Method Critical Path Method is a sequential approach that allows project managers to prioritize resources, putting more emphasis and investment into the most important work and rescheduling lower-priority tasks that may be slowing down
- 33. about Life cycle agile follow tradition al PM triangle Critical Chain Project Management This methodology focuses on the resources needed for each task in the project. Using this approach, the project manager identifies and allocates resources for the most crucial, high-priority tasks — the “Critical chain” — as well as builds in buffers of time around these tasks
- 34. about Life cycle agile follow PM triangle tradition al Agile Project Management Approaches is a collaborative methodology comprisi ng short development cycles called “sprints” that incorporate feedback as the project progresses, in an effort to embrace flexibility and continuous improvement. The methodology was developed by 17 people in 2001 as an optimized approach for software
- 35. about Life cycle agile follow PM triangle tradition al Agile Project Management Approaches Scrum Kanban Extreme Programming Adaptive Project Framework
- 36. about Life cycle agile follow PM triangle tradition al Scrum This practice disperses the traditional responsibilities of the project manager among the team members, with a Scrum Master serving as a leader and facilitator.
- 37. about Life cycle agile follow PM triangle tradition al Scrum SCRUM is comprised of five values: commitment, courage, focus, openness, and respect. It’s goal is to develop, deliver, and sustain complex products through collaboration, accountability, and iterative progress. What distinguishes Scrum from the other Agile project management methodologies is how it operates by using certain roles, events, and artifacts.
- 41. about Life cycle agile follow PM triangle tradition al Agile Project Management Approaches Scrum Kanban Extreme Programming Adaptive Project Framework
- 42. about Life cycle agile follow PM triangle tradition al Kanban Suited for projects with priorities that can frequently change, Kanban is similar to scrum but progresses on a continuous basis, rather than in predefined sprint periods. Work is pulled in when needed and when capacity allows.
- 43. about Life cycle agile follow PM triangle tradition al Kanban SIX GENERAL PRINCIPLES • Visualization • Limiting work in progress • Flow management • Making policies explicit • Using feedback loops • Collaborative or experimental evolution
- 45. about Life cycle agile follow PM triangle tradition al Agile Project Management Approaches Scrum Kanban Extreme Programming Adaptive Project Framework
- 46. about Life cycle agile follow PM triangle tradition al Extreme Programming The Extreme Programming approach was developed specifically for software engineering. It is ideal for scenarios in which clients are not 100% sure what they need from the end product, and therefore need many opportunities for testing and
- 47. about Life cycle agile follow PM triangle tradition al Agile Project Management Approaches Scrum Kanban Extreme Programming Adaptive Project Framework
- 48. about Life cycle agile follow PM triangle tradition al Adaptive Project Framework This approach is also suited to IT projects that need a high level of flexibility and adaptability. It was developed by industry expert Robert K. Wysocki and is laid out step by step in his book, Adaptive Project Framework: Managing Complexity in the Face of Uncertainty.
Editor's Notes
- The difference between a project and operations is fairly simple. A project ends. You implement your project and you close it, you create a unique product or service or whatever outcome you wanted and then you are done while operations it’s an on-going and repetitive effort.
- Book definition of Project Management
- The project management life cycle describes high-level processes for delivering a successful project. The project management life cycle is usually broken down into four phases: initiation, planning, execution, and closure. These phases make up the path that takes your project from the beginning to the end. Note: Some methodologies also include a fifth phase—controlling or monitoring—but for our purposes, this phase is covered under the execution and closure phases.
- 1. Initiation First, you need to identify a business need, problem, or opportunity and brainstorm ways that your team can meet this need, solve this problem, or seize this opportunity. During this step, you figure out an objective for your project, determine whether the project is feasible, and identify the major deliverables for the project. Instead of waiting to have the project strategy decided for you, Moira Alexander advocates for a mental switch from being a project "manager" to becoming a project "leader": "Project managers must be able to sell business leaders on the intrinsic value they offer to the business at a strategic level when they are at the table from the start of strategic planning instead of after the fact decision-making. Project managers effectiveness is drastically muted when offering a "fix-it" or "workaround" once high-level directional business decisions are made without their expertise." Clearly, it's worth it to do what it takes to make your voice heard early—before the strategy is set in stone. Project management steps for the initiation phase Steps for the project initiation phase may include the following: Undertaking a feasibility study: Identify the primary problem your project will solve and whether your project will deliver a solution to that problem Identifying scope: Define the depth and breadth of the project Identifying deliverables: Define the product or service to provide Identifying project stakeholders: Figure out whom the project affects and what their needs may be Developing a business case: Use the above criteria to compare the potential costs and benefits for the project to determine if it moves forward Developing a statement of work: Document the project’s objectives, scope, and deliverables that you have identified previously as a working agreement between the project owner and those working on the project 2. Planning Once the project is approved to move forward based on your business case, statement of work, or project initiation document, you move into the planning phase. During this phase of the project management life cycle, you break down the larger project into smaller tasks, build your team, and prepare a schedule for the completion of assignments. Create smaller goals within the larger project, making sure each is achievable within the time frame. Smaller goals should have a high potential for success. Project management steps for the planning phase Steps for the project planning phase may include the following: Creating a project plan: Identify the project timeline, including the phases of the project, the tasks to be performed, and possible constraints Creating workflow diagrams: Visualize your processes using swimlanes to make sure team members clearly understand their role in a project Estimating budget and creating a financial plan: Use cost estimates to determine how much to spend on the project to get the maximum return on investment Gathering resources: Build your functional team from internal and external talent pools while making sure everyone has the necessary tools (software, hardware, etc.) to complete their tasks Anticipating risks and potential quality roadblocks: Identify issues that may cause your project to stall while planning to mitigate those risks and maintain the project’s quality and timeline Holding a project kickoff meeting: Bring your team on board and outline the project so they can quickly get to work 3. Execution You’ve received business approval, developed a plan, and built your team. Now it’s time to get to work. The execution phase turns your plan into action. The project manager’s job in this phase of the project management life cycle is to keep work on track, organize team members, manage timelines, and make sure the work is done according to the original plan. Project management steps for the execution phase Steps for the project execution phase may include the following: Creating tasks and organizing workflows: Assign granular aspects of the projects to the appropriate team members, making sure team members are not overworked Briefing team members on tasks: Explain tasks to team members, providing necessary guidance on how they should be completed, and organizing process-related training if necessary Communicating with team members, clients, and upper management: Provide updates to project stakeholders at all levels Monitoring quality of work: Ensure that team members are meeting their time and quality goals for tasks Managing budget: Monitor spending and keeping the project on track in terms of assets and resources If you have a properly documented process already in place, executing the project will be much easier. Depending on the project management methodology you follow, there are many visual tools that you can apply to see which deliverables have been completed ensure that your project remains on track. 4. Closure Once your team has completed work on a project, you enter the closure phase. In the closure phase, you provide final deliverables, release project resources, and determine the success of the project. Just because the major project work is over, that doesn’t mean the project manager’s job is done—there are still important things to do, including evaluating what did and did not work with the project. Project management steps for the closure phase Steps for the project closure phase may include the following: Analyzing project performance: Determine whether the project's goals were met (tasks completed, on time and on budget) and the initial problem solved using a prepared checklist. Analyzing team performance: Evaluate how team members performed, including whether they met their goals along with timeliness and quality of work Documenting project closure: Make sure that all aspects of the project are completed with no loose ends remaining and providing reports to key stakeholders Conducting post-implementation reviews: Conduct a final analysis of the project, taking into account lessons learned for similar projects in the future Accounting for used and unused budget: Allocate remaining resources for future projects By remaining on task even though the project’s work is completed, you will be prepared to take everything you’ve learned and implement it for your next project.
- Gannt chart is the most important technique in traditional project management. Its creator henry Gannt which is why he’s considered the father of traditional project management. A Gannt Chart gives you a simple overview of a project. It is one of the most useful ways of presenting tasks and activities of the project on a timeline. Left part of the Gannt Chart shows the project activities and the top shows the time scale. Each activity is presented with a bar. A bar’s position tells us about the beginning, duration and end of the activity. By looking at a Gannt Chart, we can learn: What the project tasks are Who is working on each task How long each task will take How tasks overlap and link with each other The start and finish date of the project Today, we mainly use the Gannt Chart to track project schedules and make project management less stressful. Gannt Chart helps us understand the relationship between tasks more clearly, keep all the team members on the same page, and successfully complete the project.
- There are many project constraints and the three most frequent ones are time, cost, and scope. They are a part of every project and together they make up the Project Management Triangle. Scope In the initiation phase, it’s important to specify all the steps of the project development including what WILL be was done and what WILL NOT be done. If you want to keep the project under control, you need to allocate some time and carefully plan and define the scope. Time Time is an invaluable resource. While we can control the processes and make necessary changes to improve them, we cannot control time. One of the biggest challenges each project manager has to face is to use time efficiently, keep the project on schedule, and reach the desired objectives. Cost As a project manager, you should define the budget in the early stage of the project and then compare it with the figure your customer initially offered. If the client decides to spend a certain amount of money that doesn’t match your requirements, you can prepare a business proposal which will include the estimates of the total cost of the project. This proposal helps the customer base his decision on more accurate estimates. All three constraint are interconnected and depend heavily on one another. Once you reduce the time allocated for the project, the cost increases. Also, the scope of the project dictates the pace and a number of resources necessary to realize and successfully complete the project. While it’s virtually impossible to keep your eye on everything, it’s imperative to maintain the balance and strive towards the equilibrium of the triangle no matter how challenging it can be. The area inside the triangle represents the quality and it’s the ultimate objective of every project delivery. A good project manager will find a way how to control all three constraints of the triangle and produce the best quality. Project manager's ultimate goal is to meet their customers’ requirements and live up to the quality standards. In order to do so, you as a project manager need to control both the quality and the constraints.
- Each project management approach works best for certain kinds of projects. Let’s take a look at some of the most popular.
- Originating in the manufacturing and construction industries, its lack of flexibility in design changes in the earlier stages of the development process is due to it becoming exuberantly more expensive because of its structured physical environments. The methodology was first introduced in an article written in 1970 by Winston W. Royce (although the term ‘Waterfall’ wasn’t used), and emphasizes that you’re only able to move onto the next phase of development once the current phase has been completed.
- The phases are followed in the following order: System and software requirements Analysis Design Coding Testing Operations Waterfall is a project management methodology that stresses the importance of documentation. The idea is that if a worker was to leave during the development process, their replacement can start where they left off by familiarizing themselves with the information provided on the documents. Pre-Agile saw the Waterfall methodology being used for software development, but there were many issues due to its non-adaptive design constraints, the lack of customer feedback available during the development process, and a delayed testing period.
- The phases are followed in the following order: System and software requirements Analysis Design Coding Testing Operations Waterfall is a project management methodology that stresses the importance of documentation. The idea is that if a worker was to leave during the development process, their replacement can start where they left off by familiarizing themselves with the information provided on the documents. Pre-Agile saw the Waterfall methodology being used for software development, but there were many issues due to its non-adaptive design constraints, the lack of customer feedback available during the development process, and a delayed testing period.
- The phases are followed in the following order: System and software requirements Analysis Design Coding Testing Operations Waterfall is a project management methodology that stresses the importance of documentation. The idea is that if a worker was to leave during the development process, their replacement can start where they left off by familiarizing themselves with the information provided on the documents. Pre-Agile saw the Waterfall methodology being used for software development, but there were many issues due to its non-adaptive design constraints, the lack of customer feedback available during the development process, and a delayed testing period.
- Agile project management focuses more on team collaboration and less on a hierarchical leadership structure.
- Some of the most popular agile approaches include:
- Some of the most popular agile approaches include:
- Kanban is another popular Agile framework that, similar to Scrum, focuses on early releases with collaborative and self-managing teams. A concept that was developed on the production line of Toyota factories in the 1940s, it is very visual method that aims to deliver high quality results by painting a picture of the workflow process so that bottlenecks can be identified early on in the development process.
- Kanban achieves efficiency by using visual cues that signal various stages of the development process. The cues involved in the process are a Kanban board, Kanban cards, and even Kanban swimlanes for those looking for that extra bit of organization.
- Like most Agile frameworks, Kanban made its mark within the software development industry. However, due to its flexibility it has gained traction in other industries, and is one of a few project management methodologies that can be applied to any project that requires continuous improvement within the development process.
- Some of the most popular agile approaches include:
- Some of the most popular agile approaches include:
- Some of the most popular agile approaches include:
- Some of the most popular agile approaches include: