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Week 1_An introduction to Project Management.ppt
- 1. Project Management Tran VanLy Industrial and Systems Engineering International University Email: tvly@hcmiu.edu.vn 1 Lesson 1: An introduction to Project Management
- 2. Learning Objectives • Courseintroduction • Introduction of project management • The project life cycle and organization 2
- 3. What is aproject? • A project is a temporary endeavor undertaken to create a unique product, service, or result (Project Management Institute 2008) – Temporary nature of projects indicates a definite beginning and end – Temporary does not generally apply to the product, service or result created by the project
- 4. What is aproject? • Every project creates a unique product, service, or result
- 5. What is aproject? • A project can create: – A product that can be either a component of another item or an end item in itself – A capacity to perform a service (e.g., a business function that supports production or distribution), or – A result such as an outcome or document (e.g., research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society)
- 6. What is aproject? • Examples of projects include, but are not limited to: – Developing a new product or service – Effecting a change in the structure, staffing, or style of an organization, – Developing or acquiring a new or modified information system – Constructing a building or infrastructure, or – Implementing a new business process or procedure
- 7. Example of Projects •Your examples………………
- 8. What is projectmanagement? • Project management is the application of knowledge, skill, tools, and techniques to project activities to meet the project requirements. • Project management processes comprising the 5 process groups – Initiating – Planning – Executing – Monitoring and controlling, and – Closing
- 9. What is projectmanagement? • Managing a project typically includes: – Identifying requirement – Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out – Balancing the competing project constraints including but not limited to • Scope • Quality • Schedule • Budget • Resources, and • Risk
- 10. What is projectmanagement? • Example – Shortened schedule often requires increasing in budget to add additional resources to complete the same amount of work in less time – No budget added scope or quality may be reduced to deliver a product in less time for the same budget
- 11. Portfolio, Program, andProject • Portfolio – Refers to 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 of the portfolio may not necessarily be interdependent or directly related
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- 13. Portfolio management Refers tothe centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
- 14. Program – A programis defined as a group of related projects managed in coordinated way to obtain benefits and control not available from managing them individually. – A project may or may not be part of a program but a program will always have project
- 15. Program management – Definedas the centralized coordinated management of a program to achieve the program’s strategic objectives and benefits Project Program Portfolio Unique Benefit Related projects, shared benefit Achieve a business objective Example… Example… Example…
- 16. Project & Program •Project are often utilized as a means of achieving an organization’s strategic plan • Project, within programs or portfolios, are a means of achieving organizational goals and objectives, often in the context of strategic plan.
- 17. Project Life Cycle •A project life cycle is – a collection of generally sequential and sometimes overlapping project phases – names and number of phases are determined by • the management and control needs of the organization or organizations involved in the project • the nature of the project itself • area of application. • The life cycle provides the basic framework for managing the project, regardless of the specific work involved
- 18. Characteristics of theProject Life Cycle • Projects vary in size and complexity. No matter how large or small, simple or complex, all projects can be mapped to the following life cycle structure: – Starting the project – Organizing and preparing – Carrying out the project work, and – Closing the project
- 19. Characteristics of theProject Life Cycle Project charter Project management plan Accepted Deliverables Archived project documents Project Management Outputs Time Staffing the project Organizing and preparing Carrying out the work Closing the project Typical Cost and Staffing Levels Across the Project Life Cycle
- 20. An example ofa single-phase project Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes
- 21. Sequence phases One approachto cleaning up a hazardous waste site Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes Facility Decommissioning Waste Removal/ Clean up Landscaping
- 22. Overlapping phases Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring &Controlling Processes Construction Phase Planning Processes Initiating Processes Executing Processes Closing Processes Monitoring & Controlling Processes Design Phase Potential approach to building a new factory
- 23. Stakeholders • Stakeholders arepersons or organizations (e.g., customers, sponsors, the performing organization, or the public), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.
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- 25. Project Stakeholders • Sponsoris a person or group that provides the financial resources • Project Managers are assigned by the performing organization to achieve the project objectives • Project team comprises of the project manager, project management team, and other project team members • Other project team members are the persons who carry our the work but not necessarily involved with management of the project
- 26. Project Stakeholders • Projectmanagement office is an organization body, responsible for coordinating and managing those projects under its domain • Portfolio managers are responsible for the high-level governance of a collection of projects or programs. • Portfolio review boards are committees usually made up of the organization’s executives who act as a project selection panel. • Program managers are responsible for managing related projects in a coordinated way to obtain benefits and control not available from managing them individually.
- 27. Project Stakeholders • Customer/usersare the persons or organizations that will use the project’s product or service or result. • Operations managers are individuals who have a management role in a core business area, such as research and development, design, manufacturing, provisioning, testing, or maintenance. • Operating management would then incorporate the handed off project into normal operations and provide the long term support.
- 28. Project Stakeholders • Functionalmanagers are key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. • Sellers/business partners/ vendors/ suppliers/ contractors are external companies that enter into a contractual agreement to provide components or service necessary for the project.
- 29. Functional Organization • Staffmembers are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. • Each department in a functional organization will do its project work independent of other departments
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- 31. Projectized organization • Ina projectized organization, team members are often co-located • Project managers have a great deal of independence and authority
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- 33. Matrix organization • Matrixorganizations are blend of functional and projectized characteristics. – Weak matrices maintain many of the characteristics of a functional organization – The project manager role is more of a coordinator or expediter than that of a true project manager
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- 35. Balanced Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff ProjectManager Staff Staff Staff Staff Staff Staff Staff Project Coordination
- 36. Strong Matrix Organization Chief Executive Managerof Project Managers Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Project Manager Project Coordination Functional Manager Staff Staff Staff Project Manager Project Manager
- 37. Matrix Organization – Strongmatrices have many of the characteristics of the projectized organization – Project manager can have considerable authority – Strong matrices can have full-time project administrative staff – Balanced matrix organization recognizes the need for a project manager
- 38. Composite Organization Chief Executive Manager of ProjectManagers Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Project Manager Project B Coordination Functional Manager Staff Staff Staff Project Manager Project Manager Project A Coordination
- 39. Composite organization • Manyorganizations involve all these structures at various levels • Functional organization may create a project team having characteristic of projectized organization to handle a critical project • Project team may involve full-time staff from different functional department.
- 40. Organizational influences onProject Organization Structure Project Characteristic Functional Matrix Projectized Weak Matrix Balanced Matrix Strong Matrix Project Manager’s Authority Little or None Limited Low or Moderate Moderate to High High to Almost Total Resource Availability Little or None Limited Low to Moderate Moderate to High High to Almost Total Who controls the project budget Functional Manager Functional Manager Mixed Project Manager Project Manager Project Manager’s role Part-time Part-time Full-time Full-time Full-time Project Management Administrative staff Part-time Part-time Part-time Full-time Full-time
- 41. Definitions • Scope: Thesum of the products, services, results to be provided as a project • Quality: The degree to which a set of inherent characteristics fulfills requirements • Schedule (output/input)/Project schedule: The planned dates of performing schedule activities and the planned dates for meeting schedule milestones.
- 42. Definitions • Budget: Theapproved estimate for the project or any work breakdown structure component or any schedule activity. • Resources: Skilled human resources (specific disciplines either individually or in crew or teams), equipment, services, supplies, commodities, material, budgets, or funds. • Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives
Editor's Notes
- #2 https://sphweb.bumc.bu.edu/otlt/MPH-Modules/HPM/ProjectManagementTools/ Charter: 2nd week Gantt chart: 4th week Overview of Project Management https://sphweb.bumc.bu.edu/otlt/MPH-Modules/HPM/ProjectManagementTools/pmtools2.html
- #3 The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Temporary does not mean short in duration. Most project are undertaken to create a lasting outcome. For example, a project to build a highway will create a result expected to last for a decade, or a project to build a national monument will create a result expected to last centuries. Project can also create social, economic, and environmental impacts that far outlast the projects themselves.
- #4 Although repetitive elements may be present in some project deliverable, this repetition does not change the fundamental uniqueness of the project work. For example, office buildings are constructed with the same or similar materials or by the same team, but each location is unique – with different design, different circumstances, different contractors, and so on.
- #5 Although repetitive elements may be present in some project deliverable, this repetition does not change the fundamental uniqueness of the project work. For example, office buildings are constructed with the same or similar materials or by the same team, but each location is unique – with different design, different circumstances, different contractors, and so on.
- #7 Why almost the course includes “project/asignment”
- #8 Initiating processes: those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase Planning: The process performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives Executing: Those processes performed to complete the work defined in the project management plan to satisfy the project objectives Monitoring and controlling: those processes required to track, review, and regulate the progress and performance of the project, identify any areas in which changes to the plan are required and initiate the corresponding changes Closing: Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase
- #9 The specific project will influence the constraints on which the project manager needs to focus The relationship among these factors is such that if any one factor changes, at least one other factor is likely to be affected. For example, if the schedule is shortened, often the budget needs to be increased to add additional resources to complete the same amount of work in less time. If a budget increase is not possible, the scope or quality may be reduced to deliver a product in less time for the same budget. Project stakeholders may have differing ideas as to which factors are the most important, creating an even greater challenge. Changing the project requirements may create additional risks. The project team must be able to assess the situation and balance the demands in order to deliver a successful project.
- #12 Project/Program/Plan
- #13 What are differences
- #14 Example for a nation For a group
- #18 Product life Cycle
- #19 Cost & Time, relationship, explain in detail
- #20 Why this sharp Plan <> Execute -> Circle
- #25 Project managers are the people responsible for implementing the project plans Project managers often manage project resources, including budgets and people related to the project, even though they seldom have direct authority over the people engaged in the project.
- #26 Program managers interact with each project manager to provide support and guidance on individual projects
- #27 Customers/users may be internal and/or external to the performing organization For example: the users of bio lab can include lecturers who use it for lecturing, lab supervisors who help and guide student how to run the test and students who are using the lab for learning purposes. The customers for a new pharmaceutical product can be the doctors who prescribe it, the patients who use it and the insurers who pay for it.
- #40 To realize / utilize the advances;