A project is a temporary endeavor undertaken to create a unique product, service or result. It has established objectives, a defined life span with a beginning and end, involves several departments and professionals, and is usually doing something that has never been done before with specific time, cost, and performance requirements. A project manager is responsible for planning, scheduling, motivating and controlling the temporary and non-repetitive activities of a project to meet its objectives and ensure its successful completion. Effective modern project management takes an integrative approach to select, prioritize, and implement projects that support organizational strategy and mission.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
Project Management Chapter 1 and chapter 2 Rosettidrosetti
The document discusses key aspects of project management. It defines a project as a complex, non-routine effort with defined time and resource constraints aimed at meeting customer needs. Projects have established objectives, life spans, cross-functional teams, and specific requirements. The challenges for a project manager include marshaling resources, providing direction to teams, and ensuring project success. Effective project selection requires linking projects to organizational strategy, conducting environmental scans, setting goals and strategies, and implementing projects. A portfolio system balances different types of projects to manage risks.
The document provides an overview of project management concepts across four modules:
Module One introduces the concept that project management principles can be applied to projects of any size.
Module Two defines key terms like projects, project management, and project managers. It discusses the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) framework.
Module Three explores the PMBOK further, outlining its five process groups and ten knowledge areas, and how the "triple constraint" of scope, time and cost must be balanced.
Module Four focuses on project initiation, including identifying stakeholders, assessing needs vs wants, and setting SMART goals and project requirements.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
A project is a temporary endeavor undertaken to create a unique product, service or result. It has established objectives, a defined life span with a beginning and end, involves several departments and professionals, and is usually doing something that has never been done before with specific time, cost, and performance requirements. A project manager is responsible for planning, scheduling, motivating and controlling the temporary and non-repetitive activities of a project to meet its objectives and ensure its successful completion. Effective modern project management takes an integrative approach to select, prioritize, and implement projects that support organizational strategy and mission.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
Project Management Chapter 1 and chapter 2 Rosettidrosetti
The document discusses key aspects of project management. It defines a project as a complex, non-routine effort with defined time and resource constraints aimed at meeting customer needs. Projects have established objectives, life spans, cross-functional teams, and specific requirements. The challenges for a project manager include marshaling resources, providing direction to teams, and ensuring project success. Effective project selection requires linking projects to organizational strategy, conducting environmental scans, setting goals and strategies, and implementing projects. A portfolio system balances different types of projects to manage risks.
The document provides an overview of project management concepts across four modules:
Module One introduces the concept that project management principles can be applied to projects of any size.
Module Two defines key terms like projects, project management, and project managers. It discusses the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) framework.
Module Three explores the PMBOK further, outlining its five process groups and ten knowledge areas, and how the "triple constraint" of scope, time and cost must be balanced.
Module Four focuses on project initiation, including identifying stakeholders, assessing needs vs wants, and setting SMART goals and project requirements.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
The document summarizes key aspects of project planning from a textbook. It discusses the importance of establishing clear objectives and gaining management support during the initial planning stages. The project plan should include elements like objectives, schedules, budgets, and risk mitigation. Effective planning involves breaking the project into work packages with assigned responsibilities using a work breakdown structure. Interface coordination is also critical to integrate different elements and ensure tasks are completed on schedule.
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
Project management is important for all organizations, both large and small. It allows organizations to implement new initiatives like developing products or services, establishing new production lines, or building programs. In today's fast-paced environment, project management is a powerful tool that helps organizations complete complex projects on tight timelines using cross-functional expertise. The document then discusses the key elements of project management, including formulation, implementation, monitoring, and evaluation. It also covers the various phases of project management like identification, selection, appraisal, and review.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
Project Management Critical Success Factors. Why Do Projects Fails. Why deliveries are not on time. What are the factors which makes success. What are factors responsible for failures.
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The document discusses various project management methodologies. It explains that different methodologies are suited for different types of projects. Traditional methodologies follow a linear sequence of stages, while modern approaches do not focus on linear processes and provide more flexibility. Some examples of modern methodologies discussed are Agile, PRINCE2, Critical Path Method (CPM), Lean, Critical Chain Project Management (CCPM), Scrum, and Six Sigma. The document emphasizes that the most suitable methodology depends on the specific project requirements.
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
A presentation by Carolyn Limbert, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
1. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project objectives.
2. 66% of IT projects fail, come over budget, or run past deadlines, wasting $55 billion annually in the US.
3. Successful project management requires defining project scope, schedule, costs, quality standards, and risks as well as tracking performance against the project plan.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
This chapter introduces project management concepts. It defines a project as a temporary endeavor with a beginning and end, undertaken to create a unique product or service. Projects are characterized by uncertainty and a defined life cycle of conceptualization, planning, execution, and termination. The chapter discusses why projects are important for organizations to respond to opportunities, and explains different models for defining project success. It also covers developing project management maturity through benchmarking best practices.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
The document summarizes key aspects of project planning from a textbook. It discusses the importance of establishing clear objectives and gaining management support during the initial planning stages. The project plan should include elements like objectives, schedules, budgets, and risk mitigation. Effective planning involves breaking the project into work packages with assigned responsibilities using a work breakdown structure. Interface coordination is also critical to integrate different elements and ensure tasks are completed on schedule.
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
Project management is important for all organizations, both large and small. It allows organizations to implement new initiatives like developing products or services, establishing new production lines, or building programs. In today's fast-paced environment, project management is a powerful tool that helps organizations complete complex projects on tight timelines using cross-functional expertise. The document then discusses the key elements of project management, including formulation, implementation, monitoring, and evaluation. It also covers the various phases of project management like identification, selection, appraisal, and review.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
Project Management Critical Success Factors. Why Do Projects Fails. Why deliveries are not on time. What are the factors which makes success. What are factors responsible for failures.
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The document discusses various project management methodologies. It explains that different methodologies are suited for different types of projects. Traditional methodologies follow a linear sequence of stages, while modern approaches do not focus on linear processes and provide more flexibility. Some examples of modern methodologies discussed are Agile, PRINCE2, Critical Path Method (CPM), Lean, Critical Chain Project Management (CCPM), Scrum, and Six Sigma. The document emphasizes that the most suitable methodology depends on the specific project requirements.
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
A presentation by Carolyn Limbert, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
1. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project objectives.
2. 66% of IT projects fail, come over budget, or run past deadlines, wasting $55 billion annually in the US.
3. Successful project management requires defining project scope, schedule, costs, quality standards, and risks as well as tracking performance against the project plan.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
This chapter introduces project management concepts. It defines a project as a temporary endeavor with a beginning and end, undertaken to create a unique product or service. Projects are characterized by uncertainty and a defined life cycle of conceptualization, planning, execution, and termination. The chapter discusses why projects are important for organizations to respond to opportunities, and explains different models for defining project success. It also covers developing project management maturity through benchmarking best practices.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMI)
The Project Management Institute (PMI) is an international professional society.
Do you know the meaning of ‘management’ in particular.
This document provides information on projects and project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. It discusses key project management concepts like the project life cycle, which includes phases like initiation, planning, execution, monitoring and control, and closure. It also describes important project management tools like the project charter, work breakdown structure, schedule and budget that help define the scope, time, and costs of a project.
A feasibility study analyzes the viability of a proposed project to determine if it is likely to succeed. It assesses if the project has sufficient resources, people and technology. It also determines the return on investment and risks. Benefits include helping project managers understand the pros and cons before investing in a project, and providing management crucial information to prevent risky ventures. A feasibility study may include a cash flow analysis, risk assessment, and determination of financial gains or benefits to society for non-profit projects.
The document provides an overview of key concepts in project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects are unique, have a specific deliverable and due date, and involve pulling together organizational resources. Project management involves directing resources throughout the project life cycle to meet objectives for scope, cost, time, quality and satisfaction. It addresses uncertainties that can be managed but not eliminated in projects.
This document provides an overview of the Projects and Operations Management course. The course code is 3.2 and is worth 4 credits. Module 1 covers the definition of a project, the five phases of project management including initiation, planning, execution, monitoring and controlling, and closing. It also discusses the differences between project management and operations management. Key aspects of project management are defined, such as the role of the project manager in recruiting a team, motivating them, controlling finances, responding to change, and communicating. The five phases of a project management lifecycle are described in detail.
The document defines key aspects of project management including defining project management, the importance of project management, and the role of the project manager. It also outlines keys to successful projects such as having a plan, strong leadership, clear communication, and effective management. Managing the contractor and entire project are also discussed, emphasizing the importance of monitoring budgets, schedules, and scopes to deliver quality products on time and within budget.
This document discusses key aspects of project management. It defines project management as the application of knowledge and skills to organize project resources to complete a project within defined scope, quality, time and cost constraints. It outlines important learning objectives like defining the role of the project manager and keys to successful projects such as effective planning, leadership, communication and management. It also discusses managing contractors and common pitfalls to avoid like scope creep. Overall, the document provides an overview of essential project management concepts.
This document provides an introduction to fundamentals of project management. It defines what constitutes a project, including that projects are temporary endeavors with defined start and end times undertaken to achieve unique goals. The document outlines key project features like objectives, resources, life cycles, and risks. It distinguishes projects from programs and defines project management as planning, controlling, and executing projects to ensure successful delivery. Benefits of project management include improved chances of achieving goals, prioritized resource use, and increased customer satisfaction.
This document provides an overview of project management. It defines what constitutes a project, distinguishes projects from routine operations, and outlines the typical stages of a project life cycle. It also describes agile project management methodology and emphasizes the importance of balancing a project's technical and social/cultural dimensions. The chapter outlines key topics that will be covered, such as project selection, risk management, and lessons learned. It provides examples of projects given to recent college graduates and defines important terms related to project management.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
The document discusses key concepts in project planning and management. It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects go through various phases known as a project life cycle, including initiation, planning, execution, monitoring and control, and closing. Key elements of project management include developing a project charter, work breakdown structure, timelines, budgets, and requirements documentation. Stakeholder management is also essential, identifying stakeholders and their needs and expectations for the project. Effective planning lays the groundwork for successful project execution and completion.
This document discusses project management and defines what constitutes a project. It provides definitions of a project from Harrison and the Project Management Institute. It outlines the key characteristics, elements and life cycle of projects. Examples of common projects are given like planning an event, implementing a new system, or conducting environmental cleanup. The responsibilities of a project manager are also summarized as planning, organizing resources, monitoring performance, and completing on time and budget. Finally, the importance and benefits of project management for complex, time-bound endeavors are highlighted.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
This document discusses key aspects of project management including:
1. The meaning, forms of organization, human aspects, life cycle, planning, control, and prerequisites for successful implementation of projects.
2. The three main factors in project management are time, cost, and scope, with quality and customer expectations also being important.
3. Project life cycles typically include initiation, planning, execution and control, and closure phases. Effective project implementation requires adequate formulation, sound organization, proper planning, timely funding, judicious procurement, contract management, and monitoring.
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What is Modern Project Management And Why it is Important - Sameer Mitter
1. WHAT IS MODERN PROJECT
MANAGEMENT AND WHY IT IS
IMPORTANT
Sameer Mitter
2. LEARNING ELEMENTS
1.1 Understand how projects differ from routine
operational work.
1.2 Develop an understanding of the background to
project management.
1.3 Understand at a broad level the concept of a
project life cycle.
1.4 Make the link between an organisation’s strategy
and the need for projects.
3. WHAT IS A PROJECT?
Characteristics
• An established objective
• A defined lifespan with a defined beginning and end
(temporary)
• Usually the involvement of several departments
and/or professionals
• Typically doing something that has never been done
before (unique)
• Specific time, cost and performance requirements
4. WHAT IS NOT A PROJECT?
• Routine, repetitive work
• Ordinary daily work that typically requires doing the
same, or similar work, over and over
5. COMPARISON OF ROUTINE WORK AND
PROJECTS
Routine, repetitive work
• Taking meeting notes
• Daily entering sales
receipts into the
accounting ledger
• Responding to a supply-
chain request
• Practising scales on the
piano
• Routine manufacture of an
Apple iPod
Projects
• Writing a book.
• Setting up a sales kiosk for
a professional accounting
conference
• Developing a supply-chain
information system
• Writing a new piano piece
• Designing a new media
player
6. PROGRAM VERSUS PROJECT
• A program is the application of knowledge, skills,
tools and techniques to meet specific
requirements.
• A program obtains benefits and control not
available by managing projects individually.
7. PORTFOLIO VERSUS
PROGRAM
• Portfolios provide an overarching umbrella for
an organisation to manage all investment
activity.
• Portfolios may be managed as a mix of
programs and/or major projects.
9. THE PROJECT
MANAGER
• Marshals resources for the project and relates directly to
the customer
• Provides direction, coordination and integration to the
project team
• Is responsible for the performance and success of the
project
• Must induce the right people at the right time to address
issues, make decisions and carry out the project’s activities
• Addresses the right issues and makes the right decisions
10. THE IMPORTANCE OF
PROJECT MANAGEMENT
• Compression of the product life cycle
• Complexity
• Triple bottom line (planet, people, profit)
• Corporate downsizing
• Increased customer focus
• Organisational change management
• Small projects represent big problems
11. PROJECT MANAGEMENTTODAY:
A HOLISTIC APPROACH
Integrative approach
• The big picture: how organisational resources are being
used
• An assessment of the risk to their portfolio of projects
• A rough metric for measuring the improvement of
managing projects relative to others in the industry
• Linkages to senior management
• Performance management of projects
• A clear definition of benefits
13. PROJECT MANAGEMENT TODAY:A
HOLISTIC APPROACH (CONT.)
Includes:
• Project selection
• Monitoring aggregate resource levels and skills
• Use of best practices
• Balancing projects in a portfolio
• Improving communication among all stakeholders
• An organisational perspective, beyond silo thinking
• Improving management of projects over time
14. THE TECHNICAL AND SOCIO-CULTURAL
DIMENSIONS OF THE PROJECT
MANAGEMENT PROCESS
15. COMMON PITFALLS IN PROJECT
MANAGEMENT
• Not being aligned to organisational strategy
• Lack of top management or sponsor support
• Political discord or disagreement
• Poor or inadequate estimating
• Working backwards from a given drop-dead date
• Inexperienced project management personnel
• Fragmented team and team values
16. COMMON PITFALLS IN PROJECT
MANAGEMENT (CONT.)
•Poorly/vaguely defined requirements (Scope)
•Lack of user (customer) involvement
•Unrealistic requirements or expectations
•Scope creep
•Poor communication or lack of communication
•Ignoring project warning signs
•Poor governance
17. KEY TERMS
• project
• program
• portfolio
• project life cycle
• strategic alignment
• socio-technical perspective
• common pitfalls