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Schedule of lecturesDATE SUBJECT
07.10.2019 L1. Introduction
14.10.2019 L2. Project risk management
21.10.201928.10.2019
L3. Project planning (part 1)
04.11.201913.11.2019
L4. Project planning (part 2)
18.11.2019 L5. EV Method
25.11.2019 L6. Use of buffers in project management
02.12.2019 L7. PRINCE Methodology (part 1)
09.12.2019 L8. PRINCE Methodology (part 2)
16.12.2019 L9. Adaptive Project Structure (part 1)
10.01.2020 L10. Adaptive Project Structure (part 2)
13.01.2020 L11. SCRUM Methodology
20.01.2020 L12. Evaluation and selection of projects in a project portfolio
27.01.2020 L13. Managing active project portfolio
EXAM1. 06/02/2020 - 11:15 – 4.48 B4
2. 13/02/2020 – 11:15 – 4.48 B4
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Bonus
7-8 points – 1 added point in exam
9-10 points - 2 added points in exam
11-12 points - 3 added points in exam
13 points - 4 added points in exam
14 points - 5 added points in exam
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Schedule of exercises
DATE SUBJECT
14.10.2019 Exercise in traditional project management methods
28.10.2019 Exercise in traditional project management methods
13.11.2019 Exercise in traditional project management methods
25.11.2019 Exercise in PRINCE2 Methodology
09.12.2019 Exercise in adaptive project management
10.01.2017 Exercise in project portfolio management
13.01.2017 Test
Literature
[1] Harold Kerzner (2009), Project Management: A Systems Approach to
Planning, Scheduling, and Controlling, John Wiley & Sons;
[2] Robert K. Wysocki (2009), Effective Project Management:
Traditional, Agile, Extreme, John Wiley & Sons
[3] David Hinde (2012), PRINCE2 Study Guide, John Wiley & Sons.
[5] A Guide to the Project Management Body of Knowledge, Project
Management Institute (1996)
[6] Goldratt E. (1997), Critical Chain, North River Press, Great
Barrington;
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Subject Educational Effects
•relating to knowledge:
PEK_W01 the students know the advantages and disadvantages of the traditional
project management methods
PEK_W02 the students know the fundamentals of the PRINCE methodology and
adaptive project management methods
PEK_W03 the students know the fundamentals of project portfolio management
•relating to skills:
PEK_U01: the students are able to apply in simple cases modern project
management methods
PEK_U02: the students are able to manage project portfolio in simple cases
•relating to social competences:
PEK_K01: the students are aware of the advantages and disadvantages of various
project management methods and are able to communicate them to others
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How much do we remember?
10% what we read
20% what we listened
30% what we saw
50% what we saw and listened
70% what we discussed
90% what we did and discussed
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Method of passing information
How much we remember after 3 h
How much we remember after 3 days
Theoricaly 70% 10%
Practically 90% 70%
"Tell me and I forget,
show me and remember,
let me take part and understand"
( Confiucius )
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TYPES AND EXAMPLES OF PROJECTS
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Type of Project Product of Project (Examples)
1. Administrative installing a new accounting system
2. Construction a building or road
3. Computer Software Development a new computer program
4. Design of Plans architectural or engineering plans
5. Equipment or System Installation a telephone system or IT system
6. Event or Relocation Olympiads or a move into a new building
7. Maintenance of Process Industriespetro-chemical plant or electric generating station
8. New Product Development a new drug or aerospace/defense product
9. Researcha feasibility study or investigating a chemical
10. Other ???
Examples of Project StakeholdersINTERNAL:
▪ Project Team
▪ Project Manager
▪ Sponsor
▪ Client (if project is an internal need of the organisation)
▪ Portfolio Manager
EXTERNAL:
▪ External customer or client
▪ End user of project’s outcome
▪ Suppliers
▪ The government
▪ Local communities
▪ The media
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Stakeholders analysis
Stakeholder Attitude to the project☺
Influence(1-5)
Expectations +Concerns -
Strategy
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- Templates
- IT software (e.g http://www.stakeholdermap.com/stakeholder-analysis.html)
Stakeholders analysis
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Keep satisfied
Manage closely
MonitorKeep
informed
Interest
Power
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Year 2014 2012 2010
Project completed successful16,2% 39% 21%
Project completed partially successful 52,7% 43% 42%
Project abandoned before completion of the works 31,1% 18% 21%
Source: CHAOS – Standish Group.
Project Management Methodologies
▪ PMI
▪ IPMA
▪ PRINCE2
▪ Adaptive/Agile methodologies (e.g. Scrum, XP)
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THE INITIATING PHASE
The project can be started when:
➢ somebody has an idea which is worth to implement
➢ we get the order from a client/investor
➢ we receive commands from the management of the
company
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Goals/Objectives
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SMART Method
Specific
Measurable
Achievable
Relevant
Timely defined
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Specific:
"I need to improve physical fitness" is a very general and imprecise
goal.
Exactly what is it you want to achieve in your business or personal
life? A good goal statement explains the what, why, who, where
and when of a goal. If your goal statement is unclear, you will find
it hard to achieve because it will be difficult to define success.
Measurable
How do I say that I achieved the goal?
„Improve access to the Internet in rural areas” is not a
measurable goal.
Example of a measurable goal: „To the end of 2016. 70%
of rural households will have access to the Internet”
Achievable
If the objective is within our capabilities?
Relevant
For example: "We will take the competition 5% of the
market over the next two years" - lies within the limits
of our capabilities and we really want to achieve it.
Time limited
- Enough time to achieve the goal
- Not too much time, which can affect project performance
"We will take the competition 5% of the market over the
next two years"
EXEMPLARY GOALS IN THE PROJECT
„ We want to implement the project in the best
way”
„ We will try to minimize the project cost”
„ We want to satisfy the customer's needs”
„ Our services will be at the highest level”
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En example of goal formulated in accordance with the
concept of SMART: to the end of 2016 increase sales nuts
by 10% compared to 2014
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PROJECT CHARTER
▪ a statement of the scope, goals and participants in
a project
▪ project manager, sponsor and client must accept the
project charter. It is the basis for subsequent claims
▪ it is recommended to use templates recognized in the
organization
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Kickoff meeting
▪ the first meeting with the project team and
the client of the project
▪ takes 2-4 h – it depends on project size
▪ template: http://www.hitdocs.com/project-kickoff-
presentation-pptx/
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Initiating phase
▪ Define project objective and goal
▪ Create project team
▪ Analyse project stakeholders
▪ Organise kickoff meeting
▪ Create project charter and obtain customer and/or
sponsor acceptance
▪ Analyse project risk
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TASK NO. 1
➢ Give an example of the project.
➢ Define the project objective according to the SMART method.
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Dziękuję za uwagę!
THANK YOU
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