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8/10/2019 PM Course - 01 - Introduction to Project Management
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PROJECT MANAGEMENT
USTH 2014
INTRODUCTION TO PROJECT MANAGEMENT
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OUTLINE
1.Definition of project
2.Project management
Triple constraint in project management
Project phases
Project management framework
3.Project management tools and techniques
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1. Project definition A project is a temporary endeavor undertaken
to create a unique product, service, or result. A project ends when its objectives have been
reached, or the project has been terminated.
Projects can be large or small and take a shortor long time to complete.
Repetitive activities are not considered as
project.
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1.1 Project examples Building of the Egyptian pyramid
Creation of new car model in 2014 is a project.
Automation activities in car factory is not aproject but a repetitive activity.
Example: painting the car.
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1.2 Project attributes 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 andfunding for the project.
Involves uncertainty.
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1.3 R&D project R&D project is a project which has:
Complexity and less known elements
Less similarity
More innovative
Outcome: long-term or even difficult to define Benefits may be basis for other projects
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Questions
Project or not project?
1.Construction of a new house seems to be verysimilar to a past house construction. Why westill consider the new house construction is aproject but not a repetitive activity?
2.R&D team of a car company is called to studyif they can replace the existing paintingprocess by a new one because there aresome health problem with concerning worker
recently. Does this can be considered asproject?
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2. Project Management Project management is the application of
knowledge, skills, tools and techniques toproject activities to meet project requirements.
Triple constraint of project management:
Scope Time
Cost.
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2.1 Project Management in R&D Specifications in R&D area:
Research or policy environment may change rapidly
New breakthroughs or problems affect the relevanceof the project
Management of research projects is challenging,projects may be at high risk
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Advantages of Using Formal ProjectManagement
Better control of financial, physical, and human resources Improved customer relations
Improved customer relations
Shorter development times Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
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2.2 Triple constraint Every project is constrained in different ways by
its: Scopegoals: What work will be done?
Timegoals: How long should it take to complete?
Costgoals: What should it cost?
It is the project managers duty to balancethese three often-competing goals to get theexpected Quality.
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2.2 Triple constraint Successful project
managementmeans meeting allthree goals(scope, time, and
cost) andsatisfying theprojects sponsor!
QualityTim
e C
ost
Scope
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2.3 Project life cycle Project life cycle:
Initiating
Planning
Executing
Monitoring and Controlling Closing
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2.3 Project life cycle: Initiating Initiating
Identify the stakeholders
Determine the project objectives
Select the project manager
Create the project charter
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2.3 Project life cycle: Planning Planning:
Decompose the general scope into deliverables (workpackages) and activities
Develop the schedule and the budget baseline
Build the project team
Set the responsibilities
Identify the risks
Get the formal approval of the project plan
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2.3 Project life cycle: Executing Executing:
Select the sellers (when applicable)
Complete the work (assign tasks, etc)
Implement the changes
Exchange information between the stakeholders
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2.3 Project life cycle: Monitoring &Controlling
Monitoring & Controlling:
Measure the progress and the deviations
Audit the risks
Report the project status
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2.3 Project life cycle: Closing Closing:
Get the formal acceptance that the project objectivesare met
Record the project lessons learned
Release the team
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2.3 Project life cycle
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2.3 Project phases
Phases of a project greatly depend on the
industry, on company and its history, and theproject culture in company.
Generally:
INITIAL: Idea, Requirement analyseINTERMEDIATE: Detail requirement, Plan, Realization, TestFINAL: Approval, Handover
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2.4 Project management framework
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2.4 Project management framework 4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality). 4 facilitating knowledge areas are the means through
which the project objectives are achieved (humanresources, communication, risk, and procurement
management). 1 knowledge area (project integration management)
affects and is affected by all of the other knowledgeareas.
All knowledge areas are important!
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3. Tools and techniques in PM Project management tools and techniques
assist project managers and their teams invarious aspects of project management.
Specific tools and techniques include:
Project charters, scope statements, and WBS (scope). Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time).
Cost estimates and earned value management (cost).
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3. Tools and techniques
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3. Tools and techniques
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3. Tools and techniques
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Program Program:
Group of some projects which havedependencies or constraints betweenthemselves
A program manager provides leadership anddirection for the project managers heading theprojects within the program
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Portfolio Portfolio:
A project portfolio is only a consolidated viewof some projects that are not necessarilyrelated to each other
For strategic / management objective
Portfolio managers help their organizationsmake wise investment decisions by helping toselect and analyze projects from a strategicperspective
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Project Management Office (PMO) A department that centralizes the management
of projects. A PMO usually takes one of threeroles:
Project Support: Provide project managementguidance to project managers in business units.
Project Management Process/Methodology:Develop and implement a consistent andstandardized process.
Training: Conduct training programs or collect
requirements for an outside company.
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Project Manager The Project Manager is the person responsible for
accomplishing the project objectives. Project managers strive to meet the triple constraint by
balancing project scope, time, and cost goals
Depending on the organization structure , a project
manager may report to functional manager. In other cases project manager may be one of the several
project managers who report to a portfolio or programmanager that is ultimately responsible for enterprise wide
projects . In this type of structure, the project managerworks closely with the portfolio or program manager toachieve the project objectives
Ten Most Important Skills and
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Ten Most Important Skills andCompetencies for Project Managers
1. People skills
2. Leadership 3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
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Other concepts Stakeholders:
All people who participate in the project
Sponsor
Project manager
Worker
Communal authority
Suppliers