Project Management1. What is Project Management

Turn your phones offPicture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/

Who wants to be a project manager?

Why?

Who wants to work with a project manager?

When? Where? How?

Photo by Tricky at flickrhttp://www.flickr.com/photos/sovietuk/1432861455/sizes/o/ A walk through the course outline

The textbookGray, C., & Larson, E. (2006). Project management The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3

Weeks1 3Project Management FrameworkProject Selection and Portfolio Management Project Management PlansWeeks4 6Managing Project ChangeProject MarketingProject LeadershipWeeks7 9Managing Project TeamsProject Conflict ManagementPerformance Management Weeks10 12Global IT Project ManagementCurrent Issues in Project ManagementWeek 13Revision

Assessment TaskRelease DateDue DateWeightingTask TypeTutorial ParticipationWeeklyWeeks 1-1110%ATeam Project Proposal (Stage-1)Week 2Week 5, Wednesday 20th August 4pm10%ATeam Project Proposal (Stage-2)Week 2Week 8, Wednesday 10th September 4pm15%ATeam ReportWeek 7Week 11, Wednesday 1st October 4pm15%AFinal ExaminationEnd of semester50%B

View> Notes Page

Week 1The Project Management Framework

8 things you want to knowWhat is a Project?Process GroupsThe Triple ConstraintWhat is Project Management?The Project ManagerImportance of Project ManagementProject Management FrameworkIntegrated Approach

1. What is a Project?All projects have a beginning, a middle and an end.BeginningMiddleEnd

BeginningMiddleEndA definition:A temporary endeavor undertaken to accomplish a unique purpose

Source: CHAOS Report 1995 by the Standish GroupAccess it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdfNot even completedTypically 189% over budgetOTOBOS53%Challenged16%Success31% Critical Failures199412345678

More & more IT projects are starting each year500K300K200K199820012002??2007

Projects have a common set of characteristics which can also be defined by what they are notA target outcomeA defined life spanCross organisational participationNew or uniqueTime, Cost and performance requirements

Projects have a common set of characteristics which can also be defined by what they are notA target outcomeA defined life spanCross organisational participationNew or uniqueTime, Cost and performance requirements

ExplorationsGo on indefinitelyOne team or one person working aloneCreating the same thing multiple timesNo constraints on time, cost or performanceWhat a project isnt

Projects v Not Projects

Process GroupsAll projects typically go through these five processesCloseInitiate

A process is a series of actions directed towards a particular result.Step 1Step 2Step 3Resultactivityinputsoutputs

Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

PMI and the PMBOKwww.pmi.orgPMP certificationGoogle PMBOK.pdf

There are alternatives to PMI

Project Management OrganisationHead officeNumber of membersPMIUSA240,000IPMAEurope30,000APMUK15,000AIPMAustralia7,100

3. The Triple ConstraintAlso known as the IRON TRIANGLETimeScopeCost

Figure 1.1 Triple Constraint of Project Management

QualityThe Quadruple ConstraintWarning: Quality has many definitionsTimeScopeCost

4. What is Project Management?Advantages of Project ManagementBetter control of financial, physical, and human resourcesImproved customer relationsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityBetter internal coordination

5. The Project Manager

Week 6 Leading TeamsWeek 7 Managing Teams

(Schwalbe, 2006, p17)

6. Importance of Project ManagementIncreased use of Project ManagementCompressed product life cycleGlobal competitionKnowledge explosionCorporate downsizingIncreased customer focusDevelopment of Third World and closed economies

7. Project Management FrameworkThe PMBOKs 9 Knowledge areasIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Figure 1.2 Project Management Framework

8. Integrated ApproachWhy would a team member be a stakeholder?Stakeholders are people involved in or affected by project activitiesStakeholders include:Project sponsorProject managerProject teamSupport staffCustomersSuppliersOpponents to the project

Project TeamSuppliersCustomersOpponentsSponsor & Supporters

The PMBOKs 9 Knowledge areasIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Time ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Cost managementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Scope ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Quality ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Remember this?The first four knowledge areas are Core Functions

The next four knowledge areas are Facilitating ProcessesIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

HR ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Risk ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Communications ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Procurement ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

What knowledge area do contract labourers fall into?Contract staff?HR ManagementProcurement Management

Integration Management pulling it all togetherIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

What if its not Integrated?IntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Management

Figure 1.2 Integrated Management of Projects

Which ones are most important for projects?Technical skillsPeople SkillsBudgeting, Scheduling, DocumentingLeading, Motivating, Listening, Empathising

Figure 1.3 Technical and Sociocultural Dimensions of Project Management

BetterProjects.netTitle page pic care of dbking & CC @ Flickrhttp://flickr.com/photos/bootbearwdc/20109566/

*This is the notes***Def: A temporary endeavor undertaken to accomplish a unique purpose needsMajor Characteristics of a Project:Established objectivesDefined life span with a beginning and endAcross-organizational participationNew or uniqueSpecific time, cost, and performance requirements

**Source: CHAOS Report 1995 by the Standish GroupAccess it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf

Since 1995 several subsequent versions have been published. Project performance has improved incrementally.. Over the subsequent decade.

There is still significant improvement opportunities for the IT projects industry.

What do you think is going wrong at your workplace? What can be done to improve things?

The 1995 Standish (CHAOS) report found the following factors common to successful projects1. User Involvement 15.9%2. Executive Management Support 13.9%3. Clear Statement of Requirements 13.0%4. Proper Planning 9.6%5. Realistic Expectations 8.2%6. Smaller Project Milestones 7.7%7. Competent Staff 7.2%8. Ownership 5.3%9. Clear Vision & Objectives 2.9%10. Hard-Working, Focused Staff 2.4%Other 13.9%

*Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPodAttaching tags on a manufactured product

ProjectsWriting a term paper Setting up a sales kiosk for a professional accounting meetingDeveloping a supply-chain information system Writing a new piano pieceDesigning an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs Wire-tag projects for GE and Wal-Mart

**Def: A process is a series of actions directed toward a particular resultProject management can be viewed as a number of interlinked processesProcess groups include:Initiating processesPlanning processesExecuting processesMonitoring and controlling processesClosing processes*****Every project is constrained by:ScopeWhat work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?TimeHow long should it take to complete the project? What is the projects schedule?Cost What should it cost to complete the project? What is the projects budget?

*Project managers duty to balance the three often competing goalsMay be good enough to hit the target, or range of triple constraint goalsImportant to determine which aspects of the triple constraint are most importantQuadruple constraint includes quality as well as scope, time, and cost

*Every project is constrained by:ScopeWhat work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?TimeHow long should it take to complete the project? What is the projects schedule?Cost What should it cost to complete the project? What is the projects budget?

*Def: Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements (PMI, 2004, p8).Challenge of Project Management:Managing temporary, non-repetitive activities and often acting independent of the organizationGetting right people, right time to address the right issues and make the right decisionsDuties of Project Managers:Gather resources for the projectLinked to the customer interfaceProvides direction, coordination, and integration to the project teamResponsible for performance and success of the project

***Suggested Skills:Communication skills: listening, persuadingOrganizational skills: planning, goal-setting, analyzingTeam Building skills: understanding, motivation,Leadership skills: sets example, energetic, vision, delegates, positiveCoping skills: flexibility, creativity, patience, persistenceTechnological skills: experience, knowledge

***Describe key competencies that project managers must develop:Core function areas lead to specific project objectives (scope, time, cost, and quality)Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management)Knowledge function (project integration management) influences and is influenced by all other areas

****Describe key competencies that project managers must develop:Core function areas lead to specific project objectives (scope, time, cost, and quality)Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management)Knowledge function (project integration management) influences and is influenced by all other areas

*Project Cost Management Consists of preparing and managing the budget for the projectProcesses include:cost estimatingcost budgetingcost controlOutputs include:cost estimates, baseline budget, earned value calculations*Project Time Management Estimating work completion time, developing project schedule, and ensuring timely completion of the projectProcesses include:activity definitionactivity sequencingactivity resource estimatingactivity duration estimatingschedule developmentschedule controlOutputs include:network diagram, Gantt chart, critical path etc*Project Scope Management Involves defining and managing all the work required to complete the project successfullyProcesses include:scope planningscope definitioncreating the WBSscope verificationscope controlOutputs include:project charter, scope statement, WBS etc*Project Quality Management Ensures that the project will satisfy the stated or implied needs for which it was undertakenProcesses include:quality planningquality assurancequality controlOutputs include:quality assurance plan, standards etc***Project Human Resource Management Concerned with making effective use of the people involved with the projectProcesses include:human resource planningacquiring the project teamdeveloping the project teammanaging the project teamOutputs include:project organization charts, staffing management plan, resource histogram etc*Project Risk Management Identifying, analyzing, and responding to risks related to the projectProcesses include:risk management planningrisk identificationqualitative risk analysisquantitative risk analysisrisk response planningrisk monitoring and controlOutputs include:risk management plan, contingency plans etc

*Project Communications Management Involves generating, collecting and storing project informationProcesses include:communications planninginformation distributionperformance reportingmanaging stakeholdersOutputs include:communications management plan, status reports, performance reports etc*Project Procurement Management Involves acquiring goods and services for a project from outside the organizationProcesses include:planning purchases and acquisitionsplanning contractingrequesting seller responsesselecting sellersadministering the contractclosing the contractOutputs include:contract, statement of work etc**Project Integration Management Involves coordinating all the other knowledge areas throughout a projects life cycle.Processes include:develop project charterdevelop the preliminary project scope statementdevelop the project management plandirect and manage project executionmonitor and control the project workperform integrated change controlclose the projectOutputs include:project plan, change control system etc*Problems resulting from the use of piecemeal Project Management SystemsDo not tie together the overall strategies of the firmFail to prioritize selection of projects by their importance of their contribution to the firmNot integrated throughout project life cycleDo not match project planning and controls with organizational culture to make appropriate adjustments in support of project*In Integrated process management systems all the parts are inter-related, a change in one of the parts will influence the whole.

Mission, objectives and strategies are set to meet the needs of the customer.

External environmental factors: political, social, economic and technologicalInternal environmental factors: strengths and weaknesses such as management, facilities, financial conditions etc.

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