1 INEN 261: Week 1 Chapter 1: Projects in Contemporary Organizations Presented by: Jasim Alnahas.
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Transcript of 1 INEN 261: Week 1 Chapter 1: Projects in Contemporary Organizations Presented by: Jasim Alnahas.
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1
INEN 261: Week 1
Chapter 1:
Projects in Contemporary Organizations
Presented by:
Jasim Alnahas
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Chapter Learning OutcomesIf you complete the given assignments for this Chapter you will:
Be able to define the word project. Understand the role of project management in
project execution. Understand project characteristics. Understand how a project progresses and the
end results of a managed project.
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Why worry about Project Management? Projects are increasingly the way we get work
done Managing a project is somewhat different than
managing routine work A body of knowledge (BoK) is growing up
around Project Management In this course we will try to expose you to some
of this information
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Introduction
Rapid growth in project management In the past, most projects were external
Building a new skyscraper New ad campaign Launching a rocket
Growth lately is in internal projects Developing a new product Opening a new branch Improving the services provided
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How Project Management Developed? Credit for the development of project
management goes to the military Navy’s Polaris program NASA’s Apollo space program Development of “smart bombs” and “missiles”
Project management has found wide acceptance in industry
It has many applications outside of construction Managing legal cases Managing new product releases
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Forces Fostering Project Management Main forces in driving the acceptance of
project management: Exponential growth of human knowledge Growing demand for a broad range of complex
goods and services Increased worldwide competition
All of these contribute to the need for organizations to do more and to do it faster
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Project Management is also Getting Smaller More people are seeing the advantages of
project management techniques The tools have become cheaper The techniques are becoming more widely
taught and written about
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Three Project Objectives: The “Triple Constraint” Time Cost Scope
Time, cost, and performance are all related to a project
Figure 1-1
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Project Success
Project efficiency Impact on the customer Business impact on the organization Opening new opportunities for the future
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Project Manager
Project manager is the key individual on a project
Project manager is like a mini-CEO
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The Project Management Institute Membership
250 chapters in over 70 countries Pittsburgh at http://www.pittsburghpmi.org/
Global Standards Standards ensure a basic project management framework is applied
consistently worldwide. 13 global standards (including Program and Portfolio Management) A Guide to the Project Management Body of Knowledge (PMBOK®
Guide)—Fourth Edition in Circulation Credentials (Increasingly needed for engineering positions
Project Management Professionals (PMP®) Certified Associates in Project Management (CAPM®) Program Management Professional (PgMP®) PMI Scheduling Professional (PMI-SP®) PMI Risk Management Professional (PMI-RMP®)
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Trends in Project Management Achieving strategic goals Achieving routine goals Improving project effectiveness Virtual projects Dynamic and quasi-projects
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Recent Changes in Managing Organizations
Consensual management Systems approach Projects are established in order to
accomplish set goals
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The Definition of a “Project”
“A temporary endeavor undertaken to create a unique product, service, or result.” (PMI)
Defining some similar terms Program: A set of projects Projects: Needed to achieve Program objectives Task: An element of a project Work packages: Smaller than a task
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Visual Definitions of terms
Program
Project A
Project B
Project C
Task 1
Task 2
Task 3
Task 4Work Package 1
Work Package 1
Work Package 1
Work Package 1
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Characteristics of a Project Importance: Important enough in the eyes of senior management Scope: One time activity with set of well defined end results Life cycle with a finite due date: Have a start, a growth phase,
maturity, decline and end Interdependencies: Projects are overlaid over other activities in the
organization Uniqueness: Always some differences. They are not routine work. Resources: Has personnel as well as other resources Conflict: Competition for resources
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Why Project Management?
The main purpose for initiating a project is to accomplish some goal
Project management increases the likelihood of accomplishing that goal
Project management gives us someone (the project manager) to spearhead the project and to hold accountable for its completion
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Negative Side to Project Management Greater organizational complexity Higher probability organizational policy will be
violated Says managers cannot accomplish the
desired outcome Conflict
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The Project Life Cycle
Figure 1-3
.
We will quantify this curve and use it to develop a project monitoring strategy slow-rapid-slow
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Time Distribution of Project Effort
Figure 1-4
Time distribution of project effort is characterized by slow-rapid-slow
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ENGR5030 21
Project Management Life Cycle
Definition Planning Implementation Delivery
Lev
el o
f ef
fort
1. Goals2. Specifications3. Scope4. Responsibilities5. Teams
1. WBS2. Budgets3. Resources4. Risks5. Schedule
1. Status reports2. Change Orders3. Quality Audits4. Contingencies
1. Train user2. Transfer documents3. Release resources4. Reassign staff5. Lessons learned
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In all phases of the Project Life Cycle the Project Manager is trying to meet the same 3 goals: Meet performance
goals Meet schedule
commitments Meet budget
constraints
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The Project Life Cycle It is essential for the Project Manager
and team to understand the characteristics of the life cycle curve for their project
The distinction between the two life cycles plays a critical role in the development of budgets and schedules for the project
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The Project Life Cycle Risk during project life cycle
With most projects there is some uncertainty about the ability to meet project goals
Uncertainty of outcome is greatest at the start of a project
Uncertainty decreases as the project moves toward completion
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Risk During at the Start of the Life Cycle
Figure 1-6
Cost variation grows as one moves further away from the time of the estimate
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Risk During the Life Cycle
Figure 1-7
Uncertainty decreases as the project moves toward completion because we refine our estimates
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Part I: Project Initiation
Projects in Contemporary Organizations Strategic Management and Project
Selection The Project Manager Managing Conflict and the Art of
Negotiation The Project in the Organizational Structure
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Part II: Project Planning
Project Activity and Risk Planning Budgeting: Estimating Costs and Risks Scheduling Resource Allocation
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Part III: Project Execution
Monitoring and Information Systems Project Control Project Auditing Project Termination
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Summary of Chapter 1 A Project is a temporary endeavor undertaken to
create a unique product, service or result. The three prime objectives of project management
are:1. To meet specified performance2. To do it within specified costs3. Complete on schedule
Projects are characterized by a singleness of purpose, a definite life cycle, complex interdependencies, some or all unique elements, and an environment of conflict
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Summary of Chapter 1 (continued) Projects often start slow, build up speed
while using considerable resources, and then slow down as completion nears
As progress is made on a project, there becomes less uncertainty in what the final deliverable will achieve in meeting project goals
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