1a Project Mgt Session (2)

8/8/2019 1a Project Mgt Session (2)

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Project ManagementProject Management


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Projects in Contemporary

Organizations Project Management has emerged because the

characteristics of our turn-of-the-century

society demands the development of newmethods of management

Many forces have fostered the emergence and

expansion of Project Management


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Forces Of Project Management 3 Paramount Forces driving Project Management:

1. The exponential expansion of human knowledge

2. The growing demand for a broad range of complex,

sophisticated, customized goods and services

3. The evolution of worldwide competitive markets for the

production and consumption of goods and services

All 3 forces combine to mandate the use of teams to

solve problems that used to be solvable byindividuals


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Recent Changes in Managing

Organizations Three salient characteristics distinguish modern

society from earlier period of history

INTERD

EPEND

ANCY, COMPLEXITY AND

R

APID

RADICAL CHANGE

The process of managing organizations has been impacted bythree revolutionary changes

1. Accelerating replacement of traditional, hierarchical

management by participatory management 2. Currently witnessing the adoption of the systems

approach (sometimes called systems engineering)

3. Organizations establishing projects as the preferred wayto accomplish the many specific changes that must be made

when the organization attempts to alter its strategy


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What is Project Management?Project Management is the art of directing

and coordinating human and material

resources throughout the life of a project byusing modern management techniques to

achieve predetermined objectives of scope,

cost, time, quality and participation

satisfaction

Project Management Institute (PMI) PMBOK

Report


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What is Project Management?Simpler definition of a project

A well defined set of activities which

has a beginning

has an end

achieves a goal

is conducted by people uses resources

is a non-routine event


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Which are Projects? Why Not? Picking a college

Planning a wedding

Getting dressed every morning Hiring a new employee

Buying a new car

Staying abreast of topics in your field Building a new classroom

Maintaining an information system

Developing a new SW program

Answering customer service calls


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What is Project Management? Success of a project is (typically)

measured by three dimensions

quality/performance (meetingspecifications)

timeliness

within budget

More important?

constituent satisfaction


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COST QUALITY

TIME SAF

ETY

PROJECT

SUCCESS

Cheapest

Economical

Best

Adequate

Reasonable

Fastest

Satisfactory

Safest


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Objectives of a Project 3 Project Objectives:

Performance

Time Cost

Expectations of clients are not an additional

target, but an inherent part of the projectspecifications


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Objectives of a Project 3 Project Objectives:


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The Definition of a Project Must make a distinction between terms:

Program - an exceptionally large, long-range objective

that is broken down into a set of projects Project -

Task- set of activities comprising a project

Work Packages - division of tasks

Work Units - division of work packages

In the broadest sense, a project is a specific, finite

task to be accomplished


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Characteristics of a Project

Have a purpose

Uniqueness

Unfamiliarity

Temporary

Have a life cycle Interdependencies

Conflict


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Why Project Management?

Companies have experienced: Better control

Better customer relations

Shorter development times

Lower costs

Higher quality and reliability

Higher profit margins Sharper orientation toward results

Better interdepartmental coordination

Higher worker morale


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Why Project Management? Companies have also experienced some

negatives:

Greater organizational complexity Increased likelihood of organizational policy

violations

Higher costs

More management difficulties

Low personnel utilization


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Project Management Framework

- PMBOK


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9 Project Management

Knowledge Areas Knowledge areas describe the key competencies

that project managers must develop

4 core knowledge areas lead to specific projectobjectives (scope, time, cost, and quality)

4 facilitating knowledge areas are the means throughwhich 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


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Project Management Tools and

Techniques Project management tools and techniques assist

project managers and their teams in various

aspects of project management Some specific ones include

Project Charter 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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Project Stakeholders

Stakeholders are the people involved in or

affected by project activities

Stakeholders include the project sponsor and project team

support staff

customers users

suppliers

opponents to the project


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Sample WBS for Intranet Project

in Chart Form

Concept

Design User Interface

Design Server Setup

Develop Server

Support Infrastructure

Web Site

Design

Develop Pages

and Links

Develop

Functionality

Content

Migration/Integration

Testing

Web Site

Development

Roll Out Support

Intranet Project


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Sample Gantt Chart

The WBS is on the left, and each tasks start and finish date

are shown on the right using a calendar timescale.


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Sample NetworkDiagram

Each box is a project task from the WBS. Arrows show dependencies

between tasks. The bolded tasks are on the critical path. If any tasks on the

critical path take longer than planned, the whole project will slip

unless something is done.


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More Advantages of Project

Management* Bosses, customers, and other stakeholders do not like

surprises

Good project management (PM) provides assuranceand reduces risk

PM provides the tools and environment to plan,monitor, track, and manage schedules, resources,costs, and quality

PM provides a history or metrics base for futureplanning as well as good documentation

Project members learn and grow by working in a

cross-functional team environment*Knutson, Joan, PMNetwork, December 1997, p. 13


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How Project Management (PM) Relates

to OtherDisciplines

Much of the knowledge needed to manageprojects is unique to PM

However, project managers must also haveknowledge and experience in

general management

the application area of the project Project managers must focus on meeting

specific project objectives


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Project Management and Other

Disciplines


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History of Project Management

Modern project management began with theManhattan Project, which the U.S. military led todevelop the atomic bomb

In 1917 Henry Gantt developed the Gantt chart as atool for scheduling work in job shops

In 1958, the Navy developed PERT charts

In the 1970s, the military began using projectmanagement software, as did the constructionindustry

By the 1990s, virtually every industry was usingsome form of project management


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Project Management Software

There are hundreds of different products to assist inperforming project management

Three main categories of tools: Low-end tools: Handle single or smaller projects well, cost

under $200 per user

Midrange tools: Handle multiple projects and users, cost

$200-500 per user, Project 2000 most popular High-end tools: Also called enterprise project management

software, often licensed on a per-user basis


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You Can Apply Project

Management to Many Areas Project management applies to work as well

as personal projects

Project management applies to many

different disciplines (IT, construction,

finance, sports, event planning, etc.)

Project management skills can help ineveryday life


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The Project Life Cycle Projects are born when a need is identified by

the customer.

Project life cycles vary in length, from a few

weeks to several years.

Not all projects formally go through all fourphases of the project life cycle.


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FIG E 1.2 r j t if l Eff rt


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Phases of the Project Life Cycle

1 The first phase involves the identification of a

need, problem, or opportunity.

The need and requirements are usually written by the

customer into a document called a request for proposal

(RFP).

However, not all situations involve a formal RFP.


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2 The second phase is the development of a

proposed solution to the need or problem.

This phase results in the submission of a proposal.

The customer and the winning contractor negotiate and

sign a contract (agreement).


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3 The third phase is performing the project.

Different types of resources are utilized.

Results in the accomplishment of the project objective.


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4 The final phase is terminating the project.

Perform close-out activities

Evaluate performance

Invite customer feedback


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Planning the Project Clearly define the project objective

Divide and subdivide the project

Define the specific activities to be performed

Graphically portray the activities in a network diagram

Make a time estimate for how long it will take to completeeach activity.

Make a cost estimate for each activity.

Calculate a project schedule and budget

Determine if project can be accomplished within time,funds, and available resources

Develop a baseline plan


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Planning the Project (Cont.) Keep in mind:

Projects overrun their budgets, miss completion dates,

or only partially satisfy their technical specificationsbecause there is no viable baseline plan

The people involved in performing the project shouldparticipate in planning the work; they are mostknowledgeable

Participating in the planning helps individuals becomecommitted to accomplishing it


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Thank you

1a Project Mgt Session (2)

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