An Introduction to Project Management

Paul M. Di Gangi, Ph.D.

Learning the Basics

Western Carolina University

Presentation Schedule

How do we define Project and Project Management (PM)?

How does PM work?

Why is PM important?

Recap

“A temporary endeavor undertaken to create a unique

product, service, or result.

”

Characterized by

What is a project?

5 attributes

Unique

Requires Resources

There’s Uncertainty

Temporary Endeavors

Has a Sponsor

“A temporary endeavor undertaken to create a unique

product, service, or result.

”that...

creates a product that can be either a component of another item or an end item in itself,

creates a capability to perform a service,

creates a result such as an outcome or document.

What is a project?

<Example>

What was once the furthest outpost on the old frontier of the West will be the furthest outpost on the new frontier of science and space. Houston, your City of Houston, with its Manned Spacecraft Center, will become the heart of a large scientific and engineering community.

~ President John F. Kennedy

September 12, 1962

“The application of knowledge, skills, tools and techniques to a

broad range of activities in order to meet the requirements of a particular project.

”

Project Management (PM) is...

Advantages• Better control over resources

• Improved stakeholder relations

• Shorter development times

• Lower costs; higher profits

• Higher quality and reliability

• Improved worker productivity

• Reduced variation in performance

ActivityLevel

TimeProject Start Project Close

Initiating Planning Executing

Monitoring & ControlClosing

A Structured Approach

ActivityLevel

TimeProject Start Project Close

Initiating

Life cycle stage where project is defined, authorized, and started.

ActivityLevel

TimeProject Start Project Close

Planning

Life cycle stage where scope of work is established, objectives are refined, and

course of action is planned.

ActivityLevel

TimeProject Start Project Close

Executing

Life cycle stage where work is performed to complete the project based

on project specifications.

ActivityLevel

TimeProject Start Project Close

Monitoring & Controlling

Life cycle stage where project is tracked, reviewed, progress regulated, and

performance measured against plan.

ActivityLevel

TimeProject Start Project Close

Closing

Life cycle stage where project work is finalized and approved by project

sponsors and/or stakeholders.

Inputs(Processes & Resources used by

Tools & Techniques)

Tools & Techniques(Applications & Management Techniques

to create Output)

Outputs(Documents, Deliverables, Information created)

ActivityLevel

TimeProject Start Project Close

Initiating Planning Executing

Monitoring & ControlClosing

Major Project Phases

Potential Project Kill Points

Tools &

Tech

niq

ues

Core Functions (lead to specific project objectives)

Facilitating Functions (means through which objectives achieved)

Integration Management(affects & is affected by all other areas)

ScopeManagement

TimeManagement

CostManagement

QualityManagement

ProcurementManagement

RiskManagement

CommunicationManagement

HRManagement

S T

A K

E H

O L

D E

R S

Project Success

Project Success

STAKEHOLDERS

INTERESTPERCEPTION OF PROBLEM

SUPPORT / OPPOSITION RESOURCES

People involved in or affected by project activities.

Template

This template can be used to analyze the stakeholders of your project.

Image From: Schwalbe (2010)

3 Functional Managers report directly to upper management

Project Managers report directly to upper management

Middle Ground OptionPersonnel often report to 2+ bosses

Structure can be: Weak, Balanced, or Strong

Tools &

Tech

niq

ues

Core Functions (lead to specific project objectives)

Facilitating Functions (means through which objectives achieved)

Integration Management(affects & is affected by all other areas)

ScopeManagement

TimeManagement

CostManagement

QualityManagement

ProcurementManagement

RiskManagement

CommunicationManagement

HRManagement

S T

A K

E H

O L

D E

R S

Project Success

Project Success

Scope Management

Processes required to ensure that the project includes all the work required,

and only the work required, to complete the project successfully.

Time Management

Processes required to manage timely completion of the project.

Cost Management

Processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the

approved budget.

Triple ConstraintTightening any of these impacts the ability

to meet the requirements of the others.

Scope Time

Cost

Quality Management

Process of identifying quality requirements and/or standards for the project and product, and documenting

how the project will demonstrate compliance.

Quadruple ConstraintRemembering your Target Audience

Scope Time

Cost Quality

Tools &

Tech

niq

ues

Core Functions (lead to specific project objectives)

Facilitating Functions (means through which objectives achieved)

Integration Management(affects & is affected by all other areas)

ScopeManagement

TimeManagement

CostManagement

QualityManagement

ProcurementManagement

RiskManagement

CommunicationManagement

HRManagement

S T

A K

E H

O L

D E

R S

Project Success

Project Success

HR Management

Project Manager

• Definition: A person focused on achieving a project’s objective(s)

• Key Traits:– Knowledge & Wisdom

Leadership

10Skills

Networking Skills

Decisive

Listens

Integrity

Trust Builder

Verbal Communicator

Team Builder

Conflict Negotiator

Critical Thinker

Communications Management

Processes required to ensure timely and appropriate generation, collection,

distribution, storage, retrieval, and ultimate disposition of project information.

Risk Management

Processes of conducting risk management planning, identification,

analysis, response planning, and monitoring and control on a project.

Procurement Management

Processes necessary to purchase or acquire products, services, or results

needed from outside the project team.

• Definition: Resources (e.g., computer programs, management techniques, etc.) that assist project managers and their teams in various aspects of project management.

Tools & PM Techniques

Gantt Chart

Network Diagram

Integration Management

Processes and activities needed to identify, define, combine, and coordinate various activities for successful project management.

Tools &

Tech

niq

ues

Core Functions (lead to specific project objectives)

Facilitating Functions (means through which objectives achieved)

Integration Management(affects & is affected by all other areas)

ScopeManagement

TimeManagement

CostManagement

QualityManagement

ProcurementManagement

RiskManagement

CommunicationManagement

HRManagement

S T

A K

E H

O L

D E

R S

Project Success

Project Success

July 21, 1969

Tools &

Tech

niq

ues

Core Functions (lead to specific project objectives)

Facilitating Functions (means through which objectives achieved)

Integration Management(affects & is affected by all other areas)

ScopeManagement

TimeManagement

CostManagement

QualityManagement

ProcurementManagement

RiskManagement

CommunicationManagement

HRManagement

S T

A K

E H

O L

D E

R S

Project Success

Project Success

Scope- Houston to Moon- 300 ft Rocket

Time

- By the end of the decade

Risk- Alloys not invented yet- Handles heat & stresses- Untried mission

Quality- Safe return of crew- National pride for being

1st to land on the moon

- Go to the moon!- And come back!

Objective

Stakeholders

- President Kennedy (Sponsor)- NASA, City of Houston- American People

To be sure, all this costs us all a good deal of money. This year¹s space budget is three times what it was in January 1961, and it is greater than the space budget of the previous eight years

combined. That budget now stands at $5,400 million a year--a staggering sum, though somewhat less than we pay for cigarettes and cigars every year. Space expenditures will soon rise some

more, from 40 cents per person per week to more than 50 cents a week for every man, woman and child in the United Stated, for we have given this program a high national priority.

During the next 5 years the National Aeronautics and Space Administration expects to double the number of scientists and engineers in this area, to increase its outlays for salaries and expenses to $60 million a year; to invest some $200 million in plant and laboratory facilities; and to direct or

contract for new space efforts over $1 billion from this Center in this City.

Scope- Houston to Moon- 300 ft Rocket

Time

- By the end of the decade

Risk- Alloys not invented yet- Handles heat & stresses- Untried mission

Quality- Safe return of crew- National pride for being

1st to land on the moon

- Go to the moon!- And come back!

Objective

Stakeholders

- President Kennedy (Sponsor)- NASA, City of Houston- American People

Triple Constraint

Scope

Time

Cost

Thank You for ListeningContact @ pdigangi@gmail.com | Website @ www.paulmdigangi.com

Image Referenceshttp://farm5.static.flickr.com/4056/4417236912_9787705213_o.jpg

http://www.flickr.com/photos/28634332@N05/5038531149/

http://www.flickr.com/photos/ceekay/2483585002/

http://www.flickr.com/photos/dunechaser/518821732/sizes/l/

http://www.flickr.com/photos/ontilnow/2584842109/

http://www.flickr.com/photos/7973320@N07/2792554600/sizes/o/

http://www.flickr.com/photos/acaben/541420967/sizes/l/

http://www.flickr.com/photos/wscullin/3770015203/sizes/o/

http://www.flickr.com/photos/tonivc/2283676770/sizes/o/

http://www.flickr.com/photos/zizzy/89696604/

http://www.flickr.com/photos/stevoarnold/2789464563/

http://www.flickr.com/photos/31346340@N08/3726241856/

http://www.flickr.com/photos/xtyler/3215653831/#

http://www.flickr.com/photos/cizake/4164756091/

http://www.flickr.com/photos/28634332@N05/4619659804/sizes/o/

http://www.flickr.com/photos/28634332@N05/4012615123/sizes/o/in/photostream/

http://www.flickr.com/photos/revjim/57766125/sizes/o/

http://www.flickr.com/photos/crystaljingsr/3914729343/sizes/z/in/photostream/