BML322 - Wk 1 Slides 021511
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Transcript of BML322 - Wk 1 Slides 021511
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Welcome to Project Management
BML 322
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Outcomes (Deliverables)
Develop a general understanding of the project management framework
Demonstrate familiarity with the theoretical concepts of project management in relation to overall strategic management
Use techniques for basic interactions within a project team
Assess the challenges of project management and create strategies for project completion
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Introducing…..
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Project Management
What does it meant to you? Project Management Institute (PMI)=Project
management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
What does it mean to the client? Is the main purpose to meet client’s
expectations or to meet the written specifications and requirements?
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Management of a Project
Project = A temporary endeavor undertaken to
create a unique product, service, or result.
Work done once
Managing a project= Managing the life cycle of the project,
from start to finish. Through processes
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Defining Characteristics of a Project
A project manager must: Understand the deliverables of a project Develop a plan for producing the deliverables
in the time available Execute that plan
Projects are also defined within the context of larger projects Projects can contain smaller projects
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Project Vs. Operation
Project = start and end Project = unique product, service, or result Operation = ongoing Operation = same or similar product, service, or result
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FRAMEWORK
Process tools and templates to be used
throughout the life cycle.
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PROJECT LIFE CYCLE
EXECUTINGMonitoring Controlling
CLOSING
PLANNING
INITIATING
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Phase Definitions
Initiating Defines and authorizes the project
Project charter = Purpose, High Level Description, Milestones, Business Case
Preliminary Scope
Planning Refine course of actions and requirements
Set Scope = What does DONE look like? Monitor and Control of project components
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Phase Definitions
Executing Implement
Put plan to work Deliverables Measure Performance = Monitor and Control
Closing Formal Acceptance; Signatures & Smiles Document – Document – Document
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Project Initiation Phase
Define project deliverables through your project charter
Goals + Measure Success = Scope Budget Timelines Team Requirements
Cost Quality
Time
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Project Team
The project has two types of team members: Functional managers focus on
technology Process managers have expertise in:
Estimating Cost tracking Planning Scheduling
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Project Start-Up and Integration
Project leader develops the project infrastructure used to design and execute the project
Project management team: Develops alignment among major stakeholders Refines the scope of work Develops a preliminary schedule and
conceptual budget
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Project Planning Phase
Tasks, List of things that need to happen in order for your goal (s) to be met. Identify Deliverables Break it down using the WBS
Expect the unexpected….. Monitoring and Controlling
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Project Schedule and Time Management
Critical path: The longest path through the project diagram
Float: Amount of time an activity can be delayed from an early start without delaying the completion date
Total float: The difference between the completion of the critical path and the project finish date
Crashing: Shortening the critical path
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Project Costs
Cost estimating begins with a conceptual estimate An initial cost estimate made with partial
knowledge
This is followed by a rough order of magnitude (ROM) estimate A cost estimate based on partial knowledge and
past experience Usually more accurate than the initial
conceptual estimate
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Project Costs
The project team explores reasons for difference between expected costs and actual costs
Project costs may deviate: Based on project performance Due to differences in marketplace prices
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Project Quality Focuses on the end product or service
deliverables that reflect the purpose of the project A project quality plan:
Defines the quality expectations Assures that specifications and expectations
are met Quality improvement tools can be used for:
Identifying and improving the baseline processes
Identifying cost and schedule improvement opportunities
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Project Team
Staffing plan for a project: Reflects the long-term goals of
skilled team members Reflects the short-term commitment
that reflects the nature of the project
Is determined by the different phases of the project
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Communications Projects in today’s global economy involve
team members from widely separated locations
Virtual teams use electronic methods of communicating without face-to-face meetings
Communicating is divided into two categories: Synchronous Asynchronous
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Project Risk
Identify potential project risks Estimate the likelihood of the risks
occurring Estimate the potential impact if the event
does occur Develops a risk mitigation plan
Reflects the risk profile of the project Use of contingency
Funds set aside to address unforeseen events
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Project Procurement
The procurement effort on projects depends on the type of project Less complex projects
Client organization will provide procurement services Complex projects
Dedicated personnel handle procurement Commodities are purchased based on the lowest bid Specialty items are purchased from bids for contracts or
from partners Vendors: Company that designs goods or services to meet
specified needs
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Project Schedule and Time Management
For a more detailed schedule a work breakdown schedule (WBS) is developed A description of tasks arranged in layers of
detail
A project plan lists the activities needed to accomplish the work identified in the WBS
A project logic diagram represents the logical sequence of the activities
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The WBS
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Project Execution Phase
Carry out the work Monitor & Control Quality
Develop test deploy
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Project Scope
According to the Project Management Institute, the scope statement should include the following: Description of the scope Product acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions
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Project Scope
Scope creep: Incremental expansion in the project scope without formal approval
Events do occur that require the scope of the project to change
Changes to the scope can cause costs to increase or decrease
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Project Closure
Final phase Deliver Evaluate – Project & People Documentation
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I’m HUNGRY! I want a snack….
Initiate Plan Execute & Control Close
Is she happy??
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What’s Missing???
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Client Expectations
Two possibilities: One can meet all project specifications and still
not meet client expectations One can fail to meet one or more specifications
and still meet or exceed a client’s expectation
Client expectations: Often increase during the life of a project Encompass an emotional component
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Client Expectations
Project scope: A document that reflects the performance specifications of the project deliverables
Managing client expectations is distinct from scope development and management
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Organizational Priorities
Types of organizations Economic – Local factories Religious - Churches Government – Hospitals
Organizations: Have different views of time Develop operational approaches to
accomplish their purpose over their time horizons
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Strategic Management versus Project Management
Strategy Long-term focus and
process oriented Standardizes
improvement to work processes
Project Goal directed and time
sensitive Application of tools
and techniques to: Define project goals Develop an execution
plan to meet goals
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Mission Statement
The purpose of the organization Primary Stakeholders Responsibility of the organization toward
stakeholders Products of services offered
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Project Selection
Does the project match the organizations mission statement?
Do you understand the purpose of the organization?
Availability of funds? Champion buy-in?
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Alignment
Develop a common understanding among the key stakeholders of the purpose and goals of the project and the means and methods of accomplishing those goals. Purpose Goals Roles Methods Trust
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Quality
Must define your client specifications AND expectations
Tolerance Level Monitor and Control (Planning Documents) Analysis and Audits Documentation methods must include
audits and recording (Lessons)
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Project Management Skills
Credibility Creativity as a problem
solver Tolerance for ambiguity Flexibility in management
style Effectiveness in
communicating communications skills
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Project management skills can be categorized into: Interpersonal skills
Providing direction Communicating Assisting with problem solving Dealing effectively with people without having
authority Technical expertise
Ability to understand important aspects of the project
Ability to communicate in the language of the technicians
Administrative Planning, organizing, and controlling work
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I am new to this…..
“Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be able dishonest with much.”
Luke 16:10