Project Management Gaafar 2007 / 1 Mastering Project Management Introduction Dr. Lotfi Gaafar The...

Gaafar 2007 / 1Project Management

Mastering Project Management

Introduction

Dr. Lotfi GaafarThe American University in Cairo


What Is a Project?

A project is a combination of human and nonhuman resources pulled together in a temporary organization to achieve a specified purpose.*

* Cleland, D.I. and Kerzner, H. 1985. A project management dictionary of terms. New York: VanNostrand Reinhold.


Project ExampleBus Shelter Construction

Activity Duration Resources Predecessor(s)

1 Shelter Plate 2 2 52 Shelter Walls 1 1 13 Shelter Roof 2 2 2,44 Roof Beam 3 2 25 Excavation 2 3 --6 Curb and Gutter 2 3 57 Shelter Seat 1 2 4,68 Paint 1 1 3, 79 Signwork 1 2 8


Attributes of projects

Definable purpose with established goals

Temporary, One-time activity

Multiple resources across organizational lines

Should have a primary sponsor and/or customer

Involve uncertainty

Cost, schedule, and performance requirements


What is Project Management*?

(PMI*, Project Management Body of Knowledge (PMBOK Guide), 2000, p. 6)


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


Project Players

Owner Contractor Designer/Consultant

Example Barrage Project


Relationships


PROJECT OBJECTIVE

The project objective answers the question, "What is this completed project going to do?"

Project objectives should be "SMART":

Specific

Measurable

Agreed upon

Realistic

Time‑limited


PROJECT DELIVERABLES

A project deliverable is a specific, tangible item that contributes to the project objective.

Be very sure of your project's objectives and all the deliverables expected by the client. To do this, ask lots of questions and then listen.


Projects have a terrible track record– A 1995 Standish Group study found that only 16.2% of IT

projects were successful. Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone

– Another survey of technology projects in the United States by the Project Management Institute reveals some startling percentages. Close to half of the projects started were never finished, 30% were completed but took at least twice as long as expected, some took 5 times as long. Only 10% of the projects were finished on time.

Why Project Management?


Project Constraints

Pinto and Kharbanda 1995

ClientAcceptance

Schedule Performance

Budget

Success


Project Constraints

The main project constraints are:– Scope (Client Acceptance)– Time (Schedule)– Cost (Budget)– Resources (Performance)

Project management seeks to balance competing goals within these four constraints


THE PROJECT CHARTER

• Who's responsible for what

•Lines of demarcation between the project team and any functional departments or teams

•What resources are available

•What constraints the resources may have

•How progress is to be reported

•What reports will be produced, when and by whom

•Decision points for the client


Project Title: Information Technology (IT) Upgrade Project

Project Start Date: March 4, 2006

Projected Finish Date: December 4, 2006

Project Manager:

Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs.

Approach:

Update the IT inventory database to determine upgrade needs

Develop detailed cost estimate for project and report to CIO

Issue a request for quotes to obtain hardware and software

Use internal staff as much as possible to do the planning, analysis, and installation

Sample Project Charter


Name Role Responsibility Walter Schmidt, CEO Project Sponsor Monitor project Mike Zwack CIO Monitor project, provide

staff Kim Nguyen Project Manager Plan and execute project Jeff Johnson Director of IT Operations Mentor Kim Nancy Reynolds VP, Human Resources Provide staff, issue memo

to all employees about project

Steve McCann Director of Purchasing Assist in purchasing hardware and software

Sign-off: (Signatures of all above stakeholders)

Comments: (Handwritten comments from above stakeholders, if applicable). This project must be done within ten months at the absolute latest. We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done after hours to avoid work disruptions, and overtime will be provided.

Sample Project Charter (Continued)


Do you need a project charter?

Not all projects have a formal written charter. Sometimes these basic parameters and expectations are included in a contract; sometimes they are indicated in the writ ten project plan in task descriptions or as an introduction to the plan. The format or the location of this information is not as important as the fact that it is written down and mutually agreed upon by you as project manager and the client.


Project Management Framework*

*Schwalbe, Kathy, Information Technology Project Management, Course Technology, 2000, p. 8


Project Management Knowledge Areas

Knowledge areas describe the key competencies that project managers must develop– 4 core knowledge areas lead to specific project objectives

(scope, time, cost, and quality)– 4 facilitating knowledge areas are the means through which the

project objectives are achieved (human resources, communication, risk, and procurement management)

– 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas


Project Management Tools and Techniques

Project management tools and techniques assist project managers and their teams in various aspects of project management

Some specific tools and techniques include– Project Charter and WBS – Gantt charts, PERT charts, critical path analysis– Cost estimates and Earned Value Analysis


Define scope of project Identify stakeholders, decision-

makers, and escalation procedures

Develop detailed task list (work breakdown structures)

Estimate time requirements Develop initial project

management flow chart Identify required resources and

budget

Evaluate project requirements Identify and evaluate risks

Prepare contingency plan Identify interdependencies Identify and track critical

milestones Participate in project phase

review Secure needed resources Manage the change control

process Report project status

Fifteen Project Management Job Functions*

Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information Technology,"Belleview, WA, 1999


Suggested Skills for a Project Manager

Communication skills: listening, persuading Organizational skills: planning, goal-setting, analyzing Team Building skills: empathy, motivation, esprit de

corps Leadership skills: sets example, energetic, vision (big

picture), delegates, positive Coping skills: flexibility, creativity, patience,

persistence Technological skills: experience, project knowledge


Code of Ethics for the Project Management Profession

PREAMBLE: Project Management Professionals, in the pursuit of their profession, affect the quality of life for all people in our society. Therefore, it is vital that Project Management Professionals conduct their work in an ethical manner to earn and maintain the confidence of team members, colleagues, employees, clients, and the public.



ARTICLE I: Project Management Professionals shall maintain high standards of personal and professional conduct and:

a. Accept responsibility for their actions.b. Undertake projects and accept responsibility only if qualified by

training or experience, or after full disclosure to their employers or clients of pertinent qualifications.

c. Maintain their professional skills at the state-of-the-art and recognize the importance of continued personal development and education.

d. Advance the integrity and prestige of the professional by practicing in a dignified manner.

e. Support this code and encourage colleagues and co-workers to act in accordance with this code.

f. Support the professional society by actively participating and encouraging colleagues and coworkers to participate.

g. Obey the laws of the country in which work is being performed.



ARTICLE II: Project Management Professionals shall, in their work:

a. Provide the necessary project leadership to promote maximum productivity while striving to minimize costs.

b. Apply state-of-the-art project management tools and techniques to ensure quality, cost, and time objectives as set forth in the plan are met.

c. Treat fairly all project team members, colleagues, and coworkers, regardless of race, religion, sex, age, or national origin.

d. Protect project team members from physical and mental harm.e. Provide suitable working conditions and opportunities for

project team members.f. Seek, accept, and offer honest criticism of work, and properly

credit the contribution of others.g. Assist project team members, colleagues, and co-workers in

their professional development.



ARTICLE III: Project Management Professionals shall, in their relations with employers and clients:

a. Act as faithful agents or trustees for their employers or clients in professional or business matters.

b. Keep information on the business affairs or technical processes of an employer or client in confidence while employed, and later, until such information is properly released.

c. Inform their employers, clients, professional societies, or public agencies of which they are members or to which they may make any presentations, of any circumstance that could lead to a conflict of interest.

d. Neither give nor accept, directly or indirectly, any gift, payment, or service of more than nominal value to or from those having business relationships with their employers or clients.

e. Be honest and realistic in reporting project quality, cost, and time.



ARTICLE IV: Project management Professionals shall, in fulfilling their responsibilities to the community:

a. Protect the safety, health, and welfare of the public, and speak out against abuses in these areas affecting the public interest.

b. Seek to extend public knowledge and appreciation of the project management profession and its achievements..

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