Project Management 1. What is Project Management

Week 1

Turn your phones off Picture by Mike Licht, NotionsCapital.com

Welcome 2 parts Intro – who am I, what we’ll be doing this semester, assessments About projects – The Project Management Framework

First Form into 12 Groups 1st

Revision Groups

Second Your motivation 2nd

Who wants to be a project manager?

Why?

Who wants to work with a project manager?

When? Where? How?

Photo by Tricky at flickr A walk through the course outline

The textbook Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill G791p3

Weeks 1 – 3 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 4 – 6 Managing Project Change Project Marketing Project Leadership Weeks 7 – 9 Managing Project Teams Project Conflict Management Performance Management Weeks 10 – 12 Global IT Project Management Current Issues in Project Management Week 13Revision

Assessment TaskRelease Date Due DateWeightingTask Type Tutorial Participation WeeklyWeeks %A Team Project Proposal (Stage-1) Week 2 Week 5, Wednesday 20 th August 4pm 10%A Team Project Proposal (Stage-2) Week 2 Week 8, Wednesday 10 th September 4pm 15%A Team ReportWeek 7 Week 11, Wednesday 1 st October 4pm 15%A Final ExaminationEnd of semester50%B

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Week 1 The Project Management Framework

8 things you want to know –What is a Project? –Process Groups –The Triple Constraint –What is Project Management? –The Project Manager –Importance of Project Management –Project Management Framework –Integrated Approach

1. What is a Project? All projects have a beginning, a middle and an end. BeginningMiddleEnd

BeginningMiddleEnd A definition: “A temporary endeavor undertaken to accomplish a unique purpose”

Source: CHAOS Report 1995 by the Standish Group Access it here: Not even completed Typically 189% over budget OTOBOS 53% Challenge d 16% Success 31% Critical Failures

More & more IT projects are starting each year 500K 300K 200K ?? 2007

Projects have a common set of characteristics which can also be defined by what they are not A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

Projects have a common set of characteristics which can also be defined by what they are not A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t

Projects v Not Projects

Process Groups All projects typically go through these five processes Plan Monitor & Control Implement Close Initiate

A process is a series of actions directed towards a particular result. Step 1Step 2Step 3Result activity inputsoutputs

Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

PMI and the PMBOK PMP certification Google PMBOK.pdf

There are alternatives to PMI Numbers from Craig Brown (Sept 2007) Project Management Organisation Head office Number of members PMIUSA240,000 IPMAEurope30,000 APMUK15,000 AIPMAustralia7,100

3. The Triple Constraint Also known as the IRON TRIANGLE Time Scope Cost

Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

Quality The Quadruple Constraint Warning: Quality has many definitions Time Scope Cost

4. What is Project Management? Advantages of Project Management Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination

5. The Project Manager Week 6 – Leading Teams Week 7 – Managing Teams

(Schwalbe, 2006, p17)

(Schwalbe, 2006, p22)

6. Importance of Project Management Increased use of Project Management Compressed product life cycle Global competition Knowledge explosion Corporate downsizing Increased customer focus Development of Third World and closed economies

7. Project Management Framework The PMBOK’s 9 Knowledge areas Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)

8. Integrated Approach Why would a team member be a stakeholder? Stakeholders are people involved in or affected by project activities Stakeholders include: Project sponsor Project manager Project team Support staff Customers Suppliers Opponents to the project

Project Team SuppliersCustomers Opponents Sponsor & Supporters

The PMBOK’s 9 Knowledge areas Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Time Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Cost management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Scope Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Quality Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Remember this? The first four knowledge areas are Core Functions

The next four knowledge areas are Facilitating Processes Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

HR Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Risk Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Communications Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

What knowledge area do contract labourers fall into? Contract staff ? ? HR Management Procurement Management

Integration Management – pulling it all together Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

What if it’s not Integrated? Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)

Which ones are most important for projects? Technical skillsPeople Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)

BetterProjects.net Title page pic care of dbking & Flickr