Project Management Gaafar 2007 / 1 Mastering Project Management Introduction Dr. Lotfi Gaafar The American University in Cairo
Project Management Gaafar 2007 / 2 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 A project management dictionary of terms. New York: VanNostrand Reinhold.
Project Management Gaafar 2007 / 3 Project Example Bus Shelter Construction
Project Management Gaafar 2007 / 4 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
Project Management Gaafar 2007 / 5 What is Project Management * ? (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2000, p. 6)
Project Management Gaafar 2007 / 6 Project Stakeholders n Stakeholders are the people involved in or affected by project activities n Stakeholders include –the project sponsor and project team –support staff –customers –users –suppliers –opponents to the project
Project Management Gaafar 2007 / 7 Project Players n Owner n Contractor n Designer/Consultant Example Barrage Project
Project Management Gaafar 2007 / 8 Relationships
Project Management Gaafar 2007 / 9 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 Management Gaafar 2007 / 10 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.
Project Management Gaafar 2007 / 11 n 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 Management Gaafar 2007 / 12 Project Constraints Pinto and Kharbanda 1995 Client Acceptance SchedulePerformance Budget Success
Project Management Gaafar 2007 / 13 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
Project Management Gaafar 2007 / 14 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 Management Gaafar 2007 / 15 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
Project Management Gaafar 2007 / 16 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)
Project Management Gaafar 2007 / 17 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 written 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 Gaafar 2007 / 18 Project Management Framework* *Schwalbe, Kathy, Information Technology Project Management, Course Technology, 2000, p. 8
Project Management Gaafar 2007 / 19 Project Management Knowledge Areas n 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 Gaafar 2007 / 20 Project Management Tools and Techniques n Project management tools and techniques assist project managers and their teams in various aspects of project management n Some specific tools and techniques include –Project Charter and WBS –Gantt charts, PERT charts, critical path analysis –Cost estimates and Earned Value Analysis
Project Management Gaafar 2007 / 21 n Define scope of project n Identify stakeholders, decision- makers, and escalation procedures n Develop detailed task list (work breakdown structures) n Estimate time requirements n Develop initial project management flow chart n Identify required resources and budget n Evaluate project requirements n Identify and evaluate risks Prepare contingency plan n Identify interdependencies n Identify and track critical milestones n Participate in project phase review n Secure needed resources n Manage the change control process n 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
Project Management Gaafar 2007 / 22 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
Project Management Gaafar 2007 / 23 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.
Project Management Gaafar 2007 / 24 Code of Ethics for the Project Management Profession 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.
Project Management Gaafar 2007 / 25 Code of Ethics for the Project Management Profession 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.
Project Management Gaafar 2007 / 26 Code of Ethics for the Project Management Profession 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.
Project Management Gaafar 2007 / 27 Code of Ethics for the Project Management Profession 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..