Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall o P.I.I.M.T o American University of Leadership Ahmed Hanane, MBA, Eng, CMA, Partner

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall o Introductions 1. Full Name 2. What do you want to do? A project in mind? 3. The most exciting thing you have done in your life? 1. Course Outline 2. Chapter One

01-03 Why Project Management?

After completing this chapter, students will be able to: 1. Understand why project management is becoming such a powerful and popular practice in business. 2. Recognize the basic properties of projects, including their definition. 3. Understand why effective project management is such a challenge. 4. Differentiate between project management practices and more traditional, process-oriented business functions. 5. Recognize the key motivators that are pushing companies to adopt project management practices

After completing this chapter, students will be able to: 1. Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project. 2. Understand the concept of project “success,” including various definitions of success, as well as the alternative models of success. 3. Understand the purpose of project management maturity models and the process of benchmarking in organizations. 4. Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques

o Examples of projects o Highway Rabat - Casablanca o Tramway in Casablanca o Olympic games in London o Launch of iPad “Projects, rather than repetitive tasks, are now the basis for most value-added in business” -Tom Peters 01-06

o A project is a temporary endeavor undertaken to produce a unique value- adding product or service o Temporary – Definitive beginning and end o Unique – New undertaking, unfamiliar ground Temporary Unique Characteristics of Projects

Project Take place outside the normal, process- oriented world Unique and separate from routine, process- driven work Continually evolving Process Ongoing, day-to-day activities to produce goods and services Use existing systems, properties, and capabilities Typically repetitive A project is a temporary endeavor undertaken to create a unique product or service. PMBoK

Did it have a start date? Did it have an end date? Was it new?

A project can be considered any series of activities and tasks that have: Specific objectives to be completed within certain specifications, Defined start and end dates, Funding limits, Human and nonhuman resources, and Multifunctional focus

o Complex, one-time processes o Limited by budget, schedule, and resources o Developed to resolve a clear goal or set of goals o Customer-focused

o Ad-hoc endeavors with a clear life cycle o Building blocks in the design and execution of organizational strategies o Responsible for the newest and most improved products, services, and organizational processes o Provide a philosophy and strategy for the management of change

o Entail crossing functional and organization boundaries o Traditional management functions of planning, organizing, motivating, directing, and controlling apply o Principal outcomes are the satisfaction of customer requirements within technical, cost, and schedule objectives o Terminated upon successful completion of performance objectives 01-13

o Software & hardware projects fail at a 65% rate, o Over half of all IT projects become runaways, o Only 30% of technology-based projects and programs are a success. o Only 2.5% of global businesses achieve 100% project success and over 50% of global business projects fail, o Average success of business-critical application development projects is 32%, and o Approximately 42% of the 1,200 Iraq reconstruction projects were eventually terminated due to mismanagement or shoddy construction 01-15

1. Shortened product life cycles 2. Narrow product launch windows 3. Increasingly complex and technical products 4. Emergence of global markets 5. Economic period marked by low inflation 01-16

Man Hours Conceptualizatio n PlanningExecutionTermination Fig 1.3 Project Life Cycle Stages 01-17

o Conceptualization - the development of the initial goal and technical specifications. o Planning – all detailed specifications, schedules, schematics, and plans are developed o Execution – the actual “work” of the project is performed o Termination – project is transferred to the customer, resources reassigned, project is closed out

FIGURE 1.4 Project Life Cycles and Their Effects 01-19

Figure

FIGURE

o System quality o Information quality o User acceptance o User satisfaction o Individual impact o Organizational impact 01-22

01-23 Table 1.2

Scope Creep Poor Requirements Gathering Unrealistic planning and scheduling Lack of resources

o Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project. o The purpose of project management is prediction and prevention, NOT recognition and reaction

Quality Scope Time Cost

o Increased Scope = increased time + increased cost o Tight Time = increased costs + reduced scope o Tight Budget = increased time + reduced scope.

o Scope Management o Issue Management o Cost Management o Quality Management o Communications Management o Risk Management o Change Control Management

o Primarily it is the definition and control of what IS and IS NOT included in the project.

o Issues are restraints to accomplishing the deliverables of the project. o Typically identified throughout the project and logged and tracked through resolution. Rope not thick Issue… already impacting the cost, time or quality

o This process is required to ensure the project is completed within the approved budget and includes: Resources people equipment materials Quantities Budget

o Quality Management is the process that insure the project will meet the needs “conformance to requirements” - Crosby “fitness for use” - Juran “the totality of characteristics of an entity that bear on its ability to satisfy stated and implied need’ - ISO 8402:1994

o This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information

o Risk identification and mitigation strategy o Risk update and tracking Tree – location, accessibility, ownership Weather Risk… POTENTIAL negative impact to project

o Define how changes to the project scope will be executed Scope Change Schedule changes Technical Specification Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes

01-37

Figure

Project Management Maturity (PMM) Models 1. Center for Business Practices 2. Kerzner’s Project Management Maturity Model 3. ESI International’s Project Framework 4. SEI’s Capability Maturity Model Integration 01-39

o Level 1: Initial Phase o Level 2: Structure, Process, and Standards o Level 3: Institutionalized Project Management o Level 4: Managed o Level 5: Optimizing 01-40

o Level 1: Common Language o Level 2: Common Processes o Level 3: Singular Methodology o Level 4: Benchmarking o Level 5: Continuous Improvement 01-41

o Level 1: Ad Hoc o Level 2: Consistent o Level 3: Standardized o Level 4: Quantitative o Level 5: Optimizing 01-42

o Level 1: Initial o Level 2: Managed o Level 3: Defined o Level 4: Quantitative Management o Level 5: Optimizing 01-43

01-44 FIGURE 1.10

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 1.11 Organization of Text 01-45

FIGURE

1. Selecting a team 2. Developing project objectives and a plan for execution 3. Establishing a project charter 4. Performing risk management activities 5. Cost estimating and budgeting 6. Scheduling 7. Managing resources 01-47

Understand why project management is becoming such a powerful and popular practice in business today. Recognize the basic properties of projects, including their definition. Understand why effective project management is such a challenge. Recognize the key motivators that are pushing companies to adopt project management practices

Understand and explain the project life cycles, its stages, and the activities that typically occur at each stage in the project. Understand the concept of project “success,” including various definitions of success, such as the “triple constraint,” as well as alternative models of success. Understand the purpose of project management maturity models and the process of benchmarking in organizations. Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques