1. Project Management 1. What is Project Management

2. Week 1

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

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

5. First
1st
Form into 12 Groups

6. Revision Groups

7. Second
2nd
Your motivation

8. Who wants to be a project manager?

9. Why?

10. Who wants to work with a project manager?

11. When? Where? How?

12. A walk through the course outline
Photo by Tricky at flickr

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

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

15. Assessment Task
Release Date
Due Date
Weighting
Task Type
Tutorial Participation
Weekly
Weeks 1-11
10% A
Team Project Proposal (Stage-1)
Week 2
Week 5, Wednesday 20th August 4pm
Team Project Proposal (Stage-2)
Week 8, Wednesday 10th September 4pm
15%
Team Report
Week 7
Week 11, Wednesday 1st October 4pm
Final Examination
End of semester
50% B

16. This is the notes
View
> Notes Page

17. The Project Management Framework
Week 1
The Project Management Framework

18. 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

19. All projects have a beginning, a middle and an end.
1. What is a Project?
Beginning
Middle
End
Def: A temporary endeavor undertaken to accomplish a unique purpose needs
Major Characteristics of a Project:
Established objectives
Defined life span with a beginning and end
Across-organizational participation
New or unique
Specific time, cost, and performance requirements
All projects have a beginning, a middle and an end.

20. “A temporary endeavor undertaken to accomplish a unique purpose”
Beginning
Middle
End
A definition:
“A temporary endeavor undertaken to accomplish a unique purpose”

21. Typically 189% over budget
1994
31% Critical Failures
53%
Challenged
16%
Success
Not even completed
Typically 189% over budget
OTOBOS
Source: CHAOS Report 1995 by the Standish Group
Access it here:
Since 1995 several subsequent versions have been published. Project performance has improved… incrementally.. Over the subsequent decade.
There is still significant improvement opportunities for the IT projects industry.
What do you think is going wrong at your workplace? What can be done to improve things?
The 1995 Standish (CHAOS) report found the following factors common to successful projects1.
User Involvement 15.9%
2. Executive Management Support 13.9%
3. Clear Statement of Requirements 13.0%
4. Proper Planning 9.6%
5. Realistic Expectations 8.2%
6. Smaller Project Milestones 7.7%
7. Competent Staff 7.2%
8. Ownership 5.3%
9. Clear Vision & Objectives 2.9%
10. Hard-Working, Focused Staff 2.4%
Other 13.9%
Source: CHAOS Report 1995 by the Standish Group
Access it here: 1 2 3 4 5 6 7 8

22. More & more IT projects are starting each year
1998
200K
2001
300K
2002
500K
2007 ??
More & more IT projects are starting each year

23. 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

24. 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

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

26. Projects v Not Projects
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured product
Projects
Writing a term paper
Setting up a sales kiosk for a professional accounting meeting
Developing a supply-chain information system
Writing a new piano piece
Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs
Wire-tag projects for GE and Wal-Mart

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

28. Step 1 Step 2 Step 3 Result activity inputs outputs
Def: A process is a series of actions directed toward a particular result
Project management can be viewed as a number of interlinked processes
Process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
A process is a series of actions directed towards a particular result.

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

31. PMI and the PMBOK
PMP certification
Google PMBOK.pdf

32. Project Management Organisation
Head office
Number of members
PMI
USA
240,000
IPMA
Europe
30,000
APM UK
15,000
AIPM
Australia
7,100
There are alternatives to PMI
Numbers from Craig Brown (Sept 2007)

33. Also known as the IRON TRIANGLE
3. The Triple Constraint
Time
Scope
Cost
Every project is constrained by:
Scope
What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?
Time
How long should it take to complete the project? What is the project’s schedule?
Cost
What should it cost to complete the project? What is the project’s budget?
Also known as the IRON TRIANGLE

34. Project manager’s duty to balance the three often competing goals
May be good enough to hit the target, or range of triple constraint goals
Important to determine which aspects of the triple constraint are most important
“Quadruple constraint” includes quality as well as scope, time, and cost
Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

35. The Quadruple Constraint
Quality
Time
Scope
Cost
Every project is constrained by:
Scope
What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?
Time
How long should it take to complete the project? What is the project’s schedule?
Cost
What should it cost to complete the project? What is the project’s budget?
Warning: Quality has many definitions

36. 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
Def: Project Management is …
“the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMI, 2004, p8).
Challenge of Project Management:
Managing temporary, non-repetitive activities and often acting independent of the organization
Getting right people, right time to address the right issues and make the right decisions
Duties of Project Managers:
Gather resources for the project
Linked to the customer interface
Provides direction, coordination, and integration to the project team
Responsible for performance and success of the project

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

39. Suggested Skills: Communication skills: listening, persuading
Organizational skills: planning, goal-setting, analyzing
Team Building skills: understanding, motivation,
Leadership skills: sets example, energetic, vision, delegates, positive
Coping skills: flexibility, creativity, patience, persistence
Technological skills: experience, knowledge
(Schwalbe, 2006, p17)

40. (Schwalbe, 2006, p22)

41. 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

42. 7. Project Management Framework
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Describe key competencies that project managers must develop:
Core function areas lead to specific project objectives (scope, time, cost, and quality)
Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management)
Knowledge function (project integration management) influences and is influenced by all other areas
The PMBOK’s 9 Knowledge areas

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

44. Why would a team member be a stakeholder?
8. Integrated Approach
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
Why would a team member be a stakeholder?

45. Sponsor & Supporters
Project Team
Suppliers
Customers
Opponents

46. The PMBOK’s 9 Knowledge areas
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Describe key competencies that project managers must develop:
Core function areas lead to specific project objectives (scope, time, cost, and quality)
Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management)
Knowledge function (project integration management) influences and is influenced by all other areas
The PMBOK’s 9 Knowledge areas

47. Time Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Cost Management
Consists of preparing and managing the budget for the project
Processes include:
cost estimating
cost budgeting
cost control
Outputs include:
cost estimates, baseline budget, earned value calculations
Time Management

48. Cost management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Time Management
Estimating work completion time, developing project schedule, and ensuring timely completion of the project
Processes include:
activity definition
activity sequencing
activity resource estimating
activity duration estimating
schedule development
schedule control
Outputs include:
network diagram, Gantt chart, critical path etc…
Cost management

49. Scope Management Integration Management Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Scope Management
Involves defining and managing all the work required to complete the project successfully
Processes include:
scope planning
scope definition
creating the WBS
scope verification
scope control
Outputs include:
project charter, scope statement, WBS etc…
Scope Management

50. Quality Management Integration Management Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Quality Management
Ensures that the project will satisfy the stated or implied needs for which it was undertaken
Processes include:
quality planning
quality assurance
quality control
Outputs include:
quality assurance plan, standards etc…
Quality Management

51. The first four knowledge areas are Core Functions
Remember this?
The first four knowledge areas are Core Functions

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

53. HR Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Human Resource Management
Concerned with making effective use of the people involved with the project
Processes include:
human resource planning
acquiring the project team
developing the project team
managing the project team
Outputs include:
project organization charts, staffing management plan, resource histogram etc…
HR Management

54. Risk Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Risk Management
Identifying, analyzing, and responding to risks related to the project
Processes include:
risk management planning
risk identification
qualitative risk analysis
quantitative risk analysis
risk response planning
risk monitoring and control
Outputs include:
risk management plan, contingency plans etc…
Risk Management

55. Communications Management
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Communications Management
Involves generating, collecting and storing project information
Processes include:
communications planning
information distribution
performance reporting
managing stakeholders
Outputs include:
communications management plan, status reports, performance reports etc…
Communications Management

56. Procurement Management
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Procurement Management
Involves acquiring goods and services for a project from outside the organization
Processes include:
planning purchases and acquisitions
planning contracting
requesting seller responses
selecting sellers
administering the contract
closing the contract
Outputs include:
contract, statement of work etc…
Procurement Management

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

58. Integration Management – pulling it all together
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project Integration Management
Involves coordinating all the other knowledge areas throughout a project’s life cycle.
Processes include:
develop project charter
develop the preliminary project scope statement
develop the project management plan
direct and manage project execution
monitor and control the project work
perform integrated change control
close the project
Outputs include:
project plan, change control system etc…
Integration Management – pulling it all together

59. What if it’s not Integrated?
Scope Management
Time Management
Cost Management
Integration
Management
Quality Management
HR Management
Problems resulting from the use of piecemeal Project Management Systems
Do not tie together the overall strategies of the firm
Fail to prioritize selection of projects by their importance of their contribution to the firm
Not integrated throughout project life cycle
Do not match project planning and controls with organizational culture to make appropriate adjustments in support of project
Procurement Management
Communication Management
Risk Management

60. In Integrated process management systems all the parts are inter-related, a change in one of the parts will influence the whole.
Mission, objectives and strategies are set to meet the needs of the customer.
External environmental factors: political, social, economic and technological
Internal environmental factors: strengths and weaknesses such as management, facilities, financial conditions etc.
Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)

61. Which ones are most important for projects?
Technical skills
People Skills
Budgeting, Scheduling, Documenting
Leading, Motivating, Listening, Empathising
Which ones are most important for projects?

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

63. Title page pic care of dbking & CC @ Flickr
BetterProjects.net
Title page pic care of dbking & Flickr