1. Introduction to Project Management

2. Projects A unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including constraints of time, cost and resources. (1) unique (2) specific objectives (the project product) (3) constraints (especially: limited time frame)

3. Notes 1.Projects may form parts of a larger project 2.Project objectives and scope are updated and defined progressively as the project proceeds. 3.Project product: it is defined in the project scope. One or more units, tangible or intangible. 4.The project’s organisation is normally temporary. 5.Complexity and interactions among project activities.

4. Processes in an organization Usual business processes Projects Changes & Uncertainty Routines & repetitive tasks

5. Any set of activities or tasks can be considered as a project, if it: Has a specific and only one objective (a clear goal) to be completed within certain specifications Has defined start and end dates Has funding limit Consumes human and nonhuman resources Is multifunctional

6. General project characteristics Ad hoc endeavors with a fairly well understood life cycle Building block of the organizational strategy Projects are responsible for whatever is the newest in an organization A philosophy and strategy of change- management Crossfunctional, multidisciplinary and enhances interorganisational connections Projects are defined by their limitations Training ground for generalists

7. Project management Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. Project-like management: managing non- project processes as projects

9. Components changing over the life cycle Custumer (client) interest Project stake: investment Resources Creativity: required innovation Uncertainty

10. Costs of changes in the life cycle Planning, preparation Definintion Implementation, execution Closing the project Time Costs Influence of the stakeholders Cost of changing

11. The project triangle…

12. … and the New Quadruple Constraint

13. Dimensions of success Effectivity: meeting budget and schedule expectations Impact on the customer: meeting cutomer needs Business success Future potential

14. Project management maturity A tool to benchmark one organization to the best practices of an industry. To help organizations to systematically manage the process improvements of project delivery over a period of time.

15. Basic assumptions behind maturity models Project management development is an evolutionary process: every firm goes through nearly the same, step-by-step development process in their use of PM techniques. Development stages can be identified, measured and compared to an industrial standard. Different organizations are on different levels of sophistication in their best practices for managing projects.

16. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Project Management Maturity Generic Model Low Maturity Ad hoc process, no common language, little support Moderate Maturity Defined practices, training programs, organizational support High Maturity Institutionalized, seeks continuous improvement

17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Spider Web Diagram

18. Thanks for listening!