View
221
Download
1
Category
Tags:
Preview:
Citation preview
1
Project Management C13PM
Session 1
Module Objectives
Russell TaylorBusiness Department
Staff WorkroomE-mail: rtayl@borderscollege.ac.uk
Business Department 2
My Background
• Mechanical Development Engineer – 12 Years– Production Lines – VCRs, Chassis, etc.– Railways – Diesel and Electric– Oil Industry– Other off-shore activities
• NHS IT Business Analysis – 4 Years• PRINCE & PRINCE2 Accredited• NHS IT Project Manager – 8 Years• NHS Director – 7 Years• IT & Management Consultant – 4 Years
Business Department
Exercise
• Would You Make A Good Project Manager?
3
Business Department 4
Module Objectives
• To develop an understanding of the concept of projects and project management.
• To provide students with a life-cycle model of project management.
• To increase knowledge and understanding in a range of disciplines that are important to managing projects successfully.
• To increase students’ knowledge and understanding of hard and soft project management tools and methods.
Business Department 5
Module Objective - 2
• To be able to use a range of project management tools and techniques.
• To be able to present an analysis of a project management case study
• To take part in a team-based project management assignment using a project management tools and software packages.
Business Department 6
Reading
• Set Text – Gardner, P. D. (1999) Project Management – Pat McMorran / Jessica Foster £15.00
• Additional Reading– PMI (2004) A Guide to the Project
Management Body of Knowledge (http://www.pmi.org)
– http://cse.sjtu.edu.cn/~bjshen/resource/pmbok2000.pdf
– Maylor, H (2003) Project Management 3rd Ed.
Business Department 7
Syllabus – Flexible!
• Every Thursday – 9 until 12– Please be on time!
In Module Handbook
Business Department 8
Tutorials
• No Tutorial time – Read Case-studies in set text– Exam question
• 1 Hour Computer Session Per Week– Familiarisation and use of MS Project
2007
Business Department 9
Assignment
• Online Case Study• Client Briefing
– Today
• Group Project – Choose team members carefully– 4/5 members in each team– Team contribution
• Team approval form – Returned in two weeks
• No marks for non-participants
Business Department 10
Assessment
• Examinations (70%) – 2 hour - December– 34% Quantitative– 33% Qualitative – 33% Case-study
• Team Assignment (30%)– Team Presentation (10%)– Team Assignment (20%)
Business Department 11
Session 1
• Projects & Project Management– Chapter 1
• Project definition & characteristics • Project-lifecycle• Project Stakeholders• Project Management skills
Business Department 12
Project Definition
• “a temporary endeavour undertaken to create a unique product or service” (PMI 2000)
• Any non-repetitive activity
• Any activity with a defined start and a finish date
• Any series of activities or tasks
– to achieve a single definable purpose
– within a certain specification
• “a unique set of coordinated with a definite starting and finishing points, undertaken by an individual or organisation to meet specific performance objectives within a defined schedule, cost and performance parameters” (BS6079 2000)
Business Department 13
Projects in manufacturing
High
Variety
Low
Low Volume HighProject
Jobbing
Mass
Continuous
Batch
Business Department 14
Projects ‘v’ Operations
Projects • Unique
– Product or service differs in some distinguishing way
• Temporary – Definite beginning and
definite end
Operations• Repetitive
– Multiple similar products or service
• Ongoing– Continuous
production or service
Business Department 15
Projects ‘v’ Operations
Both are:• Performed by people• Both take inputs, do something to them,
and produce outputs• Constrained by limited resources• Planned in advance• Managed using general management skills
Business Department 16
History
Business Department 17
History
• 1942 Manhattan project• 1950’s Numerical PM tools developed
Business Department 18
History
• 1960-70’sConstruction & Engineering• 1980’s Mainstream management
– Project Management Institution (PMI.com)– Standards – Body of Knowledge
• 1990’s Strategic approach– Management by projects
• 2000 – ‘Projectified’ Society
Business Department 19
Projects
Business Department 20
Project Life-cycle
Business Department 21
Project Phases
Initiation & Definition
Closure
Development Planning
Execution & Control
Business Department 22
The Project life-cycle
• Projects are made up of phases• All phases should have actions and
deliverables
• Action:– the thing to be done, task to be undertaken
• Deliverable:– tangible, verifiable piece of work
Business Department 23
Projects life-cycle
Initiation & Definition
•Conduct feasibility study •Define Project Scope
DevelopmentPlanning
•Generate Activities & Interdependencies•Determine Responsibilities•Define resources•Develop Schedules & Budgets•Identify Risks
Execution & Control •Track & Manage Project
Closure •Perform Post-Project Reviewfeedback
Business Department 24
Project Fast-tracking
Initiation & Definition
Closure
Development Planning Execution
& Control
Time saved
Time
Initiation & Definition
Closure
Development Planning
Execution & Control
Business Department 25
The Project Life Cycle
Initiation & Definition
ClosureDevelopmentPlanning
Execution & Control
Required resources
Time
Cumulative Consumption of Resources
Possibility of Influencing Project Outcomes
Business Department 26
Stakeholders
• Projects stakeholders– Individuals and organisations who are actively
involved with the project or whose interests may be positively or negatively affected as a result of the project
• Key Stakeholders– Project Manager– Customer (users of end product/service)– Performing Organisation– Sponsor (client)– Project board
Business Department 27
Project Stakeholders
Internal Stakeholders
External Stakeholders
Project Team
Project Manager
Business Department 28
Managing Stakeholders’ Expectations
Business Department 29
Managing stakeholder expectations
• Generate agreement and harmony between different stakeholders
• Create a chain of events by starting at the end of the project
• How will stakeholders measure a project’s success at the end?
• Foolish to start a project until the sponsor has defined success in measurable terms
Business Department 30
Managing stakeholder expectations
• Get sponsors to commit to exactly what they want– provide the best possible customer service
– Return calls promptly
– Be professional at all times
– Develop trust
– Watch your back
Business Department 31
Key Project Management Activities
• Planning
• Organising
• Controlling
• Leading
Business Department 32
Asks the questions: What do you want to
achieve? When should it be
done by? How should we do it? What will be the cost?
Requires input from: The people who pay
(project sponsors) The people who
benefit (end users) The technical
experts (knowledge workers)
Project Management Activities - Planning
Business Department 33
Organising
• Activities – Scheduled– Managed
• Processes, Quality control, Resources, Skills
• People– Roles, Responsibilities, Reporting
structure Communication• Feedback, Integration
Business Department 34
Controlling
• Controlling each phase of the project• Authorising each phase of the project
– Satisfactory completion
• Monitoring each phase of the project– Satisfactory performance
• Be prepared to recommend critical decisions– Continue with the project– Delay the project – Stop the project
Business Department 35
Leading
• Leadership of team– Directional
– Emotional
• Leadership of project– Critical decisions
– Level authority
• Political leadership– Need many hats
Business Department 36
Most Projects Fail!
• 1996 survey by Sheffield University- 86% of all projects fail in terms of time, budget & quality– Channel Tunnel- 3 years late and £5 million over
budget– Sydney Opera House- $A94million over budget– Scottish Parliament!
• Why?- Insufficient project planning- Poor Project Management
Business Department 37
Russell says
You do not need to know all the answers……..but you must have enough information to answer all the questions
Business Department 38
Take a break
Recommended