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ATF 202 – Project Management. UNIT 1. Project Management. Module Leader: Ken Robson Lecturer: David Baglee & Phil Johnson email: [email protected] Industry Centre Wessington Way Telephone: 0191515 2869. Project Management. ATF202 20 credit module Assessment by - PowerPoint PPT Presentation
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ATF 202 – Project Management
UNIT 1
Project Management
Module Leader: Ken Robson Lecturer: David Baglee & Phil Johnson
email: [email protected]
Industry CentreWessington Way
Telephone: 01915152869
Project Management
ATF202
20 credit module Assessment by
Semester 1 – Individual Assignment: 50%Semester 2 - Examination 50%
Module Operation
Driven by study notes and Key text book Study notes available Ken’s home page
www.cet.sunderland.ac.uk/~cs0kro
Key Text : Project Management – Rory Burke 4th ed 2003 or
Project Management – Rory Burke 3rd ed 1999
Project Management
Course
Lectures/tutorials: David Baglee
Labs – Microsoft Project : Phil Johnson
Lesson Objectives
Investigate the characteristics of ‘a project’ Investigate what is involved in managing
projects Assess the importance of managing a
project Evaluate the likely problem areas within
projects Develop the basic skills to use Microsoft
Project
Project Management in context
Where does Project Management fit with Operations Improvement?
The main emphasis of this programme is concerned with operations and this module the management of Capital Projects
What do Operations Manager need to balance ?
Significant•BPR•CapitalProjects•Equipmentre-design
Incremental e.g. Reduce downtime
Changeoversscrap
‘Day to day business’.
Make widgets!Safety, budgets,
planning,people
management
OPERATEAND
MAINTAIN
IMPROVE REGENERATE
Project Management
What do you think a Project is?
Project Management Various definitions for a project
A temporary endeavour undertaken to create a unique product or service.
Planned activity. ‘A project is a set of co-ordinated activities that
contribute to the achievement of a common goal or goals.
British Standards have defined a project as:
“ a unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters.”
Projects vs Functional work
Key characteristics of projects a start and finish a budget planning is required specific objects are to be met or a specified product is to be created the project has a predetermined time span a lifecycle unique and non-repetitive tasks or activities single point of responsibility
Functional work - is normally repetitive, ongoing and predictable
Exercise - Categorise the following
1. Launch a new product. Project/Functional2. Manage a research unit. Project/Functional3. Conduct an appraisal. Project/Functional4. Raise £50,000 in sponsorship. Project/Functional5. Sell Company services. Project/Functional6. Review existing procedures. Project/Functional7. Administer a Theatre Company.Project/Functional8. Supervise the office Project/Functional9. Build a house. Project/Functional10. Write a book. Project/Functional11. Editing a magazine. Project/Functional
Exercise - Categorise the following
1. Launch a new product. Project2. Manage a research unit. Functional3. Conduct an appraisal. Functional4. Raise £50,000 in sponsorship. Project5. Sell Company services. Functional6. Review existing procedures. Project7. Administrate Theatre Company. Functional8. Supervise the office Functional9. Build a house. Project10. Write a book. Project11. Editing a magazine. Functional
Functional = ongoing and repetitive, Projects = have a beginning and end and non
repetitive.
The Project Life Cycle
Generally considered to be four stages within the life cycle.
1. Concept and Initiation – establishes need or opportunity, feasibility of project is investigated.
2. Design & Development – uses guidelines to design product, service etc and develop detailed plans for implementing the project
3. Implementation – implements plan as in baseline plan developed in previous phase.
4. Commissioning and Handover – confirms the project has been implemented and the project is terminated.
The Project Life Cycle
Key points:
Rate of effort and expenditure is higher during the implementation phase.
Normally some knowledge transfer occurs between phases
Potential to influence the project is highest during the concept and design phases.
Each of the four main phases can be managed as a separate project.
Project Management
What is Project Management?
Project Management ‘the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholders needs and expectations’ (PMBOK)
PMBOK –Project Management Bodies of Knowledge
Several PM bodies have proposed knowledge frameworks: PMI – Project Management Institute, APM - Association of Project Managers
Some differences, but general agreement on key elements within P.M.
PMBOK provided by the PMI is a good example
PMBOK
PMBOK
PROJECT INTEGRATION MANAGEMENTA subset of project management that includes the processes required to ensure that the various elements of the project are
properly coordinated. It consists of: Project plan development - integrating and coordinating all project plans to create a consistent, coherent document. Project plan execution - carrying out the project plan by performing the activ ities included therein. Integrated change control - coordinating changes across the entire project.
PROJECT SCOPE MANAGEMENTA subset of project management that includes the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully. It consists of: Initiation - authorizing the project or phase. Scope planning - developing a written scope statement as the basis for future project decisions. Scope definition - subdividing the major project deliverables into smaller, more manageable components. Scope verification - formalizing acceptance of the project scope. Scope change control - controlling changes to project scope.
PROJECT TIME MANAGEMENTA subset of project management that includes the processes required to ensure timely completion of the project. It consists
of: Activity definition - identifying the specific activities that must be performed to produce the various project deliverables. Activity sequencing - identifying and documenting interactivity dependencies. Activity duration estimating - estimating the number of work periods that will be needed to complete individual
activities. Schedule development - analysing activity sequences, activity durations, and resource requirements to create the
project schedule. Schedule control - controlling changes to the project schedule.
PMBOK
PROJECT QUALITY MANAGEMENTA subset of project management that includes the processes required to ensure that the project will satisfy the
needs for which it was undertaken. It consists of: Quality planning - identifying which quality standards are relevant to the project and determining how to
satisfy them. Quality assurance - evaluating overall project performance on a regular basis to provide confidence that the
project will satisfy the relevant quality standards. Quality control - monitoring specific project results to determine if they comply with relevant quality
standards and identifying ways to eliminate causes of unsatisfactory performance.
PROJECT HUMAN RESOURCE MANAGEMENTA subset of project management that includes the processes required to make the most effective use of the
people involved with the project. It consists of: Organizational planning - identifying, documenting, and assigning project roles, responsibilities, and reporting
relationships. Staff acquisition - getting the needed human resources assigned to and working on the project. Team development - developing individual and group skills to enhance project performance.
PROJECT COMMUNICATIONS MANAGEMENTA subset of project management that includes the processes required to ensure timely and appropriate
generation, collection, dissemination, storage, and ulti mate disposition of project information. It consists of: Communications planning - determining the information and communica tions needs of the stakeholders: who
needs what information, when they will need it, and how it will be given to them. Information distribution - making needed information available to project stakeholders in a timely manner. Performance reporting - collecting and disseminating performance information. This includes status reporting,
progress measurement, and forecasting. Administrative closure - generating, gathering, and disseminating information to formalize phase or project
completion.
PMBOKPROJECT RISK MANAGEMENTRisk management is the systematic process of identifying, analysing, and responding to project risk. It includes maximizing the probability and conse
quences of positive events and minimizing the probability and consequences of adverse events to project objectives. It includes: Risk management planning - deciding how to approach and plan the risk management activities for a project. Risk identification - determining which risks might affect the project and doc umenting their characteristics. Qualitative risk analysis - performing a qualitative analysis of risks and con ditions to prioritise their effects on project objectives. Quantitative risk analysis - measuring the probability and consequences of risks and estimating their implications for project objectives. Risk response planning - developing procedures and techniques to enhance opportunities and reduce threats from risk to the project’s objectives. Risk monitoring and control - monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness
throughout the project life cycle.
PROJECT PROCUREMENT MANAGEMENTA subset of project management that includes the processes required to acquire goods and services to attain project scope from outside the performing
organi zation. It consists of: Procurement planning - determining what to procure and when. Solicitation planning - documenting product requirements and identifying potential sources. Solicitation - obtaining quotations, bids, offers, or proposals, as appropriate. Source selection - choosing from among potential sellers. Contract administration - managing the relationship with the seller. Contract closeout - completion and settlement of the contract, including resolution of any open items.
PROJECT COST MANAGEMENTA subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of: Resource planning - determining what resources (people, equipment, mate rials) and what quantities of each should be used to perform project
activities. Cost estimating - developing an approximation (estimate) of the costs of the resources needed to complete project activities. Cost budgeting - allocating the overall cost estimate to individual work activities. Cost control - controlling changes to the project budget.
Project Management
If projects are not managed?
THEY’RE GONNA FAIL!
Project management - Not ‘rocket science’
Its common sense, isn’t it?
Projects not delivered on time
Confirmation by Airbus of the delays came
after Australian airline Qantas revealed last week that delivery of
the first of its 12 A380s had been put back
from October 2006 to April 2007 and still not
complete.
Lead contractor Multiplex has missed three completion
deadlines since taking on the £757 million
project.
Work and pensions IT projects £315m over budget As completion date slips from 2007 to 2011
Channel TunnelOriginal estimated cost:£4.8bnFinal cost: £10bn one year late
Projects not delivered on time
Poor planning
Next week
Project Evaluation