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Project Management
1. What is Project Management
Week 1
Turn your phones off
Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/
Welcome2 parts
Intro – who am I, what we’ll be doing this semester, assessments
About projects – The Project Management Framework
First
Form into 12 Groups
1st
Revision Groups
Second
Your motivation
2nd
Who wants to be a project manager?
Why?
Who wants to work with a project manager?
When? Where? How?
Photo by Tricky at flickrhttp://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
A walk through the course outline
The textbook
Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3
Weeks1 – 3
Project Management FrameworkProject Selection and Portfolio Management Project Management Plans
Weeks4 – 6
Managing Project ChangeProject MarketingProject Leadership
Weeks7 – 9
Managing Project TeamsProject Conflict ManagementPerformance Management
Weeks10 – 12
Global IT Project ManagementCurrent Issues in Project Management
Week 13 Revision
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
10% A
Team Project Proposal (Stage-2)
Week 2
Week 8, Wednesday 10th September 4pm
15% A
Team Report Week 7Week 11, Wednesday 1st October 4pm
15% A
Final Examination
End of semester
50% B
View> Notes Page
Week 1
The Project Management Framework
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
1. What is a Project?
All projects have a beginning, a middle and an end.
Beginning Middle End
Beginning Middle EndA definition:
“A temporary endeavor undertaken to accomplish a unique purpose”
Source: CHAOS Report 1995 by the Standish GroupAccess it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf
Not even complete
d
Typically 189% over
budget
OTOBOS
53%Challenged
16%Success
31% Critical Failures
1994
1 2 3 4 5 6 7 8
More & more IT projects are starting each year
500K
300K
200K1998
2001
2002
??2007
Projects have a common set of characteristics which can also be defined by what they are not
A target outcome
A defined life span
Cross organisatio
nal participatio
n
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
A target outcome
A defined life span
Cross organisation
al participation
New or unique
Time, Cost and
performance requirements
ExplorationsGo on
indefinitely
One team or one person
working alone
Creating the same thing
multiple times
No constraints
on time, cost or
performance
What a project isn’t
Projects v Not Projects
Process Groups
All projects typically go through these five processes
PlanMonitor & Control
ImplementClose
Initiate
A process is a series of actions directed towards a particular result.
Step 1 Step 2 Step 3 Result
activityinputs outputs
Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
PMI and the PMBOK
www.pmi.orgPMP certification
Google PMBOK.pdf
There are alternatives to PMI
Numbers from Craig Brown (Sept 2007)
Project Management Organisation
Head officeNumber of members
PMI USA 240,000
IPMA Europe 30,000
APM UK 15,000
AIPM Australia 7,100
3. The Triple Constraint
Also known as the IRON TRIANGLE
TimeTime
ScopeScope CostCost
Figure 1.1 Figure 1.1 Triple Constraint of Project ManagementTriple Constraint of Project Management(Schwalbe, 2006, p8)(Schwalbe, 2006, p8)
QualityQuality
The Quadruple Constraint
Warning: Quality has many definitionsWarning: Quality has many definitionsWarning: Quality has many definitionsWarning: Quality has many definitions
TimeTime
ScopeScope CostCost
4. What is Project Management?
Advantages of Project ManagementBetter control of financial, physical, and human resourcesImproved customer relationsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityBetter internal coordination
Performing Organisation
Project Manager
Client - Sponsor
Project Teamstakeholders
stakeholders
stakeholders
stakeholders
5. The Project Manager
Week 6 – Leading TeamsWeek 7 – Managing Teams
(Schwalbe, 2006, p17)
(Schwalbe, 2006, p22)
6. Importance of Project Management
Increased use of Project ManagementCompressed product life cycle
Global competitionKnowledge explosionCorporate downsizing
Increased customer focusDevelopment of Third World and closed
economies
7. Project Management Framework
The PMBOK’s 9 Knowledge areas
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Figure 1.2 Figure 1.2 Project Management FrameworkProject Management Framework(Schwalbe, 2006, p9)(Schwalbe, 2006, p9)
8. Integrated Approach
Why would a team member be a stakeholder?
Stakeholders are people involved in or affected by project activitiesStakeholders include:• Project sponsor• Project manager• Project team• Support staff• Customers• Suppliers• Opponents to the project
Project TeamSuppliers Customers
Opponents
Sponsor & Supporters
The PMBOK’s 9 Knowledge areas
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Time Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Cost management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Scope Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Quality Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Remember this?
The first four knowledge areas are Core Functions
The next four knowledge areas are Facilitating Processes
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
HR Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Risk Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Communications Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Procurement Management
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
What knowledge area do contract labourers fall into?
Contract staff
Contract staff
??HR
Management
HR Managemen
t
Procurement
Management
Procurement
Management
Integration Management – pulling it all together
IntegrationManagement
IntegrationManagement
Time Management
Time Management
Cost Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management
HR Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
What if it’s not Integrated?
IntegrationManageme
nt
IntegrationManageme
nt
Time Management
Time Management Cost
Management
Cost Management
Scope Management
Scope Management
Quality Management
Quality Management HR
Management
HR Management
Risk Management
Risk Management
Communication
Management
Communication
Management
Procurement Management
Procurement Management
Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)
Which ones are most important for projects?
Technical skills People Skills
Budgeting, Scheduling, Documenting
Leading, Motivating, Listening, Empathising
Figure 1.3 Technical and Sociocultural Dimensions of Project Management(Gray & Larson, 2006, p13)
BetterProjects.net
Title page pic care of dbking & CC @ Flickrhttp://flickr.com/photos/bootbearwdc/20109566/
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