Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 11

An Introduction to Project An Introduction to Project ManagementManagement

Introduction to Project ManagemeIntroduction to Project Managementnt

22Dr. B. A. O'SullivanDr. B. A. O'Sullivan

Introduction to Project Introduction to Project ManagementManagement

Team:Team:Dr. Brendan O’Sullivan (Theory)Dr. Brendan O’Sullivan (Theory)

Mr. Colm Murray (Applications - Mr. Colm Murray (Applications - DT021)DT021)

Ms. Lejla Rovcanin (Applications -Ms. Lejla Rovcanin (Applications -DT081)DT081)

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 33

AssessmentAssessment

• 15%15%Individual Written Assignment Individual Written Assignment (BOS)(BOS)

• 15%15%Individual Report Assignment Individual Report Assignment (CM, MC, LR)(CM, MC, LR)

• 50%50%Group Case Presentation Group Case Presentation

(BOS, CM, MC, LR)(BOS, CM, MC, LR)

• 20%20%Work Placement Case StudyWork Placement Case Study

(BOS, CM, MC, LR)(BOS, CM, MC, LR)

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 44

Text, Tools & AdministrationText, Tools & Administration

• Course Text: “Project Management” (6Course Text: “Project Management” (6thth Ed), Ed), Meredith & MantelMeredith & Mantel, Wiley ISE, ISBN-13: 978-0-, Wiley ISE, ISBN-13: 978-0-471-74277-7471-74277-7

• Software: “Microsoft Project”Software: “Microsoft Project”

• Group presentations – 19Group presentations – 19thth February February

• Attendance to be monitored – unsatisfactory Attendance to be monitored – unsatisfactory < 75% attendance will incur marking penalty < 75% attendance will incur marking penalty

• 15% assignment due by 2615% assignment due by 26thth February – February – marking penalty for late submissionmarking penalty for late submission

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 55

Project: DefinitionProject: Definition

• Task undertaken to create a Task undertaken to create a uniqueunique product or serviceproduct or service

• Designed to satisfy a defined set of Designed to satisfy a defined set of qualityquality and and performanceperformance ( (scopescope) ) objectivesobjectives

• Requiring the utilization of a diverse Requiring the utilization of a diverse range of resourcesrange of resources

• To be completed within a set To be completed within a set timetime-frame -frame and and budget budget ((costcost))

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 66

Project: Performance Project: Performance DimensionsDimensions

Time

CostQuality/Performance

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 77

Project: ManagementProject: Management

• Different from normal management tasksDifferent from normal management tasks• Necessitates a different set of approachesNecessitates a different set of approaches• Designed to meet or exceed the needs and Designed to meet or exceed the needs and

expectations of expectations of StakeholdersStakeholders• Primarily a people processPrimarily a people process• Places great demands on the talents of the Places great demands on the talents of the

Project ManagerProject Manager• Requires the application of Requires the application of KnowledgeKnowledge, , SkillsSkills, ,

ToolsTools & & TechniquesTechniques• It is not just about using It is not just about using Microsoft Project Microsoft Project

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 88

Project: DimensionsProject: Dimensions• StakeholdersStakeholders• ObjectivesObjectives• Time-scaleTime-scale• InitiationInitiation• PlanningPlanning• OrganisationOrganisation• ResourcesResources• ImplementationImplementation• EvaluationEvaluation• Monitoring & ControlMonitoring & Control• ClosureClosure• RiskRisk• UncertaintyUncertainty

• AuthorityAuthority• ResponsibilityResponsibility• LeadershipLeadership• CommunicationsCommunications• MotivationMotivation• ParticipationParticipation• Team BuildingTeam Building• MarketingMarketing• AdvocacyAdvocacy• ReviewReview• LearningLearning• ChangeChange• EthicsEthics

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 99

Project: Primary Project: Primary StakeholdersStakeholders

• ClientClient

• SponsorSponsor

• UsersUsers

• TeamTeam

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1010

Leadership Style Leadership Style ((DruckerDrucker))

Degree of Management Control

Degree of Delegated Authority

Autocratic

Charismatic

Bureaucratic

Empowering

Democratic

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1111

Management: Internal Management: Internal DimensionsDimensions

TaskTeam

Individual

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1212

Project Management Project Management FrameworkFramework

• InitiationInitiation

• ImplementationImplementation

• TerminationTermination

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1313

Project Management PhasesProject Management Phases

Time

Effort

Execution

Closedown

ControlPlanning

Initiation

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1414

Common PitfallsCommon Pitfalls

• Unclear objectivesUnclear objectives• Lack of senior management supportLack of senior management support• Lack of effective project integrationLack of effective project integration• Inadequate fundingInadequate funding• Management matrix conflictManagement matrix conflict• Change in business prioritiesChange in business priorities• Invalid original assumptionsInvalid original assumptions• Changing goalpostsChanging goalposts• Ineffective teamIneffective team• Lack of effective communicationsLack of effective communications

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1515

The “Real” Project LifecycleThe “Real” Project Lifecycle

• EuphoriaEuphoria

• DespondencyDespondency

• Bogged down in detailBogged down in detail

• Loss of directionLoss of direction

• Search for the guiltySearch for the guilty

• Slaughter of the innocentSlaughter of the innocent

• Promotion of the unworthyPromotion of the unworthy

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1616

Room for Improvement in IT Room for Improvement in IT ProjectsProjects• IBM (1993):IBM (1993):

– 55% of systems cost more than expected55% of systems cost more than expected– 68% overran schedules68% overran schedules– 88% had to be substantially redesigned88% had to be substantially redesigned

• Bureau of Labour Statistics (1997):Bureau of Labour Statistics (1997):– 25% of new systems not put into operation25% of new systems not put into operation– >50% cancellation rate for large systems>50% cancellation rate for large systems– >50% average schedule overshoot>50% average schedule overshoot– 75% of systems regarded as operational failures75% of systems regarded as operational failures

• Standish (1999):Standish (1999):– 25% of IT projects delivered on-time, on-budget and with 25% of IT projects delivered on-time, on-budget and with

required functionalityrequired functionality

Dr. B. A. O'SullivanDr. B. A. O'Sullivan Introduction to Project ManagementIntroduction to Project Management 1717

Time for a break ..Time for a break ..