PM Course - 01 - Introduction to Project Management

8/10/2019 PM Course - 01 - Introduction to Project Management

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PROJECT MANAGEMENT

USTH 2014

INTRODUCTION TO PROJECT MANAGEMENT


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OUTLINE

1.Definition of project

2.Project management

Triple constraint in project management

Project phases

Project management framework

3.Project management tools and techniques


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1. Project definition A project is a temporary endeavor undertaken

to create a unique product, service, or result. A project ends when its objectives have been

reached, or the project has been terminated.

Projects can be large or small and take a shortor long time to complete.

Repetitive activities are not considered as

project.


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1.1 Project examples Building of the Egyptian pyramid

Creation of new car model in 2014 is a project.

Automation activities in car factory is not aproject but a repetitive activity.

Example: painting the car.


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1.2 Project attributes A project:

Has a unique purpose.

Is temporary.

Is developed using progressive elaboration.

Requires resources, often from various areas. Should have a primary customer or sponsor.

The project sponsor usually provides the direction andfunding for the project.

Involves uncertainty.


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1.3 R&D project R&D project is a project which has:

Complexity and less known elements

Less similarity

More innovative

Outcome: long-term or even difficult to define Benefits may be basis for other projects


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Questions

Project or not project?

1.Construction of a new house seems to be verysimilar to a past house construction. Why westill consider the new house construction is aproject but not a repetitive activity?

2.R&D team of a car company is called to studyif they can replace the existing paintingprocess by a new one because there aresome health problem with concerning worker

recently. Does this can be considered asproject?


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2. Project Management Project management is the application of

knowledge, skills, tools and techniques toproject activities to meet project requirements.

Triple constraint of project management:

Scope Time

Cost.


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2.1 Project Management in R&D Specifications in R&D area:

Research or policy environment may change rapidly

New breakthroughs or problems affect the relevanceof the project

Management of research projects is challenging,projects may be at high risk


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Advantages of Using Formal ProjectManagement

Better control of financial, physical, and human resources Improved customer relations

Improved customer relations

Shorter development times Lower costs

Higher quality and increased reliability

Higher profit margins

Improved productivity


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2.2 Triple constraint Every project is constrained in different ways by

its: Scopegoals: What work will be done?

Timegoals: How long should it take to complete?

Costgoals: What should it cost?

It is the project managers duty to balancethese three often-competing goals to get theexpected Quality.


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2.2 Triple constraint Successful project

managementmeans meeting allthree goals(scope, time, and

cost) andsatisfying theprojects sponsor!

QualityTim

e C

ost

Scope


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2.3 Project life cycle Project life cycle:

Initiating

Planning

Executing

Monitoring and Controlling Closing


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2.3 Project life cycle: Initiating Initiating

Identify the stakeholders

Determine the project objectives

Select the project manager

Create the project charter


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2.3 Project life cycle: Planning Planning:

Decompose the general scope into deliverables (workpackages) and activities

Develop the schedule and the budget baseline

Build the project team

Set the responsibilities

Identify the risks

Get the formal approval of the project plan


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2.3 Project life cycle: Executing Executing:

Select the sellers (when applicable)

Complete the work (assign tasks, etc)

Implement the changes

Exchange information between the stakeholders


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2.3 Project life cycle: Monitoring &Controlling

Monitoring & Controlling:

Measure the progress and the deviations

Audit the risks

Report the project status


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2.3 Project life cycle: Closing Closing:

Get the formal acceptance that the project objectivesare met

Record the project lessons learned

Release the team


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2.3 Project life cycle


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2.3 Project phases

Phases of a project greatly depend on the

industry, on company and its history, and theproject culture in company.

Generally:

INITIAL: Idea, Requirement analyseINTERMEDIATE: Detail requirement, Plan, Realization, TestFINAL: Approval, Handover


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2.4 Project management framework


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2.4 Project management framework 4 core knowledge areas lead to specific project

objectives (scope, time, cost, and quality). 4 facilitating knowledge areas are the means through

which the project objectives are achieved (humanresources, communication, risk, and procurement

management). 1 knowledge area (project integration management)

affects and is affected by all of the other knowledgeareas.

All knowledge areas are important!


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3. Tools and techniques in PM Project management tools and techniques

assist project managers and their teams invarious aspects of project management.

Specific tools and techniques include:

Project charters, scope statements, and WBS (scope). Gantt charts, network diagrams, critical path analysis,

critical chain scheduling (time).

Cost estimates and earned value management (cost).


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3. Tools and techniques


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Program Program:

Group of some projects which havedependencies or constraints betweenthemselves

A program manager provides leadership anddirection for the project managers heading theprojects within the program


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Portfolio Portfolio:

A project portfolio is only a consolidated viewof some projects that are not necessarilyrelated to each other

For strategic / management objective

Portfolio managers help their organizationsmake wise investment decisions by helping toselect and analyze projects from a strategicperspective


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Project Management Office (PMO) A department that centralizes the management

of projects. A PMO usually takes one of threeroles:

Project Support: Provide project managementguidance to project managers in business units.

Project Management Process/Methodology:Develop and implement a consistent andstandardized process.

Training: Conduct training programs or collect

requirements for an outside company.


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Project Manager The Project Manager is the person responsible for

accomplishing the project objectives. Project managers strive to meet the triple constraint by

balancing project scope, time, and cost goals

Depending on the organization structure , a project

manager may report to functional manager. In other cases project manager may be one of the several

project managers who report to a portfolio or programmanager that is ultimately responsible for enterprise wide

projects . In this type of structure, the project managerworks closely with the portfolio or program manager toachieve the project objectives

Ten Most Important Skills and


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Ten Most Important Skills andCompetencies for Project Managers

1. People skills

2. Leadership 3. Listening

4. Integrity, ethical behavior, consistent

5. Strong at building trust

6. Verbal communication

7. Strong at building teams

8. Conflict resolution, conflict management

9. Critical thinking, problem solving

10. Understands, balances priorities


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Other concepts Stakeholders:

All people who participate in the project

Sponsor

Project manager

Worker

Communal authority

Suppliers

Documents

PM Course - 01 - Introduction to Project Management