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PROJECT MANAGEMENT FUNDAMENTALS
Page 2
Why Project Management?
Current Issues: Complex nature of business today
— More cross-functional efforts— Need for greater accountability— Stronger focus on results
Projects fail to deliver as promised Cost over-runs/missed deadlines Challenging workload—“do more
with less”
Page 3
Course Overview
1. Introduction to Project Management2. Project Roles and Expectations 3. Project Management Processes 4. Project Management Skills5. Additional Application of PM Processes6. The Effective Project Manager7. Review and Close
Page 4
Project Statistics
Statistics from the Standish Group
16
27
26
28
28
29
31
40
28
23
39
18
53
33
46
49
33
53
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
SucceededCompleted on
time, on budget,
features and functions as
specified
Failed
Cancelled before
completion
or never implemented
Challenged Completed and
operational,
but over budget, over time estimate, fewer features and functions than specified
Page 5
Why Projects Fail
Lack of user input and involvement Incomplete and changing requirements Lack of executive support Technology incompetence Lack of resources Unrealistic expectations, unclear objectives Unrealistic timeframes Lack of planning
Statistics from the Standish Group
Page 6
Why Projects Succeed
User involvement Executive management support Clear statement of requirements Proper planning Realistic expectations Smaller project milestones Competent staff Ownership Clear vision and objectives Hard working, focused staff
Statistics from the Standish Group
Page 7
Project Mgmt Knowledge
and Practice
General Mgmt Knowledge and Practice
Functional Area Knowledge
and Practice
Information TechnologyKnowledgeand Practice
Management Disciplines
Page 8
INTRODUCTION TO PROJECT MANAGEMENT
Project and Project Management Definitions
“The Basics”
Page 9
What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service— Temporary -- time-bound, a definite begin and
end— Unique -- different in some distinguishing way
from all similar products, services or results— Progressive elaboration -- developing in steps
and continuing in incrementsFrom the Project Management Institute (PMI)
PMBOK® Guide Third Edition, 2004
Page 10
Project or Not?
Answering calls at a call center Developing performance measurements for
a call center Tracking and reporting
on monthly performance
Page 11
What is Project Management?
The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements
Managing a project includes:— Identifying requirements— Establishing clear and achievable objectives— Balancing the competing demands for quality, scope,
time and cost— Adapting the specifications, plans and approach to the
different concerns and expectations of the various stakeholders From the Project Management Institute (PMI)
PMBOK® Guide Third Edition, 2004
Page 12
Good, fast, cheap—you can have any two.
Project Management Proverb
Page 13
Sco
pe
Sch
edule
Cost
Project Management Parameters
Triple Constraint
Change in one constraint impacts at least one of the other constraints –-and may also impact stakeholder satisfaction
Page 14
PROJECT ROLES & EXPECTATIONS
Customer/Business
Project Sponsor
Project Manager
Project Steering Committee
Project Team Members
Other Stakeholders
