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8/8/2019 Project Mgt Ch1
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Introduction: Why ProjectManagement?
Chapter 1
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Introduction
Examples of projects Split the atom Channel between England and France Introduce Windows XP
Projects, rather than repetitive tasks, are now the
basis for most value-added in business -Tom Peters
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What is a Project?
ProjectTake place outside theprocess world
Unique and separatefrom normalorganization work
ProcessOngoing, day-to-dayactivities
Use existing systems,properties, andcapabilities
A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost,schedule and quality.
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Elements of Projects
Complex , one-time processes
Limited by budget, schedule, and resources
Developed to resolve a clear goal or set of
goals
Customer-focused
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General Project Characteristics (1/2)
A d-hoc endeavors with a clear life cycle
Building blocks in the design and execution of
organizational strategies
Responsible for the newest and most improved products , services, and organizational processes
Provide a philosophy and strategy for the management of change
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General Project Characteristics (2/2)
Entail crossing functional and organization boundaries
Traditional management functions of planning,
organizing, motivating, directing, and controlling apply
Principal outcomes are the satisfaction of customer requirements within technical , cost , and schedule
constraints
Terminated upon successful completion
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Process & Project Management (Table 1.1)
Process
1. Repeat process or product
2. Several objectives
3. On-going
4. People are homogeneous
5. Systems in place
6. Performance, cost, & time known
7. Part of the line organization
8. Bastions of established practice
9. Supports status quo
Project
1. New process or product
2. One objective
3. One shot limited life
4. More heterogeneous
5. Systems must be created
6. Performance, cost & time less
certain
7. Outside of line organization
8. Violates established practice
9. Upsets status quo
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Information Technology Project Success
Software & hardware projects fail at a 65% rate
Over half of all IT projects become runaways
Up to 75% of all software projects are cancelled
Average cost overrun is 45%; schedule overrun is 63%;with only 67% of originally contracted features
47% of IT projects delivered but not used, 29% paid for but not delivered; 19% abandoned
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Why are Projects Important?
1. Shortened product life cycles
2. Narrow product launch windows
3. Increasingly complex and technical products
4. Emergence of global markets
5. Economic period marked by low inflation
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Project Life CyclesMan Hours
Conceptualization Planning Execution Termination
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Project Life Cycles and Their Effects
Conceptualization Planning Execution Termination
Uncertainty
Client Interest
Project Stake
Creativity
Resources
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Determinants of Project Success
Su ccess
Budg et
Client
Acceptance
S che du le Performance
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Six Criteria for IT Project Success
System quality
Information quality
Use
User satisfaction
Individual Impact
Organizational impact
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Four Dimensions of Project Success
Project
Completion
Time
Importance
1Project
Efficiency
4Preparing for
The Future
2Impact onCustomer
3BusinessSuccess
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Developing Project Management Maturity
Project management maturity models Center for business practices
Kerzners project management maturity model ESI Internationals project framework
SEIs capability maturity model integration
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Project Management Maturity
Generic Model
L ow Mat u rity
Ad hoc process, no common language, little support
Mo d erate Mat u rityDefined practices, training programs,
organizational support
Hig hMat u rity
Institutionalized,seeks continuous
improvement
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Project Elements and
Text Organization