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Introduction to Project Management

Introduction to Project Management. Amany Atef, PMP eLearning Department Manager - ITI E mail: aatef@iti.net.eg. Course Description. Course Objectives. This course will enable learners to: Describe the different stages of a project

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Introduction to Project Management

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  1. Introduction to Project Management Amany Atef, PMP eLearning Department Manager - ITI Email: aatef@iti.net.eg

  2. Course Description

  3. Course Objectives This course will enable learners to: • Describe the different stages of a project • Describe the role and management responsibilities of project managers • Understand the project management framework • Establish and work through the phases of a project • Develop an effective project scope, budget, schedule • Identify the risks in a project and develop strategies to minimize them • Use effective communication strategies with all project stakeholders throughout the project • Identify project management tools and techniques • Close and evaluate a project.

  4. 1 Introduction to PM …Day:1

  5. Day1: AGENDA • History of project mangement • Why project management is important? • What is a Project? • Project charactersitcs and attributes • What is a project Management? • What is the Project Manager’s Role? • Project manager Skills? • Project Lifecycle • Project Framework • Project Knowledge Areas

  6. Your Turn … • When someone says ‘project’ what comes to mind? • What is your project? • What is the hardest thing about your project? • What has been the biggest surprise about your project?

  7. Introduction • Many organizations today have a new or renewed interest in project management • Computer hardware, software, networks, and the use of interdisciplinary and global work teams have radically changed the work environment • The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross domestic product, and the world as a whole spends nearly $10 trillion of its $40.7 gross product on projects of all kinds

  8. History of Project Management • Some people argue that building the Egyptian pyramids was a project, as was building the Great Wall of China • Most people consider the Manhattan Projectto be the first project to use “modern” project management • This three-year, $2 billion dollars (in 1946) project had a separate project manager and a technical manager

  9. Project Management Statistics • Worldwide IT spending totaled more than $1.8 trillion in 2005, a 6 percent increase from 2004, and spending is projected to grow 8 percent in 2006 and 4 percent in 2007 • In 2005, the total compensation for the average senior project manager was $99,183 per year in the United States, $94,646 in Australia, and $106,374 in the United Kingdom • The number of people earning their Project Management Professional (PMP) certification increased by more than 70 percent from 2004 to 2005, with more than 200,000 PMPs worldwide by the end of August, 2006

  10. Motivation for Studying Information Technology (IT) Project Management • IT Projects have a terrible track record, as described in the “What Went Wrong?” [Information Technology Project Management,Fifth Edition, 2007] • A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful in meeting scope, time, and cost goals • Over 31% of IT projects were canceled before completion, costing over $81 billion in the U.S. alone

  11. Advantages of Using Formal Project Management • Better control of financial, physical, and human resources • Improved customer relations • Shorter development times • Lower costs • Higher quality and increased reliability • Higher profit margins • Improved productivity • Better internal coordination • Higher worker morale (less stress)

  12. What is a Project? It is not ... You guys start coding and I’ll go figure out what the customer wants.

  13. What is a Project? • A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, fourth Edition, 2008, p. 5) • Operations is work done to sustain the business • Projects end when their objectives have been reached or the project has been terminated • Projects can be large or small and take a short or long time to complete

  14. Project Attributes • A project: • Has a unique purpose • Is temporary (Start and End date) • 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 and funding for the project

  15. Project Characteristics • Performed by People • Constrained by Resources • Planned, Executed and Controlled • Temporary and Unique (as opposed to operations, which are ongoing and repetitive)

  16. Project Stakeholders • Stakeholders are the people involved in or affected by project activities • Stakeholders include: • The project sponsor • The project manager • The project team • Support staff • Customers • Users • Suppliers • Opponents to the project

  17. Your Turn … • Give some examples of projects in your domain!!

  18. Examples of IT Projects • A help desk or technical worker replaces ten laptops for a small department • A small software development team adds a new feature to an internal software application for the finance department • A college campus upgrades its technology infrastructure to provide wireless Internet access across the whole campus • A cross-functional task force in a company decides what Voice-over-Internet-Protocol (VoIP) system to purchase and how it will be implemented

  19. Top Ten Technology Projects in 2006 • VoIP • Outsourcing • Data networking • Customer relationship management • Collaboration Supply chain management Desktop upgrades Application performance management Business analytics Compliance tracking

  20. Media Snapshot: Where IT Matters • In 2006, Baseline Magazine published “Where IT. Matters: How 10 Technologies Transformed 10 Industries” as a retort to Nicholas Carr’s ideas (author of “IT Doesn’t Matter”) • VoIP has transformed the telecommunications industry and broadband Internet access • Global Positioning Systems (GPS) has changed the farming industry • eLearning has changed the education industry • Digital supply chain has changed the entertainment industry’s distribution system

  21. Project and Program Managers • Project managers work with project sponsors, a project team, and other people involved in a project to meet project goals • Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually (PMBOK® Guide, fourth Edition, 2008, p. 16) • Program managers oversee programs and often act as bosses for project managers

  22. Your Turn … Explore … • The meaning and importance of the [Project+Management].…

  23. What is Project Management? • Project management is“the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK® Guide, Fourth Edition, p. 8) • Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals

  24. Characteristics of Effective Project Management • Effectively plan the project • Accurately monitor and communicate the project progress • Ensure that all requirements are met • Ensure the project is on time and within budget • Schedule resources effectively • Manage changes to the project

  25. Your Turn .. Now Guess.. The role and the skills of the Project Manager?

  26. The many roles of the Project Manager A conductor of an orchestra The coach of a team Your fairy godmother A magician

  27. The Role of the Project Manager • Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project objectives, and meet the stakeholders needs and expecations • Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors

  28. Roles of a Project Manager • Integrator • Communicator • Leader • Negotiator • Planner

  29. Ten Most Important Skills and Competencies 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

  30. General Management Skills: • Planning • Finance and Accounting • Personnel Administration • Technology • Organizational Development • Delegation • Team Building • Conflict Management • Solving Problems

  31. Leadership Skills: • Vision and Strategy • Establishing Direction • Aligning People • Communicating • Negotiating • Motivating and Inspiring • Influencing Organizations • Overcoming Barriers to Change

  32. Importance of Leadership Skills • Effective project managers provide leadership by example • A leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals • A manager deals with the day-to-day details of meeting specific goals • Project managers often take on the role of both leader and manager

  33. Communications Skills: • Writing • Listening • Speaking • Presenting • Media Relations • Meeting Management

  34. Careers for IT Project Managers • In a 2006 survey by CIO.com, IT executives ranked project/program management the skills that would be the most in demand in the next two to five years

  35. Top IT Skills (partial list) SKILL PERCENTAGE OF RESPONDENTS • Project/program management 60% • Business process management 55% • Business analysis 53% • Application development 52% • Database management 49% • Security 42% • Enterprise architect 41% • Strategist/internal consultant 40%

  36. PM TripleConstrains Time • Quality Cost Scope

  37. The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and meet the customer needs and expectations!

  38. The Triple Constraint Cost Time OR, IN PLAINENGLISH Quality/Scope Fast Cheap Good

  39. Triple Constraint Trade-Offs Cost Time Quality/Scope

  40. Triple Constraint: Setting Priorities • Must be set by customer and sponsor near startup. • May change over time, but a change is a significant event! If these are the established priorities and measurements, what are some of the implications for the project if the project starts running lateor shows signs of exceeding budget?

  41. Why do some projects fail?

  42. common pitfalls • Scope creep • Poor requirements gathering • Unrealistic planning and scheduling/Impossible schedule commitments • Lack of communications • Lack of User involvement • Lack of resources

  43. 2 Introduction to PM …Day:2 • The Successful project management • The Project management Lifecycle • Project management Framework • Project Objectives • The Project Charter • Organizations Structure

  44. Successful Project Management • Meets or exceeds the customers requirements • Delivered on time • Within Budget

  45. Ingredients of Successful Project Management • 3 • Critical elements A + • 5 • Important Steps B + • 9 • PM Knowledge Areas C

  46. A: 3 critical elements of Project Success Process Environment People

  47. If ANY side of the triangle breaks down Process Environment People

  48. Disaster occurs!!!

  49. Organization Structure • Functional • Project • Matrix [weak, strong, balanced]

  50. Organization Structure: Functional

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