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Project Management

Project Management. How I learned to hate the clock and love the schedule. Portfolio / Project Management. Portfolio Management Focus is on assessing and managing investments (e.g., projects, programs, applications, assets, resources) Goals: Maximize profitability or value

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Project Management

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  1. Project Management How I learned to hate the clock and love the schedule

  2. Portfolio / Project Management • Portfolio Management • Focus is on assessing and managing investments (e.g., projects, programs, applications, assets, resources) • Goals: • Maximize profitability or value • Align efforts with organization’s initiatives • Project Management • Focuses on Projects • Tasks, Schedules, Deliverables, Resources, Dependencies Planning, Scheduling, Executing, Monitoring and Control

  3. What is Project Management? • the discipline of organizing and managing resources (e.g. people) in such a way that the project is completed within defined scope, quality, time and cost constraints - Wikipedia • Project management is a set of agreements on how to do work. It is a process of planning, organizing, and managing tasks and resources to accomplish a well-defined objective. - NDOR PM Methodology

  4. Other Definitions • PMBOK- (Project Management Body of Knowledge as defined by the Project Management Institute - PMI): Project management is the application of - knowledge, skills, tools and techniques to project activities to meet project requirements. • PRINCE2-project management methodology: "The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. • PROJECT: A temporary piece of work with a finite end date undertaken to create a unique product or service. Projects bring form or function to ideas or needs. • DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): "Project management is the complete set of tasks, techniques, tools applied during project execution"

  5. Why Do We Need PM?“Communication”

  6. History of Project Management • As a discipline, project management developed from different fields of application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the "Gantt" chart as a project management tool, for being an associate of Frederick Winslow Taylor's theories of scientific management, and for his study of the work and management of Navy ship building. Mr. Gantts work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

  7. History Continued • US Navy & Lockheed Corporation, Polaris missile submarine program; and the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corp and Remington Rand Corp for managing plant maintenance projects. • These mathematical techniques quickly spread into many private enterprises.

  8. History Continued • In 1969, the Project Management Institute (PMI) was formed to serve the interest of the project management industry. • The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry. • In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide) “PM Bible”, containing the standards and guidelines of practice that are widely used throughout the profession.

  9. NDOR Methodology Sections • Project Initiation • Project Planning • Project Execution • Project Control • Project Closing

  10. Project Initiation • Get approval from appropriate Manager • Division Head or District Engineer • Project Charter created • Preliminary Investigation Meeting • Business Sponsor Approval/Prioritization • Approval by Executive Leadership • ITMT – Director and Deputies

  11. Project Planning • Business Requirements

  12. Build Schedule

  13. Project Planning • Build – Buy - Etc? • Communication Plan • Issue Resolution

  14. Project Planning • Risk Management

  15. Project Execution • Implementation Plan

  16. Project Control • Milestone Acceptance • Change Control “Beware Scope Creep” • Testing

  17. Project Closing • Final Project Acceptance Form • Post Implementation Review • Lessons Learned - ContinuousImprovement • CONGRATULATIONS!

  18. CHANGE

  19. -The Goal -Meeting our Customers Needs Our aim is to become more systematic in our planning - more efficient , effective, not more bureaucratic

  20. -Thank You - • Questions?

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