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Project Management

Project Management. Chapter 1 Project Management Context. Project Management Context. Definitions used in project management Compare and contrast projects v business as usual History of Project Management Traditional v Modern Project Management

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Project Management

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  1. Project Management Chapter 1 Project Management Context

  2. Project Management Context • Definitions used in project management • Compare and contrast projects v business as usual • History of Project Management • Traditional v Modern Project Management • Relationship between time, cost, quality/performance and scope • Project management as a discipline

  3. Some terms we will be using • Programme • Project • Sub-project • Task • Activity

  4. What is a Project? • In pairs, come up with some definitions

  5. What is a Project? • A defined beginning and an end • Projects have definable goals, deadlines or targets • Most projects are carried out only once • Projects are usually temporary – and last only until the purpose or goal has been achieved

  6. Which of These is a Project? • attending a conference • responding to a customer’s request for information • writing and publishing a book • making coffee for everyone in the office • opening a new sales office in Klein Windhoek • putting in a new computer system • ordering office supplies • producing the corporate annual report • hiring a new sales team for the office in Walvis Bay • writing a letter to a customer in Johannesburg • improving the booking in process for patients in a hospital • developing a new product

  7. What’s a Programme? • A group of projects managed in a co-ordinated way to obtain benefits not available from managing them individually • Series of discrete projects that together achieve the objectives required

  8. Some terms we will be using • Programme • Project • Sub-project • Task • Activity

  9. What is Project Management? • In pairs, come up with some definitions

  10. What is Project Management? • Application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project (Duncan, 1996)

  11. What is Project Management? • Determining in advance the who, what, when, where and how of the project • defining and planning • Organising everything so that it happens and assessing if it is happening as you want it - controlling and closing

  12. Project Management Context • Project management typically takes place in a business, technical and community based environment • But it can apply in your leisure or home activities too • How many of you have been involved in projects?

  13. Project Management Context • Project management typically takes place in a business, technical and community based environment • But it can apply in your leisure or home activities too • How many of you have been involved in projects?

  14. History of Project Management • ancient times: for building of pyramids • modern times: 1930 United States Air Corps and Exxon • recognition as a discipline in 1950’s • development of CPM and PERT in the late 1950’s • IPMA and PMI formed in 1960’s • Degree programmes late 1980’s • became popular in RSA in the 1990’s

  15. Traditional Project Management? • Assumed future was predictable • Dependent on numbers • Centralised approach • Broken down into many tasks • Sequential activities • Emphasised efficiency not effectiveness • Focused on minimising cost and time

  16. Why is Traditional Project Management inappropriate for modern managers?

  17. Why Traditional Project Management is inappropriate • Inflexible • Unresponsive • Not focused on customer satisfaction • No importance to quality • Highly bureaucratic • Slow moving • Things aren’t done in sequence in real life • Over structured • Over measured • Emphasis on tools not the results

  18. Modern Project Management • Emphasis on results • People and skills are an important element • Relies heavily on participation and involvement • Less emphasis on documentation • Takes into account more than cost and time……

  19. The Project Management Pyramid time scope cost quality/performance

  20. The Project Management Discipline General Manager Project manager Technical Manager • A project manager is a generalist • Sits between general manager and technical manager • Brings together different disciplines

  21. Does Size Matter? Are there any differences between how you manage large and small projects?

  22. Does Size Matter? • Yes and No! • Small projects – implemented quicker, may cost less, use less resources, be less complicated • BUT still follows the same rules as larger projects

  23. Software Tools for Project Management Why do we need software tools?

  24. Software Tools for Project Management • For a small project, you can plan it out on paper • A project can be captured on paper with a few simple elements: • a start and end date • tasks that have to be carried out and when they should be finished, some idea of the resources (people, machines etc) that will be needed during the course of the project. • When the plan starts to involve different things happening at different times, some of which are dependent on each other, plus resources required at different times and in different quantities and perhaps working at different rates, the paper plan could start to cover a vast area and be unreadable.

  25. Useful Information Sources • Institutions who specialise in Project Management • Journals and Magazines • Websites

  26. Organisations • Project Management Institute – PMI - (USA, with a chapter in South Africa) • International Project Managers Institution - IPMI - in the Netherlands • Association for Project Management – APM - (UK and South Africa) • Australian Institute for Project Management (AIPM) - Australia

  27. Journals and Magazines • Project Manager Today • Project Management Journal • International Journal of Project Management

  28. Websites on Project Management • www.aipm.com.au • www.pmi.org • www.apm.org.uk • www.pmisa.co.za • www.totalpms.com • www.projectmagazine.com • www.projectmanagertraining.com • www.projectkickstart.com • www.lcpowers.com • www.projectmagazine.com • www.portal.acm.org • www.sangonet.za (projects in South African context)

  29. In class ‘Mock Test’ • Arrange these in order of size (starting with the largest) Activity - Project – Task – Sub-project – Programme 2. Which of these is a project • Making sales calls to customers • Introducing a new software system • Writing a monthly report on changes in your department 3. What is a definition of project management? 4. List at least 3 good information sources to visit for more information on Project management

  30. In class ‘Mock Test’ • Arrange these in order of size (starting with the largest) Programme • Project • Sub-project • Task • Activity 2. Which of these is a project • Making sales calls to customers • Introducing a new software system • Writing a monthly report on changes in your department

  31. In class ‘Mock Test’ 3. What is a definition of project management? • Application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project (Duncan, 1996) 4. List at least 3 good information sources to visit for more information on Project management • Any of the information shown on organisations, journals and magazines or websites

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