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Project management – Day 1

Project management – Day 1. Waubonsee Community College. Introduction (continued). Many organizations today have a new or renewed interest in project management

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Project management – Day 1

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  1. Project management – Day 1 Waubonsee Community College

  2. Introduction (continued) • 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 world as a whole spends nearly $10 trillion of its $40.7 trillion gross product on projects of all kinds • More than 16 million people regard project management as their profession

  3. Project Management Statistics • Total global spending on technology goods, services, and staff was projected to reach $2.4 trillion in 2008, an 8 percent increase from 2007 • In the U.S. the size of the IT workforce topped 4 million workers for the first time in 2008 • In 2007 the total compensation for the average senior project manager in U.S. dollars was $104,776 per year in the United States, $111,412 in Australia, and $120,364 in the United Kingdom • The number of people earning their Project Management Professional (PMP) certification continues to increase

  4. Motivation for Adopting Information Technology (IT) Project Management • IT Projects have a terrible track record. • 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 • A PricewaterhouseCoopers study found that overall, half of all projects fail and only 2.5% of corporations consistently meet their targets for scope, time, and cost goals for all types of project

  5. What is Project Management? • People skills? Not really • Software? Certainly not.

  6. Project Management • A Systematic Process! (and also some common sense)

  7. 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

  8. 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

  9. Project Attributes • A project: • Has a unique purpose • Is temporary • 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 • Involves uncertainty

  10. Is this a project? • Your boss walks into your office. • She says “The system is broken. I need you to figure out what is wrong and fix it.”

  11. Examples of Projects • A technician 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

  12. Project and Program Managers • Project managers work with project sponsors, the 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. 9) • Program managers oversee programs; often act as bosses for project managers

  13. 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, 2008, p. 6) • Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals

  14. Figure 1-1 The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost). Can also mean meeting quality objectives and satisfying the project’s sponsor!

  15. Figure 1-2 Project Management Framework Project Management Knowledge Areas

  16. Project Management • A Systematic Process! (and also some common sense) Project Management Process Groups

  17. What Went Right? Improved Project Performance • The Standish Group’s CHAOS studies show improvements in IT projects in the past decade: • The number of successful IT projects has more than doubled, from 16 percent in 1994 to 35 percent in 2006 • The number of failed projects decreased from 31 percent in 1994 to 19 percent in 2006 • The United States spent more money on IT projects in 2006 than 1994 ($346 billion and $250 billion, respectively), but the amount of money wasted on challenged and failed projects was down to $53 billion in 2006 compared to $140 billion in 1994

  18. Why the Improvements? "The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.”* *Standish Group, "CHAOS 2001: A Recipe for Success" (2001).

  19. Project manager

  20. Suggested Skills for Project Managers • Project managers need a wide variety of skills • They should: • Be comfortable with change • Understand the organizations they work in and with • Be able to lead teams to accomplish project goals

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

  22. Suggested Skills for Project Managers • The Project Management Body of Knowledge • Application area knowledge, standards, and regulations • Project environment knowledge • General management knowledge and skills • Soft skills or human relations skills

  23. Table 1-3. 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

  24. Different Skills Needed in Different Situations • Large projects: leadership, relevant prior experience, planning, people skills, verbal communication, and team-building skills were most important • High uncertainty projects: risk management, expectation management, leadership, people skills, and planning skills were most important • Very novel projects: leadership, people skills, having vision and goals, self confidence, expectations management, and listening skills were most important

  25. 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

  26. Project Management at WCC

  27. Project management at WCC • Project Sponsor • Project Manager • Project Core Team • Team Leaders

  28. Project Integration Management

  29. The Key to Overall Project Success: Good Project Integration Management • Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle • Many new project managers have trouble looking at the “big picture” and want to focus on too many details • Project integration management is not the same thing as software integration

  30. Project Integration Management • Main Steps in Project Integration Management 1.) Developing a Project Charter 2.) Developing a Project Management Plan 3.) Directing and Managing project execution 4.) Monitoring and Controlling project work 5.) Performing Integrated Change Control 6.) Closing the project or phase

  31. Project Integration Management Processes • Develop the project charter: working with stakeholders to create the document that formally authorizes a project—the charter • Develop the project management plan: coordinating all planning efforts to create a consistent, coherent document—the project management plan • Direct and manage project execution:carrying out the project management plan by performing the activities included in it

  32. Project Integration Management Processes (continued) • Monitor and control the project work: overseeing project work to meet the performance objectives of the project • Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational process assets • Close the project or phase: finalizing all project activities to formally close the project or phase

  33. Figure 4-1. Project Integration Management Summary

  34. Project Charters • After deciding what project to work on, it is important to let the rest of the organization know • A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management • Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management

  35. SAMPLE Project Charter for the DNA-Sequencing Instrument Completion Project

  36. SAMPLE CHARTER

  37. Project Charter • What is the main tool or technique for developing a project charter? • Expert judgment

  38. Stakeholder analysis • Identify all of the stakeholders. • Who are the stakeholders? • People or entities involved in or affected by project activities • Project Sponsor • Project Team • Support Staff • Customers • Users • Suppliers • Opponents • Identify ALL of them • Determine ALL of their requirements • Determine their expectations • Communicate with them • Manage their influence

  39. Project Management Plans • A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control • Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

  40. Common Elements of a Project Management Plan • Introduction or overview of the project • Description of how the project is organized • Management and technical processes used on the project • Work to be done, schedule, and budget information

  41. Table 4-2. Sample Contents for a Software Project Management Plan (SPMP)

  42. ProjectPlansat WCC

  43. WCC Project Plan Template • Project Charter • Project Scope • Process and Organizational Impacts • Risk Management • Project Organizational Structure (Roles and Responsibilities) • Communication Plan • Vender Evaluation Plan • Training • Testing • Change Control • Issues Log

  44. Effective meetings

  45. Effective meetings • How do you make meetings that people might actually enjoy going to? • Don’t meet to meet. • A meeting isn’t an event, its part of a process.

  46. Effective meetings • A failing of some managers • "we'll just have a free flowing open brainstorm session and lots of good ideas will come out." • There is a time and a place for that, but a disciplined approach to meetings is a better idea.

  47. Meeting purpose • Why are we meeting? • What do we need to accomplish? • Make sure there is a legitimate purpose for the meeting. • REASONS TO HAVE A MEETING • Need to exchange information (not distribute information). • Need to make a decision in a participative way. • Need to clarify issues. (give and take) • Need to solve a problem - get multiple perspectives • Team Building

  48. Meeting purpose • REASONS FOR NOT MEETING • Personal matter (1 on 1) • You lack time to adequately prepare (cancel meeting until you can prepare) • Better ways to communicate – email, website, phone call • We’ve always done it that way.

  49. Who to invite? • Once the purpose is determined, who to invite is the next step. • WHO SHOULD ATTEND? • Key decision makers • Parties affected by the problem or solution • People with key information / knowledge

  50. Have an agenda • Purpose: Pricing for New Product • Objectives; Develop Pricing Guidelines for new product • Meeting Topic: Consider variables that affect pricing: Decide on Pricing Guidelines • Attendees: Tim, Maria, Javier, Ed, Jen • Location: 5th floor conference room • Date/Time: 2:23PM – 10/21/2012

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