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Project Management Essentials Overview

Explore the fundamentals of project management according to the Project Management Institute (PMI) standards. Learn about project characteristics, life cycle, types, resources, and more. Discover the key elements needed to successfully manage projects.

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Project Management Essentials Overview

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  1. Chapters 1&2Overview

  2. Project Management Institute • A non-profit organization dedicated to achieving the state of the art in the profession of project management • Established in 1969, Pennsylvania • Over 100,000 members worldwide • www.pmi.org • www.pmineo.org • PMP: Project Management Professional

  3. Project Management Body of Knowledge (PMBOK) • “The PMBOK is the sum of knowledge within the profession of project management.” • Generally recognized: knowledge and practice are applicable to most projects, most of the time • Provides a common lexicon for discussing, writing, and applying project management

  4. Used for professional development programs: • Project Management Professional (PMP) certification • PMI Registered Education Providers • Accreditation of educational programs • We will follow PMBOK standards and use it as a reference

  5. What is a Project? • It is a temporary endeavor undertaken to create a unique product, service or result.

  6. Project Characteristics • Have a specific objective (which may be unique or one-of-a-kind) to be completed within certain specifications • Have defined start and end dates • Have funding limits (if applicable) • Consume human and nonhuman resources (i.e., money, people, equipment)

  7. Project Characteristics • Be multifunctional (cut across several functional lines) • Technologicalsequence, developing in steps, continuing by increments (progressive elaboration) • NumerousTasks • At all levels of the organization • Takes few weeks to several years

  8. Projects and operations differ in that operations are ongoing, but projects are temporary and unique.

  9. Examples of Projects • Development of a new product or service • Organizational change • Updating Information system in an organization • Construction of buildings, dams, highways • Running a political campaign • Implementing a new business procedure • Weddings, funerals, birthdays, etc.

  10. What is Project Management? • Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

  11. Project Context • Program • Group of related projects • Portfolios • Collection of projects or programs • Subprojects • Manageable components (summary tasks) • Project Management Office • Organizational unit to centralize and coordinate the management of projects

  12. Programs • Air Force • The integrated, time-phased tasks necessary to accomplish a particular purpose. • NASA • A relative series of undertakings that continue over a period of time (normally years) and that are designed to accomplish a broad, scientific or technological goal in the NASA long-range plan (lunar and planetary exploration, manned spacecraft systems).

  13. Project Objectives COST TIME RESOURCES PERFORMANCE/TECHNOLOGY

  14. Project Necessities • Complete task definitions • Resource requirement definitions (and possibly skill levels needed) • Major timetable milestones • Definition of end-item quality and reliability requirements • The basis for performance measurement

  15. Resources • Money • Manpower • Equipment • Facilities • Materials • Information/technology

  16. Project Life Cycle • Project managers divide projects into phases to provide better management and control with links to ongoing operations.

  17. PROJECT LIFE CYCLE CONCEPTUAL PHASE FEASIBILITY AND PRELIMINARYPLANNING PHASE DETAILEDPLANNING PHASE IMPLEMENTATION PHASE CONVERSION OR TERMINATIONPHASE RESOURCES Resources Utilized TIME

  18. Project Types • New Product Development • Information Systems

  19. New Product Development-I • Introducing and commercializing a new product idea. • High failure rate in developing new products • Stages: • Idea • Preliminary Assessment • Concept • Development • Testing • Trial • Launch

  20. New Product Development-II • High risk • Task definitions not clear • Delays and reworks are common • Project Manager with technical and managerial skills Ex: drug development, P&G, telecommunication, HP, IBM, etc.

  21. Information System Projects-I • IS Projects have the following characteristics: • Many, many replications • Standard sequence of • Identify user requirements • Design of a system • Training and implementation • Maintenance of the system • Involve computers • Specialist in the IS project team are not as distinctly different as carpentry or electrical work??

  22. Information System Projects-II • High level of uncertainty • Benefits of the output are not apparent • IS Project types: • Maintenance • Conversion • New System Development

  23. Classical Management • Planning • Organizing • Staffing • Controlling • Directing Which of the above is Usually NOT performed by the project manager?

  24. Project Management • Project Planning • Definition of work requirements • Definition of quantity and quality of work • Definition of resources needed • Project monitoring • Tracking progress • Comparing actual outcome to predicted outcome • Analyzing impact • Making adjustments

  25. From Hybrid to Project-Driven 1990 -2001 Hybrid 1960 -1990 Hybrid • Entrance via project-driven divisions such as MIS and R&D Traditional Project Management Modern Project Management • Entrance via marketing, sales, engineering and R&D

  26. ExecutiveManagementAcceptance Embryonic LineManagementAcceptance Maturity Growth Life Cycle Phases for Project Management Maturity

  27. Life Cycle Phases for Level 2 Project Management Maturity Embryonic ExecutiveManagementAcceptance • Recognize need • Recognize benefits • Recognize applications • Recognize what must be done LineManagementAcceptance Maturity Growth

  28. Life Cycle Phases for Level 2 Project Management Maturity Executive Management Acceptance ExecutiveManagementAcceptance Embryonic • Visible executive support • Executive understanding of project management • Project sponsorship • Willingness to change way of doing business LineManagementAcceptance Maturity Growth

  29. Life Cycle Phases for Level 2 Project Management Maturity Line ManagementAcceptance ExecutiveManagementAcceptance • Line management support • Line management commitment • Line management education • Willingness to release employees for project management training Embryonic Maturity Growth

  30. Life Cycle Phases for Level 2 Project Management Maturity Growth • Development of a methodology • Use of life cycle phases • Commitment to planning • Minimization of “creeping scope” • Selection of a project tracking system ExecutiveManagementAcceptance Embryonic LineManagementAcceptance Maturity Growth

  31. Life Cycle Phases for Level 2 Project Management Maturity Maturity • Development of a management cost/ schedule control system • Integrating cost and schedule control • Developing an educational program to enhance project management skills ExecutiveManagementAcceptance Embryonic LineManagementAcceptance Maturity Growth

  32. WHY USE PROJECT MANAGEMENT ?

  33. Why is a Project Management System Necessary?

  34. Project management will require more people and add to the overhead costs. Project management allows us to accomplish more work in less time and with less people. Benefits Of Project Mgt. Past View Present View

  35. Project management will increase the amount of scope changes. Project management creates organizational instability and increases conflicts. Project management will provide better control of scope changes. Project management makes the organization more efficient and effective. Benefits Of Project Mgt. Past View Present View

  36. Only large projects need project management. All projects will benefit from project management. Benefits Of Project Mgt. Past View Present View

  37. Project management will create power and authority problems. Project management focuses on suboptimization by looking at only the project. Project management might reduce the majority of the power struggles. Project management allows people to make good company decisions. Benefits Of Project Mgt. Past View Present View

  38. Obstacles • Project complexity • Customer’s special requirements and scope changes • Organizational restructuring • Project risks • Changes in technology • Forward planning and pricing

  39. Multiple Boss Reporting GM SPONSOR PM LM LM LM APM APM PM = Project Manager APM = Assistant Project Manager LM = Line or Functional Manager

  40. Project Manager • Responsible for planning, implementing, and completing the project • Who appoints the project manager? • Attributes: • Technical background • Good marketer • Good relations with senior manager, team members, and the client • Worked in different departments • Has positional power • Motivated, makes decisions, and good negotiator

  41. Project Champion • Uses power entrepreneurially to enhance project success. • Creative Originator • Entrepreneur • Godfather • Project Manager • Usually from upper management • Can provide resources and time for the project

  42. Most projects also have a project sponsor which may or may not reside at the executive levels of management.

  43. Scope of Work Client Master Plan ProjectSponsor Project Org. Structure Key Staffing ProjectManager ProjectSponsor Policies Monitoring Execution ProjectTask Force Executive Client Contact ProjectManager Sponsorship

  44. The Functional Role • The functional manager has the responsibility to define how the task will be done and where the task will be done (i.e., the technical criteria) • The functional manager has the responsibility to provide sufficient resources to accomplish the objective within the project’s constraints (i.e., who will get the job done).

  45. Functional Obstacles • Unlimited work requests (especially during competitive bidding) • Predetermined deadlines • All requests having a high priority • Limited number of resources • Limited availability of resources • Unscheduled changes in the project plan • Unpredicted lack of progress

  46. Functional Obstacles(continued) • Unplanned absence of resources • Unplanned breakdown of resources • Unplanned loss of resources • Unplanned turnover of personnel

  47. Critical Questions • How important is Project Management training ? • Part-time Project Management - is it good or bad ?

  48. Successes vs. Failures Failures Successes Projects MATURITY EXCELLENCE 2 YEARS 5 YEARS Time

  49. Success • Definition of Success • Primary Factors • Within Time • Within Cost • Within Quality • Accepted by The Customer

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