01-Introduction to Project Management.ppt
- 1. In the name of Allah the Most Gracious the Most Merciful 1 of 62
- 2. 1-2 Project Management in Project Management in Engineering Engineering MGT-320 MGT-320
- 4. GRADING CRITERIA GRADING CRITERIA a) Quizzes 20% b) Assignment/CEP/PBL 10% c) Mid Sem. Exam 30% d) Final Exam 40% 4
- 5. What is a Project? What is a Project? A Project is a temporary endeavor to create a unique product, service or result. A project is a sequence of unique, complex and connected activities having one goal or purpose that must be completed by a specific time, within budget and according to specification. A project is a complex, nonroutine, one- time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.
- 6. What is a Project? (Characteristics) What is a Project? (Characteristics) Temporary with a definite beginning and an end (a definite starting and a finishing date) Creates a unique product, service or result Executed for a purpose Has interrelated activities Consume human and non human resources (i.e., money, people & equipment) There will always be a level of uncertainty associated with a project (Risk)
- 7. Typical Examples of Projects Typical Examples of Projects Developing a new or modified information system Constructing a building or infrastructure Implementing a new business process or procedure
- 8. PROJECT Vs OPERATION PROJECT Vs OPERATION PROJECT Take place outside the process world Unique and separate from normal organization work OPERATION/PROCESS Ongoing, day-to-day activities Use existing systems, properties, and capabilities A set of interrelated actions and activities that are performed to achieve a prespecified set of products, results, or services „Guide to the Project Management – Body of Knowledge, the Project Management Institute, 4th . Ed., 2010“ Routine, Repetitive Work: Examples 1.Taking class notes 2.Responding to a supply-chain request 3.Routine manufacture of an Apple iPod Projects: Examples 1.Writing a term paper 2.Developing a supply-chain information system 3.Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs
- 9. 9 Project Management Life Cycle
- 10. 10 Project Management Life Cycle/ Process Groups
- 11. Characteristics of the Project Characteristics of the Project Lifecycle Lifecycle Generic Life Cycle Generic Life Cycle Cost and staffing levels are low in the start which increase as the work is carried out and reduces as the project draws to a close
- 12. Stakeholder influences, risk and uncertainty are maximum at the start of the project which decreases over the life of the project Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. Figure 2-2 illustrates the idea that the cost of changes and correcting errors typically increases substantially as the project approaches completion. Characteristics of the Project Characteristics of the Project Lifecycle Lifecycle Generic Life Cycle Generic Life Cycle
- 13. Project Stakeholders Project Stakeholders Project stakeholders are individuals or organizations (e.g., customers, sponsors, performing organization or public) who are actively involved in the project, or whose interests maybe positively or negatively affected as a result of project execution or successful project completion. The project management team must identify the project stakeholders, determine what their needs and expectations are, and then manage and influence those expectations to ensure a successful project.
- 14. Examples of Project Stakeholders Examples of Project Stakeholders Project Manager ◦ The person who is responsible for the project assigned by the performing organization to achieve project objectives Customers/users ◦ The persons or organizations that will use the projects product, service or result Sponsor ◦ Sponsor is the person or group that provides the financial resources, in cash or in kind, for the project
- 15. Examples of Project Stakeholders Examples of Project Stakeholders Project Team ◦ The people who are involved on the project to realize a service, product or result Sellers ◦ Sellers, also referred to as vendors, suppliers, or contractors enter in to a contractual agreement to provide services to the project
- 16. Project (Primary, Internal) Stakeholders Project (Primary, Internal) Stakeholders Primary Stakeholders Senior Management Functional & Resource Managers Corporate Shareholders Project Sponsor Project Manager Project Team Project Mgt. Office Project Input Suppliers & Vendors (ext.) Project Customers & Output Users Project Financers (ext.) Project Consultants Local, State and Federal Government Entities Chief Project Officer / Program Manager Project Contractors & Subcontractors Project Partners General Manager A project’s primary / internal Stakeholders are internal to the project-implementing entity. They are bound through contractual and legal commitments. Managing all these stakehol- ders Is challenging but “rou- tine” for the project manager and project team.
- 17. Secondary / External Stake- holders can be numerous and unpredictable. Managing these stake- holders can be especially complex and challenging for the project manager and project team. Project (Secondary, External) Stakeholders Project (Secondary, External) Stakeholders Consumer Inter. Groups Academia and Researchers Competitors Tourists Private Individuals and Local Communities Civic Organizations Religious Organizations The General Public Local, State and Federal Government Entities Political Organizations Professional Organizations The Media Environmentalists Groups Secondary Stakeholders Countries, Country Groupings World Community
- 18. What is Project Management? What is Project Management? Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. A method and a set of techniques based on the accepted principles of management used for planning, estimating and controlling work activities to reach a desired end result on time – within budget and according to specification.
- 19. What is Project Management? What is Project Management? The art and science of coordinating people, equipment, materials, money, and schedule to complete a specified project on time and within approved cost. Project management is the planning, organizing, directing, and controlling of company resources (men, material, machinery and money) for a relatively short- term objective that has been established to complete specific goals and objectives.
- 20. What is Project Management? What is Project Management? Managing a project typically includes: ◦ Identifying requirements, ◦ Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out, ◦ Balancing the competing project constraints including, but not limited to: Scope, Quality, Schedule, Budget, Resources, and Risk.
- 21. What is Project Management? What is Project Management? There are essentially Ten Knowledge Areas: ◦ Project Integration Management ◦ Project Scope Management ◦ Project Time Management ◦ Project Cost Management ◦ Project Quality Management ◦ Project Human Resource Management ◦ Project Communications Management ◦ Project Risk Management ◦ Project Procurement Management ◦ Project Stakeholder Management
- 22. The Triple Constraint of Project The Triple Constraint of Project Management Management Also called the Project management triangle. Scope: represents the work to be accomplished, both the “Quantity” and the “Quality” Budget (Cost): It is the amount / quantum of work measured in units of currency (rupees) or labor-hours of work. Schedule (Time): Logical sequencing and timing of the work to be performed. Manage the Triple Constraints Scope (Performance) Cost (Budget) Time (Schedule) Quality Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost“
- 23. Defining a Successful Project Defining a Successful Project Completion of a Project within the constraints of time, cost and scope Project success is defined as project completion: ◦ Within the allocated time period ◦ Within the budgeted cost ◦ At the proper performance or specification level ◦ With acceptance by the customer/user ◦ When you can use the customers name as a reference ◦ With minimum or mutually agreed upon scope changes ◦ Without disturbing the main workflow of the organization ◦ Without changing the corporate culture
- 24. Advantages of Using Formal Project Advantages of Using Formal Project Management 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
- 25. The Role of a Project Manager & The Role of a Project Manager & Functions of Project Management Functions of Project Management The Project Manager is the person assigned by the organization to achieve the required project objectives. The role of a project manager is to lead the project team to ensure a quality project within time, budget, and scope constraints. A project is a single, non- repetitive enterprise and because each project is unique, its outcome can never be predicted with absolute confidence. A project manger must achieve the end results despite all the risks and problems that are encountered. The project manager must perform the five basic functions of management: planning, organizing, staffing, directing, and controlling. 25
- 26. 1- Project Manager Role in Planning 1- Project Manager Role in Planning Develop planning focused on the work to be performed. Establish project objectives and performance requirements early so everyone involved knows what is required. Involve all discipline managers and key staff members in the process of planning and estimating. Establish clear and well-defined milestones in the project so all concerned will know what is to be accomplished , and when it is to be completed. 26
- 27. 1- Project Manager’s Role in Planning 1- Project Manager’s Role in Planning Build contingencies into the plan to provide a reserve in the schedule for unforeseen future problems. Avoid reprogramming or re-planning the project unless absolutely necessary. Prepare formal agreements with appropriate parties whenever there is a change in the project and establish methods to control changes. Communicate the project plan to clearly define individual responsibilities, schedules, and budgets. Remember that the best-prepared plans are worthless unless they are implemented. 27
- 28. 2-Project Manager’s Role in 2-Project Manager’s Role in Organizing Organizing Organize the project around the work to be accomplished. Develop a work breakdown structure that divides the project into definable and measurable units of a work. Establish a project organization chart for each project to show who does what. Define clearly the authority and responsibility for all project team members. 28
- 29. 3- Project Manager’s Role in Staffing 3- Project Manager’s Role in Staffing Define clearly the work to be performed, and work with appropriate department managers in selecting team members. Provide an effective orientation (project goals and objectives) for team members at the beginning of the project. Explain clearly to team members what is expected of them and how their work fits into the total project. Solicit each team member’s input to clearly define and agree upon scope, budget, and schedule. 29
- 30. 4- Project Manager’s Role in Directing 4- Project Manager’s Role in Directing Serve as an effective leader in coordinating all important aspects of the project. Show interest and enthusiasm in the project with a “can do” attitude. Be available to the project staff, get problems out in the open, and work out problems in a cooperative manner Analyze and investigate problems early so solutions can be found at the earliest possible date. Obtain the resources needed by the project team to accomplish their work to complete the project Recognize the importance of team members, compliment them for good work, guide them in correcting mistakes, and build an effective team. 30
- 31. 5- Project Manager’s Role in Controlling 5- Project Manager’s Role in Controlling Maintain a record of planned and actual work accomplished to measure project performance Maintain a current milestone chart that displays planned and achieved milestones Maintain a monthly project cost chart which displays planned expenditures and actual expenditures Keep records of meetings, telephone conversations, and agreements Keep everyone informed, ensuring that no one gets any “surprises”, and have solutions or proposed solutions to problems. 31
- 32. Goals & Objectives Goals & Objectives Goals are high level statements that provide overall context for what the project is trying to achieve ◦ "increase the overall satisfaction levels for clients calling to the company helpdesk with support needs". Objectives are lower level statements that describe the specific, tangible products and deliverables that the project will deliver. A well-worded objective will be Specific, Measurable, Attainable/Achievable, Realistic and Time-bound (SMART). ◦ "upgrade the helpdesk telephone system by December 31 to achieve average client wait times of no more than two minutes"
Editor's Notes
- #21: Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated.