2. Project identification.ppt
- 1. Introduction
- 2. Project • A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Operations, on the other hand, is work done in organizations to sustain the business. • Projects are different from operations in that they end when their objectives have been reached or the project has been terminated. • Projects can be large or small and involve one person or thousands of people. • They can be done in one day or take years to complete. • IT projects involve using hardware, software, and networks to create a product, service, or result.
- 3. Examples of IT projects include the following: • A team of students creates a smartphone application and sells it online. • A company develops a driverless car. • A college upgrades its technology infrastructure to provide wireless Internet access across the whole campus as well as online access to all academic and student service information. • A company develops a new system to increase sales force productivity and customer relationship management that will work on various laptops, smartphones, and tablets. • A television network implements a system to allow viewers to vote for contestants and provide other feedback on programs via social media sites.
- 4. Project Attributes Projects come in all shapes and sizes. The following attributes help define a project further: • A project has a unique purpose. Every project should have a well-defined objective. • A project is temporary. A project has a definite beginning and end • A project is developed using progressive elaboration. Projects are often defined broadly when they begin, and as time passes, the specific details of the project become clearer. Therefore, projects should be developed in increments. A project team should develop initial plans and then update them with more detail based on new information
- 5. • A project requires resources, often from various areas. • Resources include people, hardware, software, and other assets. • Many projects cross departmental or other boundaries to achieve their unique purposes. • For the IT collaboration project, people from IT, marketing, sales, distribution, and other areas of the company would need to work together to develop ideas. • The company might also hire outside consultants to provide input. Once the collaboration project team has selected key projects for implementation, there might be some additional requirements to meet the new project objectives. • People from other companies—product suppliers and consulting companies—may be added to the team. • Resources, however, are limited and must be used effectively to meet project and other corporate goals.
- 6. • A project should have a primary customer or sponsor. • Most projects have many interested parties or stakeholders, but for a project to succeed someone must take the primary role of sponsorship. • The project sponsor usually provides the direction and funding for the project. • Executive support is crucial to project success
- 7. An effective project manager is crucial to a project’s success. Project managers work with the project sponsors, team, and the other people involved to achieve project goals. • A project involves uncertainty. • Because every project is unique, it is sometimes difficult to define its objectives clearly, estimate how long it will take to complete, or determine how much it will cost. • External factors also cause uncertainty, such as a supplier going out of business or a project team member needing unplanned time off. • This uncertainty is one of the main reasons project management is so challenging, especially on projects involving new technologies.
- 8. Project Constraints • Every project is constrained in different ways, often by its scope, time, and cost goals. • These limitations are sometimes referred to in project management as the triple constraint. • Each area—scope, time, and cost—has a target at the beginning of the project. • Managing the triple constraint involves making trade- offs between scope, time, and cost goals for a project. • To create a successful project, a project manager must consider scope, time, and cost and balance these three often-competing goals
- 9. • Scope: What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? How will the scope be verified? • Time: How long should it take to complete the project? What is the project’s schedule? How will the team track actual schedule performance? Who can approve changes to the schedule? • Cost: What should it cost to complete the project? What is the project’s budget? How will costs be tracked? Who can authorize changes to the budget?
- 10. PROJECT MANAGEMENT • Project management is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. • Project managers must strive not only to meet specific scope, time, cost, and quality goals of projects, they must also facilitate the entire process to meet the needs and expectations of people involved in project activities or affected by them.
- 11. Figure, illustrates a framework to help you understand project management. • Key elements of this framework include the project stakeholders, project management knowledge areas, project management tools and techniques, and the contribution of successful projects to the enterprise.
- 12. Project Stakeholders • Stakeholders are the people involved in or affected by project activities, and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents of the project. • These stakeholders often have very different needs and expectations • A familiar example of a project is building a new house.
- 13. Project Management Knowledge Areas • Project management knowledge areas describe the key competencies that project managers must develop. • Project managers must have knowledge and skills in the following 10 areas. • Scope, time, cost, quality, human resource, communication, risk, procurement, stakeholder and integration management.
- 14. • Project scope management involves defining and managing all the work required to complete the project successfully. • Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project. • Project cost management consists of preparing and managing the budget for the project. • Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken. • Project human resource management is concerned with making effective use of the people involved with the project.
- 15. • Project communications management involves generating, collecting, disseminating, and storing project information. • Project risk management includes identifying, analyzing, and responding to risks related to the project. • Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization. • Project stakeholder management includes identifying and analyzing stakeholder needs while managing and controlling their engagement throughout the life of the project. • Project integration management is an overarching function that affects all of the other knowledge areas.
- 16. Project Management Tools and Techniques • Project management tools and techniques assist project managers and their teams in carrying out work in all 10 knowledge areas. • For example, some popular time-management tools and techniques include Gantt charts, project network diagrams, and critical path analysis.
- 20. Project Success • How do you define the success or failure of a project? The list that follows outlines a few common criteria for measuring the success of a project • The project met scope, time, and cost goals • The project satisfied the customer/sponsor • The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy.