PROJECT MANAGEMENT _PPT_VIS
- 2. PROJECTMANAGEMENTIS THE“DISCIPLINEOF PLANNING, ORGANIZING, SECURING, AND MANAGING RESOURCES TO ACHIEVESPECIFIC GOALS.”
- 3. IT IDENTIFIESTHE STEPSTO BE COMPLETED . Initiation ; Planning and design; Execution and construction; Monitoring and controlling systems; Completion .
- 5. Method of planning and managing projectsthat puts moreemphasison theresources(physical and human) needed in order to executeproject tasks. It isan application of theTheory of constraints (TOC) to projects. Goal isto increasetherateof throughput (or completion rates) of projectsin an organization.
- 6. Theinitiating processesdeterminethenatureand scope of theproject. Analyzing thebusinessneeds/requirements in measurablegoals Reviewing of thecurrent operation Financial analysisof thecostsand benefitsincluding a budget. Project charter ,including costs, tasks, deliverables, and schedule
- 8. “ Simply Means Develo pment pro cess “ Co re thing o f SCRUMis Burn Do wn chart .
- 11. PROJECTPLANNING GENERALLY CONSISTS OF Determining how to plan (e.g. by level of detail or rolling wave); Developing thescopestatement; Selecting theplanning team; Identifying deliverablesand creating thework breakdown structure;
- 12. Identifying theactivitiesneeded to completethose deliverablesand networking theactivitiesin their logical sequence; Estimating theresourcerequirementsfor theactivities; Estimating timeand cost for activities; Developing theschedule; Developing thebudget; Risk planning ; Gaining formal approval to begin work.
- 13. Split project into tasksand estimatetimeand resources required to completeeach task. Organizetasksconcurrently to makeoptimal useof workforce. Minimizetask dependenciesto avoid delays caused by onetask waiting for another to complete. Dependent on project managersintuition and experience.
- 14. Estimate resources for activities Identify activity dependencies Identify activities Allocate people to activities Software requirements Activity charts and bar char ts Create project char ts
- 15. Estimating thedifficulty of problemsand hencethe cost of developing asolution ishard. Productivity isnot proportional to thenumber of peopleworking on atask. Adding peopleto alateproject makesit later because of communication overheads. Theunexpected alwayshappens. Alwaysallow contingency in planning.
- 16. Graphical notationsused to illustratetheproject schedule. Show project breakdown into tasks. Tasksshould not betoo small. They should takeabout aweek or two. Activity chartsshow task dependenciesand thethe critical path. Bar chartsshow scheduleagainst calendar time.
- 17. Activity Duration (days) Dependencies T1 8 T2 15 T3 15 T1 (M1) T4 10 T5 10 T2, T4 (M2) T6 5 T1, T2 (M3) T7 20 T1 (M1) T8 25 T4 (M5) T9 15 T3, T6 (M4) T10 15 T5, T7 (M7) T11 7 T9 (M6) T12 10 T11 (M8)
- 18. star t T2 M3 T6 Finish T10 M7T5 T7 M2 T4 M5 T8 4/7 /03 8 da ys 14/7 /03 15 da ys 4/8/03 15 da ys 25/8/03 7 da ys 5/9/03 10 days 19/9/03 15 da ys 11/8/03 25 da ys 10 da ys 20 da ys 5 da ys 25/7 /03 15 da ys 25/7 /03 18/7 /03 10 da ys T1 M1 T3 T9 M6 T11 M8 T12 M4
- 19. 4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9 T4 T1 T2 M1 T7 T3 M5 T8 M3 M2 T6 T5 M4 T9 M7 T10 M6 T11 M8 T12 Star t Finish
- 20. 4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9 T4 T8 T11 T12 T1 T3 T9 T2 T6 T10 T7 T5 Fred Jane Anne Mary Jim
- 21. “ Pro cesses used to co mplete the wo rk defined in the pro ject plan to acco mplish the pro ject's requirements.” a. Involvescoordinating peopleand resources, as well asintegrating and performing theactivitiesof the project in accordancewith the“project management plan”.
- 23. Consists of thoseprocessesperformed to observe project execution so that potential problemscan be identified in atimely manner and correctiveaction can betaken, when necessary, to control theexecution of theproject.
- 24. Measuring theongoing project activities('wherewe are'); Monitoring theproject variables(cost, effort, scope, etc.) against theproject management plan and the project performancebaseline(where we sho uld be); Identify correctiveactionsto addressissuesand risks properly (Ho w can we get o n track again); Influencing thefactorsthat could changecontrol so only approved changesareimplemented.
- 27. This phase co nsists o f: Project close: Finalizeall activitiesacrossall of the processgroupsto formally closetheproject or aproject phase Contract closure: Completeand settleeach contract (including theresolution of any open items) and close each contract applicableto theproject or project phase
- 29. It consistsof threeconstraint ie. "scope," "time," and "cost. Where each siderepresentsaconstraint. Onesideof thetrianglecannot bechanged without affecting the others. A further refinement of theconstraintsseparates "quality" or "performance" from scope, and turns quality into afourth constraint.
- 31. It implements verificatio n and co ntro lling functio n during the pro cessing o f a pro ject in o rder to reinfo rce the defined perfo rmance and fo rmalgo als.
- 32. Investment analysis Cost –benefit analyses Value benefit Analysis Expert surveys Simulation calculations Risk -profileanalyses Surcharge calculations Milestone trend analysis Cost trend analysis Target /actual-comparison
- 33. The integration of scope, schedule and budget into a project plan is not an easy task. The other elements, scheduling and budgeting, and contracting methods forservices, will require additional information and experience. In addition to the "mechanics" of project management, there is a human dimension, that of team "players" and leaders. A successful project benefits all participants.
- 34. THANKU