Project Management 1. What is Project Management.

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1 Project Management 1. What is Project Management

2 Week 1

3 Turn your phones off Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/

4 Welcome 2 parts Intro – who am I, what we’ll be doing this semester, assessments About projects – The Project Management Framework

5 First Form into 12 Groups 1st

6 Revision Groups

7 Second Your motivation 2nd

8 Who wants to be a project manager?

9 Why?

10 Who wants to work with a project manager?

11 When? Where? How?

12 Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/ A walk through the course outline

13 The textbook Gray, C., & Larson, E. (2006). Project management – The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3

14 Weeks 1 – 3 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 4 – 6 Managing Project Change Project Marketing Project Leadership Weeks 7 – 9 Managing Project Teams Project Conflict Management Performance Management Weeks 10 – 12 Global IT Project Management Current Issues in Project Management Week 13Revision

15 Assessment TaskRelease Date Due DateWeightingTask Type Tutorial Participation WeeklyWeeks 1-1110%A Team Project Proposal (Stage-1) Week 2 Week 5, Wednesday 20 th August 4pm 10%A Team Project Proposal (Stage-2) Week 2 Week 8, Wednesday 10 th September 4pm 15%A Team ReportWeek 7 Week 11, Wednesday 1 st October 4pm 15%A Final ExaminationEnd of semester50%B

16 View > Notes Page

17 Week 1 The Project Management Framework

18 8 things you want to know –What is a Project? –Process Groups –The Triple Constraint –What is Project Management? –The Project Manager –Importance of Project Management –Project Management Framework –Integrated Approach

19 1. What is a Project? All projects have a beginning, a middle and an end. BeginningMiddleEnd

20 BeginningMiddleEnd A definition: “A temporary endeavor undertaken to accomplish a unique purpose”

21 Source: CHAOS Report 1995 by the Standish Group Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf Not even completed Typically 189% over budget OTOBOS 53% Challenge d 16% Success 31% Critical Failures 1994 12345678

22 More & more IT projects are starting each year 500K 300K 200K 1998 2001 2002 ?? 2007

23 Projects have a common set of characteristics which can also be defined by what they are not A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

24 Projects have a common set of characteristics which can also be defined by what they are not A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements

25 Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t

26 Projects v Not Projects

27 Process Groups All projects typically go through these five processes Plan Monitor & Control Implement Close Initiate

28 A process is a series of actions directed towards a particular result. Step 1Step 2Step 3Result activity inputsoutputs

29 Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

30

31 PMI and the PMBOK www.pmi.org PMP certification Google PMBOK.pdf

32 There are alternatives to PMI Numbers from Craig Brown (Sept 2007) Project Management Organisation Head office Number of members PMIUSA240,000 IPMAEurope30,000 APMUK15,000 AIPMAustralia7,100

33 3. The Triple Constraint Also known as the IRON TRIANGLE Time Scope Cost

34 Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

35 Quality The Quadruple Constraint Warning: Quality has many definitions Time Scope Cost

36 4. What is Project Management? Advantages of 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

37

38 5. The Project Manager Week 6 – Leading Teams Week 7 – Managing Teams

39 (Schwalbe, 2006, p17)

40 (Schwalbe, 2006, p22)

41 6. Importance of Project Management Increased use of Project Management Compressed product life cycle Global competition Knowledge explosion Corporate downsizing Increased customer focus Development of Third World and closed economies

42 7. Project Management Framework The PMBOK’s 9 Knowledge areas Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

43 Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)

44 8. Integrated Approach Why would a team member be a stakeholder? Stakeholders are people involved in or affected by project activities Stakeholders include: Project sponsor Project manager Project team Support staff Customers Suppliers Opponents to the project

45 Project Team SuppliersCustomers Opponents Sponsor & Supporters

46 The PMBOK’s 9 Knowledge areas Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

47 Time Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

48 Cost management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

49 Scope Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

50 Quality Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

51 Remember this? The first four knowledge areas are Core Functions

52 The next four knowledge areas are Facilitating Processes Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

53 HR Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

54 Risk Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

55 Communications Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

56 Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

57 What knowledge area do contract labourers fall into? Contract staff ? ? HR Management Procurement Management

58 Integration Management – pulling it all together Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

59 What if it’s not Integrated? Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management

60 Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)

61 Which ones are most important for projects? Technical skillsPeople Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

62 Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)

63 BetterProjects.net Title page pic care of dbking & CC @ Flickr http://flickr.com/photos/bootbearwdc/20109566/