Welcome

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

1st
Form into 12 Groups
Revision Groups
 Second

2nd
Your motivation
Who wants to be a project
manager?
Why?
Who wants to work with a
project manager?
When? Where? How?
 A walk through the course outline

Photo by Tricky at flickr

http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
The textbook

Gray, C., & Larson, E. (2006).

Project management – The
managerial process (3rd ed.). NY:
McGraw-Hill. 658.404 G791p3
Weeks
Project Management Framework
Project Selection and Portfolio Management
1–3
Project Management Plans

Managing Project Change

Weeks
Project Marketing
4–6
Project Leadership

Managing Project Teams

Weeks
Project Conflict Management
7–9
Performance Management

Weeks Global IT Project Management

10 – 12 Current Issues in Project Management

Week 13 Revision
 Assessment Task Release Due Date Weighting Task
Date Type

Tutorial
Weekly Weeks 1-11 10% A
Participation
Week 5,
Team Project
Week 2 Wednesday 20th 10% A
Proposal (Stage-1)
August 4pm
Week 8,
Team Project
Week 2 Wednesday 10th 15% A
Proposal (Stage-2)
September 4pm
Week 11,
Team Report Week 7 Wednesday 1st 15% A
October 4pm

Final Examination End of semester 50% B

View
> Notes Page
 Week 1

The Project Management

Framework
 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
 1. What is a Project?

Beginning Middle End

All projects have a beginning, a middle and an end.

A definition:
“A temporary endeavor
Beginning undertaken to accomplish
Middle End a
unique purpose”
 1994
31% 53% 16%
Critical
Challenged Success
Failures

Not even Typically

completed 189% over OTOBOS
budget

Source: CHAOS Report 1995 by the Standish Group

Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf

1 2 3 4 5 6 7 8
1998 200K

2001 300K

2002 500K

2007 ??

More & more IT projects are starting each year

 Time, Cost
Cross
A target A defined life New or and
organisational
outcome span unique performance
participation
requirements

Projects have a common set of characteristics

which can also be defined by what they are not
 Time, Cost
Cross
A target A defined life and
organisational New or unique
outcome span performance
participation
requirements

Projects have a common set of characteristics

which can also be defined by what they
are not
 What a project isn’t
No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
Projects v Not Projects
 2. Process Groups

Initiate

Plan
Monitor &
Control
Close
Implement

All projects typically go through these five processes

 Step 1 Step 2 Step 3 Result

inputs activity outputs

A process is a series of actions directed towards a

particular result.
Figure 1.1 Project Life Cycle
(Gray & Larson, 2006, p6)
 PMI and the PMBOK

www.pmi.org
PMP certification
Google PMBOK.pdf
 Project Management Number of
Head office
Organisation members

PMI USA 240,000

IPMA Europe 30,000

APM UK 15,000

AIPM Australia 7,100

There are alternatives to PMI

Numbers from Craig Brown (Sept 2007)

3. The Triple Constraint
Time
Time

Scope
Scope Cost
Cost

Also known as the IRON TRIANGLE

Figure 1.1 Triple Constraint of Project Management
(Schwalbe, 2006, p8)
The Quadruple Constraint
Time
Time

Quality
Quality

Scope
Scope Cost
Cost

Warning:
Warning: Quality
Quality has
hasmany
many definitions
definitions
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
 stakeholders Performing
Organisation

stakeholders
Client - Sponsor

Project Manager

stakeholders Project Team

stakeholders
 5. The Project Manager

Week 6 – Leading Teams

Week 7 – Managing Teams
(Schwalbe, 2006, p17)
(Schwalbe, 2006, p22)
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
7. Project Management Framework
Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

The PMBOK’s 9 Knowledge areas

Figure 1.2 Project Management Framework
(Schwalbe, 2006, p9)
 8. Integrated Approach
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

Why would a team member be a stakeholder?

 Sponsor &
Supporters

Suppliers Project Team Customers

Opponents
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

The PMBOK’s 9 Knowledge areas

 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Time Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Cost management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Scope Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Quality Management
 Remember this?

The first four knowledge areas are Core Functions

 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

The next four knowledge areas are Facilitating Processes

 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

HR Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Risk Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Communications Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Procurement Management
 HR
HR
Contract Management
Management
Contract staff
staff

?
Procurement
Procurement
Management
Management
What knowledge area do
contract labourers fall into?
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HRManagement
Management
Management
Management Management
Management

Risk
Risk Communication
Communication Procurement
Procurement
Management
Management Management
Management Management
Management

Integration Management – pulling it all together

 What if it’s not Integrated?
Time Scope
Scope
Time
Management Cost Management
Management
Management Cost
Management
Management

Integration
Integration
Management
Quality
Quality Management
Management
Management HR
HRManagement
Management

Procurement
Procurement
Communication
Communication Management
Management
Management
Management
Risk
Risk
Management
Management
Figure 1.2 Integrated Management of Projects
(Gray & Larson, 2006, p13)
 Technical skills People Skills

Budgeting, Scheduling, Leading, Motivating,

Documenting Listening, Empathising

Which ones are most important for projects?

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

Each week…
 Next week

Project Selection and Project Portfolio

Topic: Management.

Reading: Gray & Larson, 2006, Ch 2, pp 21-43.