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(Guide to the Project Management Body of Knowledge, the Project Management Institute, 3rd. Ed., 2004, p. 5)
Information
Technology
PROCESS STEPS
Project Master Plan (or Subsidiary Plans) Customer Change Request Revised Cost and Schedule Baseline
Material Inputs
Stakeholder Interaction
Requests, Instructions
Quality of Process Inputs, Knowledge, Competence, Experience, Insight, Ability, Communication, Cooperation, Coordination
Given that the output of one project management process normally becomes input to another, deficiencies in one or more processes will consequently reverberate across the entire process chain
Project management uses processes extensively to produce deliverables (see small sample above). Some processes are quite complex and have a high risk of error.
WHAT IT IS
Project
management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.
What is a project?
A
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definitive deliverable (objective and goal) Takes time Consumes resources A definite starting date A definite stopping date Consist of processes Proceeds through milestones Utilizes teams Based on personal integrity and trust
OBJECTIVES
PRIMARY scope, time, and cost. SECONDARY optimize allocate and integration of inputs necessary to meet pre-defined objectives.
Change
Business Dimension Change Business Environment Project Management (PM)
Project Management
Project management is about organization
Project management is about decision making Project management is about changing peoples behavior
Project management is about creating an environment conducive to getting critical projects done!
to align project with organizational objectives Poor scope Unrealistic expectations Lack of project management Inability to move beyond individual and personality conflicts Politics
project charter Strong project management The right mix of team players Good decision making structure Good communication Team members are working toward common goals
History
Project Management developed from several fields of application including civil construction, engineering, and heavy defense activity Henry Gantt, called the father of planning and control techniques, Gantt chart as a project management tool Henri Fayol, 5 management functions, work breakdown structure (WBS) and resource allocation.
The evolution or development of project management can be divided into five periods.
Prior
to 1950 managed on an ad hoc basis not responsible for the project failure 1950S to 1960S tools including CPM and PERT were introduced Projects In defense
1960 to 1979 technology revolution Material Requirements Planning (MRP) were also introduced the Project Management Institute (PMI) was formed 1980 to 1990 implementation of TQM Project Management Body of Knowledge (PMBOK Guide) competitiveness and customer expectations
empowerment, re-engineering, and scope change control and risk management. 2000 to Present Use of internet and intranet project management became a major challenge Concept of Six Sigma many tools & techniques and worldwide standards Whilst the 1980's were about quality and the 1990's were all about globalisation, the 2000's are about velocity
Characteristics of projects
Objectives Life span Single entity Team work Life cycle Uniqueness Change Successive principle Made to order Unity in diversity High level of sub-contracting Risk and uncertainty
Classification of projects
According to geographical area National International According to industrialization Industrial Non industrial According to technology used Non- conventional/ R and D to conventional High technology to low technology
According to size of projects Mega Major Medium Mini According to nature of strategy New product Expansion Modification
Cost
Scope Quality
Resources
Time
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STAGE 4: Monitoring-and-Controlling
STAGE 5: Terminating-andClosing
20
Project Framework
Initiate Prepare Execute & Control
Track & Control
Close
Startup
Resource Management (Time, Cost, People) Deliverable Mgmt Quality Management Transition Plan Int/Ext Vendor Management
Reporting
Review
Concrete objectives
SMART: Specific Measurable Achievable Realistic Timed
1.Project conceptualizing
o
o
o o o o o
Project name, location, duration Rationale (stating needs) Organisations priorities, funders priorities General aim Concrete/specific objectives Methodology/strategy Plan of activities
Main outcomes Expected results Added value of the project Evaluation criteria, technique Sustainability, multiplicatory effects Resources: financial (budget), material (budget), human (team and partners) Publicity Information about the organisation (contact info)
3. Implementation
Implementing
and executing activities for Managing resources: human, material/technical, financial, time communication Team work Book-keeping and accounting Process documentation, records Continuous monitoring, feedback
4. Evaluation
Final evaluation vs. continuous monitoring Using originally planned methods Summing up results, objectives, activities,
fulfilled expectations Formal documentation (reports, brochures) Internal lessons documented (manuals) Acknowledgments Closing accounting Follow-up
Risk
identification analysis
Risk
planning
Risk
monitoring
Risk identification
Technology
risks.
People
Risk planning
Consider each risk and develop a strategy to manage that risk. Avoidance strategies
The probability that the risk will arise is reduced; The impact of the risk on the project or product will be reduced; If the risk arises, contingency plans are plans to deal with that risk;
Minimisation strategies
Contingency plans
Risk monitoring
Assess
each identified risks regularly to decide whether or not it is becoming less or more probable. Also assess whether the effects of the risk have changed. Each key risk should be discussed at management progress meetings.
Key points
Good project management is essential for project success. The intangible nature of software causes problems for management. Managers have diverse roles but their most significant activities are planning, estimating and scheduling. Planning and estimating are iterative processes which continue throughout the course of a project.
Key points
A
project milestone is a predictable state where a formal report of progress is presented to management. Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.