Transcript Project Management Introduction

Ing. Ludmila Fridrichová, Ph.D.
Project Management - 12.4.2010 (C) 2010
FRIDRICHOVÁ
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Fischer, Dwight: CIO Plymouth State University
Plymouth, New Hampshire
Sommerville, Ian : chap 5, 2004
Ruddock, Allen: Project Management– the elusive
‘silver bullet, Central Government Project Management
2008
Rosenau, M.D.: Řízení projektů. Brno: Computer Press,
a.s., 2007. ISBN-978-80-251-1506-0
Společnost pro projektové řízení - IPMA (International
Project Management Association) http://www.ipma.cz/
Czech project management http://www.czpm.eu/index.php
Morris W.G. : The Management of Projects
Wikipedia, the free encyclopedia
http://en.wikipedia.org/wiki/Project
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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A project is a temporary effort to create a
unique product or service.
This material is a 3 dimensional
spacer fabric material
containing silicone polymer oils
- which provides a flexible and
breathable solution to the
issues of wearable yet highly
protecting body armour - yet
passes European tests
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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A project is a temporary effort to create a
unique product or service.
Cleaning and rental services of
hotel and restaurant textiles.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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Projects usually include constraints and risks
regarding cost, schedule or performance
outcome (result).
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Of the seven wonders of the ancient world, only
the Great Pyramid of Giza remains. An estimated
2 million stone blocks weighing an average of
2.5 tons went into its construction. When
completed, the 481-feet-tall pyramid was the
world's tallest structure, a record it held for
more than 3,800 years, when England's Lincoln
Cathedral surpassed it by a mere 44 feet.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
http://www.archaeology.org/070
5/etc/pyramid.html
City could have handled
between 20,000 and 30,000
people (habitants).
That population was organized
into a smaller groups. A group
had own unique aim.
Masons and artisans who had
the expertise in building and
decorating of the pyramids.
A support crew that baked
bread, processed food and
handled other chores to keep a
hard-working labor force fed
and happy.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
The primary challenge of project
management is to achieve all of the
project goals (the aims)
and objectives while honouring the
project constraints (limits).
Typical constraints are scope, time and
budget.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
SCOPE
Quality
TIME
BUDGET
Resource
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project management is the
discipline[1] of planning,
organizing and managing
resources to bring about the
successful completion of
specific project goals.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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Project management is a set of principles,
practices, and techniques applied to
lead project teams ,
control project schedule,
control cost, and performance
risks monitoring.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
http://www.elmarco.com/nano/nanospider
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
http://www.elmarco.com/nano/nanospider
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Nanofibers are submicron sized fibers whose
diameter is 50 - 500 nm, with the prefix
nano - meaning a billionth of a basic unit
(ten to the minus ninth). Often the diameter
is the thickness of several atoms. Nanofibers
are not visible under normal microscopes, as
their diameter is smaller than the wave
length of light. Such exceptionally small
fibers can only be seen and photographed by
electron microscopes.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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a large specific surface
high porousness and small pore size
nanofiber diameter: 100 - 500 nm
basic weight: 0,05 - 5 g/m2
transparent
excellent mechanical properties in relation to
their weight
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
http://www.liberec2009.com/en/publish/10/Kontakty-ainformace.html
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Initiation
STARTING
PLANNING
EXECUTING
CONTROLING
CLOSING
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Agreement from
the organisation resource of budget
whe
n
Wher
A good
Idea
What
we will
make activiti
s
who
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
The aim of a project
plan is to go
through, document
and agree upon
important issues
that define the work
in the project.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
S – Specific konkrétnost
M – Measurable
měřitelnost
A – Assignable přidělení
R – Realistic dosažitelnost
T – Time-bound
časové ohraničení
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
S – Specific - PROMOTION
M – Measurable
INCREACE NUMBER OF STUDENTS
A – Assignable RESPONSIBLE – Mr Novák
R – Realistic FIVE PRESENTATION ON THE
SECONDARY SCHOOL
T – Time-bound
ONE YEAR
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Canoe Trip to
Boundary Waters
Arrange Travel
Schedule Flights to
Mpls
Get Equipment
Contact BW
Outfitter
Prepare Budget
Plan for
Emergencies
Plan Activities
Bring cooking gear
Assign Budget
Person
Obtain
emerg. #’s
Bring Cards
Freeze dry food
Get deposits
Arrange
contact at BW
Bring
Joke book
Prepare 7
breakfasts
Retain Receipts
Bring
emerg. flares
Bring scotch
Bring
Sleeping Bags
Prepare 7
lunches
Pay for supplies
Bring two
first aid kits
Bring
Fishing Gear
Prepare 6
dinners
Close-out trip
Rent Van
Rent canoes
Arrange Motel
Rent Tents
Schedule return
flights
Plan Meals
Bring lights and
waterproof
matches
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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Identify the major task categories
Identify sub-tasks, and sub-sub-tasks
Use verb-noun to imply action to
something
◦ Example: Getting up in the morning
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Hit snooze button
Hit snooze button again
Get outa bed
Avoid dog
Go to bathroom…
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Activity
Duration (days)
T1
8
T2
15
T3
15
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)
Dependencies
T1 (M1)
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
8 day s
1 4 /7 /0 3
15 da y s
M1
T3
15 da y s
T9
T1
5 day s
4 /8/03
T6
M4
2 5 /7 /0 3
4 /7 /0 3
star t
M3
2 5 /8/03
M6
7 day s
2 0 day s
15 day s
T7
T2
25 /7 /0 3
10 da y s
M2
T4
T11
10 day s
M7
T5
5 /9/03
11 /8/03
T10
1 8 /7 /0 3
M8
15 da y s
10 da ys
T12
M5
2 5 day s
Finish
T8
19 /9/03
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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CPM Critical Path Method
Metoda kritické cesty
ADM Arrow Diagram Method
Činnost na hraně -Hranově orientovaný -Metoda
šipkových diagramů
AOA Activity on Arrow
Činnost na šipce -Metoda šipkových diagramů
PDM Precedence Diagram Method
Uzlově orientovaný diagram - Metoda priorit
GERT Graphical Evaluation and Review
Technique
Metoda grafického hodnocení a posouzení
(kontroly) technik
PERT Project Evaluation and Review Technique
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Gant Chart
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Metoda hodnocení a kontroly
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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PERT:
◦ Shows sequence dependence
◦ Shows which tasks can be done in parallel
◦ Shows Critical Path
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Gantt:
◦ Visually shows durations
◦ Shows time scales and task overlaps
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
DEFINITION OF projekt’s
Subject - ACTIVITY
Time
optimistic
To
Time
pesimistic
Tp
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Make a 1st Experiment
2
2.10.2008
4
6.10.2008
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
A Gantt chart is a type of bar chart that
illustrates a project schedule. Gantt charts
illustrate the start and finish dates of the
terminal elements and summary elements
of a project.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Terminal elements and summary elements
comprise the work breakdown structure of the
project. Some Gantt charts also show the
dependency relationships between activities.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project
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Created and managed a project is a big job for you.
It is job which requiring a wide ranging skill set.
It's not for everybody.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
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Management roles
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Development roles
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Cross functional roles
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Consultant roles
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Promoter roles
◦ Organization and execution of the project within
constraints. Examples: project manager, team leader.
◦ Specification, design and construction of subsystems.
Examples: Analyst, system architect, implementor.
◦ Coordination of more than one team. Example: API
Engineer, configuration manager, tester
◦ Support in areas where the project participants lack
expertise. Examples: End user, client, application domain
specialist ( problem domain), technical consultant (solution
domain).
◦ Promote change through an organization.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
1. Understand the project scope and stakeholder
expectations at the onset of the program.
2. Get yourself a mentor as quickly as possible.
3. Recognize that relationships will change.
4. Manage change rigorously.
5. Know the people, not just the resources.
6. You are what you measure.
7. Talk to stakeholders every day.
8. Talk to staff every day.
9. Lead by example.
10. Have fun.
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ
Project Management - 12.4.2010 (C) 2010 FRIDRICHOVÁ