Transcript Introduction to Project Management

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P.I.I.M.T
American University of Leadership
Ahmed Hanane, MBA, Eng, CMA, Partner
email: [email protected]
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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Introductions
1.
2.
3.
Full Name
What do you want to do? A project in mind?
The most exciting thing you have done in
your life?
1.
Course Outline
2.
Chapter One
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Why Project Management?
01-03
After completing this chapter, students will be able to:
1.
2.
3.
4.
5.
01-04
Understand why project management is becoming such a
powerful and popular practice in business.
Recognize the basic properties of projects, including
their definition.
Understand why effective project management is such a
challenge.
Differentiate between project management practices
and more traditional, process-oriented business
functions.
Recognize the key motivators that are pushing
companies to adopt project management practices.
After completing this chapter, students will be
able to:
1.
2.
3.
4.
01-05
Understand and explain the project life cycle, its stages,
and the activities that typically occur at each stage in
the project.
Understand the concept of project “success,” including
various definitions of success, as well as the alternative
models of success.
Understand the purpose of project management
maturity models and the process of benchmarking in
organizations.
Identify the relevant maturity stages that organizations
go through to become proficient in their use of project
management techniques.
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Examples of projects
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Highway Rabat - Casablanca
Tramway in Casablanca
Olympic games in London
Launch of iPad
“Projects, rather than repetitive tasks, are
now the basis for most value-added in
business”
-Tom Peters
01-06
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A project is a temporary endeavor
undertaken to produce a unique valueadding product or service
Temporary
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Characteristics of
Projects
Unique
Temporary – Definitive beginning and end
Unique – New undertaking, unfamiliar
ground
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•
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Process
Ongoing, day-to-day
activities to produce
goods and services
Use existing systems,
properties, and
capabilities
Typically repetitive
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
Project
Take place outside the
normal, processoriented world
Unique and separate
from routine, processdriven work
Continually evolving
A project is a temporary endeavor undertaken to
create a unique product or service.
PMBoK 2008
01-08
Did it
have a
start
date?
Did it
have
an end
date?
Was it new?
A project can be considered any series of
activities and tasks that have:
 Specific objectives to be completed
within certain specifications,
 Defined start and end dates,
 Funding limits,
 Human and nonhuman resources, and
 Multifunctional focus.
01-010
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Complex, one-time processes
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Limited by budget, schedule, and
resources
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Developed to resolve a clear goal or set
of goals
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01-011
Customer-focused
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01-012
Ad-hoc endeavors with a clear life cycle
Building blocks in the design and execution of
organizational strategies
Responsible for the newest and most improved
products, services, and organizational
processes
Provide a philosophy and strategy for the
management of change
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01-13
Entail crossing functional and organization
boundaries
Traditional management functions of planning,
organizing, motivating, directing, and controlling
apply
Principal outcomes are the satisfaction of
customer requirements within technical, cost, and
schedule objectives
Terminated upon successful completion of
performance objectives
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01-15
Software & hardware projects fail at a 65%
rate,
Over half of all IT projects become runaways,
Only 30% of technology-based projects and
programs are a success.
Only 2.5% of global businesses achieve 100%
project success and over 50% of global
business projects fail,
Average success of business-critical application
development projects is 32%, and
Approximately 42% of the 1,200 Iraq
reconstruction projects were eventually
terminated due to mismanagement or shoddy
construction
1.
Shortened product life cycles
2.
Narrow product launch windows
3.
Increasingly complex and technical
products
4.
Emergence of global markets
5.
Economic period marked by low
inflation
01-16
Man Hours
Conceptualizatio
n
01-17
Planning
Execution
Fig 1.3 Project Life Cycle Stages
Termination
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01-18
Conceptualization - the development of
the initial goal and technical
specifications.
Planning – all detailed specifications,
schedules, schematics, and plans are
developed
Execution – the actual “work” of the
project is performed
Termination – project is transferred to the
customer, resources reassigned, project is
closed out.
FIGURE 1.4 Project Life Cycles and Their Effects
01-19
01-20
Figure 1-6
01-21
FIGURE 1.7
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System quality
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Information quality
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User acceptance
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User satisfaction
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Individual impact
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Organizational impact
01-22
Iron Triangle Information System Benefits (Organization) Benefits (Stakeholders)
Cost
Maintainability
Improved efficiency
Satisfied users
Quality
Reliability
Improved effectiveness
Social and environmental
Time
Validity
Increased profits
Information quality
Strategic goals
Personal development
Use
Organization learning
Professional learning,
Reduced waste
impact
contractors’ profits
Capital suppliers, content
Project team, economic
impact to surrounding
01-23
community
Table 1.2
Scope Creep
Poor Requirements
Gathering
Unrealistic planning and
scheduling
Lack of resources
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Project Management is the application of
skills, knowledge, tools and techniques to
meet the needs and expectations of
stakeholders for a project.
o The purpose of project management is
prediction
and
prevention,
NOT
recognition and reaction
Time
Quality
Cost
Scope
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Increased Scope = increased time +
increased cost
Tight Time = increased costs + reduced
scope
Tight Budget = increased time +
reduced scope.
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Scope Management
Issue Management
Cost Management
Quality Management
Communications Management
Risk Management
Change Control Management
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Primarily it is the definition and control of what
IS and
IS NOT included in the project.
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Issues are restraints to accomplishing the
deliverables of the project.
Typically identified throughout the project and
logged and tracked through resolution.
Issue… already impacting the cost, time or quality
Rope not thick
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This process is required to ensure the
project is completed within the
approved budget and includes:
Resources
people
equipment
materials
Quantities
Budget
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Quality Management is the process that
insure the project will meet the needs
“conformance to requirements” - Crosby
“fitness for use” - Juran
“the totality of characteristics of an
entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994
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This process is necessary to ensure timely and
appropriate generation, collection,
dissemination, and storage of project
information
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Risk identification and mitigation
strategy
Risk update and tracking
Risk… POTENTIAL negative impact to project
Tree – location, accessibility,
ownership
Weather
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Define how changes to the project
scope will be executed
Technical Specification Changes
Scope Change
Schedule changes
All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes
01-37
01-38
Figure 1-9
Project Management Maturity (PMM)
Models
1.
Center for Business Practices
2.
Kerzner’s Project Management Maturity
Model
3.
ESI International’s Project Framework
4.
SEI’s Capability Maturity Model
Integration
01-39
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Level 1: Initial Phase
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Level 2: Structure, Process, and
Standards
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Level 3: Institutionalized Project
Management
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Level 4: Managed
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Level 5: Optimizing
01-40
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Level 1: Common Language
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Level 2: Common Processes
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Level 3: Singular Methodology
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Level 4: Benchmarking
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Level 5: Continuous Improvement
01-41
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Level 1: Ad Hoc
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Level 2: Consistent
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Level 3: Standardized
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Level 4: Quantitative
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Level 5: Optimizing
01-42
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Level 1: Initial
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Level 2: Managed
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Level 3: Defined
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Level 4: Quantitative Management
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Level 5: Optimizing
01-43
01-44
FIGURE 1.10
01-45
FIGURE 1.11 Organization of Text
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
01-46
FIGURE 1.12
1.
Selecting a team
2.
Developing project objectives and a plan for
execution
3.
Establishing a project charter
4.
Performing risk management activities
5.
Cost estimating and budgeting
6.
Scheduling
7.
Managing resources
01-47




01-48
Understand why project management is
becoming such a powerful and popular
practice in business today.
Recognize the basic properties of
projects, including their definition.
Understand why effective project
management is such a challenge.
Recognize the key motivators that are
pushing companies to adopt project
management practices.




01-49
Understand and explain the project life
cycles, its stages, and the activities that
typically occur at each stage in the project.
Understand the concept of project “success,”
including various definitions of success, such
as the “triple constraint,” as well as
alternative models of success.
Understand the purpose of project
management maturity models and the process
of benchmarking in organizations.
Identify the relevant maturity stages that
organizations go through to become proficient
in their use of project management
techniques.