An Introduction to Project Management Dr. B. A. O'Sullivan Introduction to Project Management 1

Introduction to Project Management

Team: Dr. Brendan O’Sullivan (Theory) Mr. Colm Murray (Applications - DT021) Ms. Lejla Rovcanin (Applications -DT081) Introduction to Project Management Dr. B. A. O'Sullivan 2

Assessment

• 15% • 15% • 50% • 20% Individual Written Assignment (BOS) Individual Report Assignment (CM, MC, LR) Group Case Presentation (BOS, CM, MC, LR) Work Placement Case Study (BOS, CM, MC, LR) Dr. B. A. O'Sullivan Introduction to Project Management 3

Text, Tools & Administration

• • • • • Course Text: “Project Management” (6 th Ed), Meredith & Mantel , Wiley ISE, ISBN-13: 978-0 471-74277-7 Software: “Microsoft Project” Group presentations – 19 th February Attendance to be monitored – unsatisfactory < 75% attendance will incur marking penalty 15% assignment due by 26 penalty for late submission th February – marking Dr. B. A. O'Sullivan Introduction to Project Management 4

Project: Definition

• • • • Task undertaken to create a unique product or service Designed to satisfy a defined set of quality and performance ( scope ) objectives Requiring the utilization of a diverse range of resources To be completed within a set time -frame and budget ( cost ) Dr. B. A. O'Sullivan Introduction to Project Management 5

Project: Performance Dimensions

Cost Quality/Performance Time

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Project: Management

• • • • • • • Different from normal management tasks Necessitates a different set of approaches Designed to meet or exceed the needs and expectations of Stakeholders Primarily a people process Places great demands on the talents of the Project Manager Requires the application of Knowledge , Skills , Tools & Techniques It is not just about using Microsoft Project Dr. B. A. O'Sullivan Introduction to Project Management 7

Project: Dimensions

• • • • • • • • • • • • • Stakeholders Objectives Time-scale Initiation Planning Organisation Resources Implementation Evaluation Monitoring & Control Closure Risk Uncertainty • • • • • • • • • • • • • Authority Responsibility Leadership Communications Motivation Participation Team Building Marketing Advocacy Review Learning Change Ethics Dr. B. A. O'Sullivan Introduction to Project Management 8

Project: Primary Stakeholders

• • • • Client Sponsor Users Team Dr. B. A. O'Sullivan Introduction to Project Management 9

Leadership Style

(

Drucker

) Degree of Management Control Degree of Delegated Authority

A utocratic B ureaucratic C harismatic D emocratic E mpowering

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Management: Internal Dimensions

Individual Team Task

Dr. B. A. O'Sullivan Introduction to Project Management 11

Project Management Framework

• • • Initiation Implementation Termination Dr. B. A. O'Sullivan Introduction to Project Management 12

Project Management Phases

Effort Execution Initiation Planning Control Closedown Time

13 Dr. B. A. O'Sullivan Introduction to Project Management

Common Pitfalls

• • • • • • • • • • Unclear objectives Lack of senior management support Lack of effective project integration Inadequate funding Management matrix conflict Change in business priorities Invalid original assumptions Changing goalposts Ineffective team Lack of effective communications Dr. B. A. O'Sullivan Introduction to Project Management 14

The “Real” Project Lifecycle

Dr. B. A. O'Sullivan • • • • • • • Euphoria Despondency Bogged down in detail Loss of direction Search for the guilty Slaughter of the innocent Promotion of the unworthy Introduction to Project Management 15

• • • Room for Improvement in IT Projects IBM (1993): – 55% of systems cost more than expected – 68% overran schedules – 88% had to be substantially redesigned Bureau of Labour Statistics (1997): – 25% of new systems not put into operation – >50% cancellation rate for large systems – >50% average schedule overshoot – 75% of systems regarded as operational failures Standish (1999): – 25% of IT projects delivered on-time, on-budget and with required functionality Dr. B. A. O'Sullivan Introduction to Project Management 16

Time for a break ..

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