000 PM Intro

Project
Management
1
Overview of Project Management
Session 1
2
Turn your Cell Phones OFF
3
Welcome
2 Parts
Intro who am I, what well be doing this semester,
About projects The Project Management Framework
4
First
1 st
Form into 10 Groups

5
Revision Groups
6
Second
2 nd
Your Motivation
7
Who wants to be a
Project Manager?
8
Why?
9
Who wants to work with a
project manager?
10
When?
Where?
How?
11
A walk through the Course Outline
12
CEPM: Text Book
Introduction to Project Management
The Project Management and IT context
The Project Management process Groups
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project HR Management
Project Communication Management
Project Risk Management
Project Procurement Management
13
Week 1
The Project Management

Framework
14
8 things you want to know
1. What is a Project?
2. Process Groups
3. The Triple Constraint
4. What is Project Management?
5. The Project Manager
6. Importance of Project Management
7. Project Management Framework
8. Integrated Approach
15
Beginning Middle End
All projects have a beginning, a middle and an end.
16
Definition:
A temporary endeavor undertaken to

accomplish a unique purpose
17
Major Characteristics of a Project:

Established objectives
Defined life span with a beginning and end
Across-organizational participation
New or unique
Specific time, cost, and performance requirements
18
1994
31% 53% 16%
Critical
Challenged Success
Failures
Not even Typically

completed 189% over OTOBOS
budget
OTOBOS stands for On Time on Budget on Scope (Project Management)
Source: CHAOS Report 1995 by the Standish Group

Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf
19
1998 200K
2001 300 K
2002 500 K
2007 1000 K
2020 ??
More & more IT projects are starting each year
20
Projects
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
21
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
22
What a project isnt
No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
23
Projects v Not Projects
24
Projects v Not Projects
Routine, Repetitive Work Projects
Taking class notes Writing a term paper
Daily entering sales receipts Setting up a sales kiosk for a
into the accounting ledger professional accounting
Responding to a supply-chain
meeting
request
Developing a supply-chain
Practicing scales on the
information system
piano
Routine manufacture of an Writing a new piano piece
Apple iPod Designing an iPod that is
Attaching tags on a approximately 2 X 4 inches,
manufactured product interfaces with PC, and
stores 10,000 songs
25
2. Process Groups
Initiate
Plan
Monitor &
Control
Implement
Close
All projects typically go through these five processes
26
Step 1 Step 2 Step 3 Result
inputs activity outputs
A process is a series of actions directed towards a

particular result.
27
Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6) 28
29
PMI and the PMBOK
www.pmi.org
PMP certification
Google PMBOK.pdf
30
PMI and the PMBOK
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)

31
3. The Triple Constraint
Time
Time
Scope
Scope Cost
Cost
Also known as the IRON TRIANGLE
Project managers duty to balance the three often competing goals

May be good enough to hit the target, or range of triple constraint goals
32
33
The Quadruple Constraint
Time
Time
Quality
Quality
Scope
Scope Cost
Cost
Warning:
Warning: Quality
Quality has
has many
many definitions
definitions
34
The Quadruple Constraint
Every project is constrained by:
Scope
What work will be done as part of the project?
What unique product, service, or result does
the
customer or sponsor expect from the project?
Time
How long should it take to complete the
project?
What is the projects schedule?
Cost
35
What should it cost to complete the project?
Definition:
Project Management is
the application of knowledge, skills, tools and
techniques to project activities to meet project
requirements (PMI, 2004, p8).
Duties of Project Managers:

Gather resources for the project
Linked to the customer interface
Provides direction, coordination, and integration to
the
project team
36
Responsible for performance and success of the
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
37
stakeholders Performing
Organisation
stakeholders
Client - Sponsor
Project Manager
stakeholders Project Team
stakeholders
38
5. The Project Manager
39
(Schwalbe, 2006, p17) 40
Suggested Skills for Project Managers
Communication skills: listening, persuading

Organizational skills: planning, goal-setting, analyzing
Team Building skills: understanding, motivation,
Leadership skills: sets example, energetic, vision,
delegates, positive
Coping skills: flexibility, creativity, patience,
persistence
Technological skills: experience, knowledge
41
(Schwalbe, 2006, p22) 42
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
43
Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management Management Management
Management
Management
Risk
Risk Communication
Communication Procurement
Procurement
Management
Management
The PMBOKs 9 Knowledge Areas

44
Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
45
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?

46
Sponsor &
Supporters
Project
Suppliers Customers
Team
Opponents
47
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
The PMBOKs 9 Knowledge areas

48
The PMBOKs 9 Knowledge Areas
Describe key competencies that project managers must

develop:
Core function areas lead to specific project
objectives
(scope, time, cost, and quality)
Facilitating function areas are the means for
achieving
project objectives (human resources,
communication,
49
risk, and procurement management)
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
Time Management
50
7.1 Time Management
Estimating work completion time, developing project
schedule, and ensuring timely completion of the
project
Processes include:
activity definition and activity sequencing
activity resource estimating, activity duration
estimating
schedule development and schedule control
Outputs include:
network diagram, Gantt chart, critical path etc 51
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
Cost management
52
7.2 Cost Management
Consists of preparing and managing the budget for the

project
Processes include:
cost estimating
cost budgeting
cost control
Outputs include:
cost estimates, baseline budget, earned value
calculations
53
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
Scope Management
54
7.3 Scope Management
Involves defining and managing all the work required

to complete the project successfully
Processes include:
scope planning and scope definition
creating the WBS
scope verification and scope control
Outputs include:
project charter, scope statement, WBS etc
55
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
Quality Management
56
7.4 Quality Management
Ensures that the project will satisfy the stated or

implied needs for which it was undertaken
Processes include:
quality planning
quality assurance
quality control
Outputs include:
quality assurance plan, standards etc
57
Remember this?
The first four knowledge areas are Core Functions

58
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
The next four knowledge areas are Facilitating Processes

59
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
60
7.5 HR Management
Concerned with making effective use of the people
involved with the project
Processes include:
human resource planning
acquiring the project team & developing the project
team
managing the project team
Outputs include:
project organization charts, staffing management
plan, 61
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
62
7.6 Risk Management
Project Risk Management Identifying, analyzing, and

responding to risks related to the project
Processes include:
risk management planning
risk identification
qualitative risk analysis and quantitative risk
analysis
risk response planning
risk monitoring and control
Outputs include:
63
risk management plan contingency plans etc
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
64
7.7 Communication Management
Project Communications Management Involves

generating, collecting and storing project information
Processes include:
communications planning
information distribution and performance
reporting
managing stakeholders
Outputs include:
communications management plan, status
65
reports,
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
66
7.8 Procurement Management
Involves acquiring goods and services for a project from
outside the organization
Processes include:
planning purchases and acquisitions
planning contracting
requesting seller responses and selecting sellers
administering the contract and closing the
contract
Outputs include:
contract, statement of work etc 67
HR
HR
Contract
Contract Management
Management
staff
?
staff
Procurement
Procurement
What knowledge area do Management
Management
contract labourers fall into?
68
7.9 Integration Management
Time
Time Cost
Cost Scope
Scope
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Management
Risk
Risk Communication
Procurement
Management
Management
Integration Management pulling it all together

69
7.9 Integration Management
Project Integration Management Involves coordinating all
the other knowledge areas throughout a projects life
cycle.
Processes include:
develop project charter
develop the preliminary project scope statement
develop the project management plan
direct and manage project execution
monitor and control the project work
perform integrated change control
close the project
Outputs include:
project plan, change control system etc
70
What if its not Integrated?
Time Scope
Scope
Time
Management Cost Management
Management
Management Cost
Management
Management
Quality
Quality Integration
Integration HR
HR
Management
Management
Procurement
Procurement
Communication
Communication Management
Management
Risk Management
Management
Risk
Management
Management
71
Figure 1.2 Integrated Management of Projects
(Gray & Larson, 2006, p13) 72
Technical People
Skills Skills
Leading,
Budgeting,
Motivating,
Scheduling,
Listening,
Documenting
Empathising
Which ones are most important for projects?

73
Figure 1.3 Technical and Sociocultural Dimensions of Project Management
(Gray & Larson, 2006, p13) 74
The End
Thank You 75

000 PM Intro

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000 PM Intro

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Project

Intro who am I, what well be doing this semester,

About projects The Project Management Framework

Form into 10 Groups

The Project Management

Beginning Middle End

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

Beginning Middle End

A temporary endeavor undertaken to

Beginning Middle End

Major Characteristics of a Project:

Not even Typically

OTOBOS stands for On Time on Budget on Scope (Project Management)

Source: CHAOS Report 1995 by the Standish Group

More & more IT projects are starting each year

Projects have a common set of characteristics

Projects have a common set of characteristics

All projects typically go through these five processes

inputs activity outputs

A process is a series of actions directed towards a

PMI USA 240,000

IPMA Europe 30,000

AIPM Australia 7,100

There are alternatives to PMI

Numbers from Craig Brown (Sept 2007)

Also known as the IRON TRIANGLE

Project managers duty to balance the three often competing goals

Duties of Project Managers:

stakeholders Project Team

Communication skills: listening, persuading

Increased use of Project Management

The PMBOKs 9 Knowledge Areas

Why would a team member be a stakeholder?

The PMBOKs 9 Knowledge areas

Describe key competencies that project managers must

Consists of preparing and managing the budget for the

Involves defining and managing all the work required

Ensures that the project will satisfy the stated or

The first four knowledge areas are Core Functions

The next four knowledge areas are Facilitating Processes

Project Risk Management Identifying, analyzing, and

Project Communications Management Involves

Integration Management pulling it all together

Which ones are most important for projects?

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