Академический Документы
Профессиональный Документы
Культура Документы
Management
1
90% FAILED.
2
L-‐1
Project
Management
• Many
organiza;ons
today
have
a
new
or
renewed
interest
in
project
management.
3
*PMI,
The
PMI
Project
Management
Fact
Book,
Second
Edi;on,
2001.
L-‐1
History of Project Management
• Some people argue that building the Egyptian pyramids
was a project, as was building the Great Wall of China
4
L-‐1
Historical
Perspective
Phases
Use
Methods
6
L-‐1
Project
Management
What
is
Project
Management?
7
L-‐1
What
is
Project
Management?
Project
management
by
defini;on:
9
L-‐1
Project
Management
Objective
• Achieve
the
project
goal
• Do
a
great
thesis
–
on
;me
L-‐1
Advantages
of
Using
Formal
Project
Management
• Bejer
control
of
financial,
physical,
and
human
resources.
11
L-‐1
Project
L-‐1
Project
• Project:
“an
organized
undertaking”
13
L-‐1
What
Is
a
Project?
• A
project
ends
when
its
objec;ves
have
been
reached,
or
the
project
has
been
terminated.
• Projects
can
be
large
or
small
and
take
a
short
or
long
;me
to
complete.
14
*PMI,
A
Guide
to
the
Project
Management
Body
of
Knowledge
(PMBOK®
Guide)
(2004),
p.
5.
L-‐1
Project
Attributes
• A
project:
15
L-‐1
Communicate
the
Essence
The
5Ws:
• Who
• What
• Why
• When
16
L-‐1
Typical
Project
Life
Cycle
100
Starts Slow
17
0
Time
L-‐1
SOME
GUIDLINES
1. Start
Promptly
–
NOW!!
2. Your
Project
DefiniFon
Should
Be
Well
Founded
And
Agreed
18
L-‐1
Typical
Causes
of
Project
Failure
• STARTING
-‐
Failure
To
Put
A
Dra[
Plan
Together
In
Time
To
Review
It
Fully
With
Peers
And
Academics
L-‐1
The
Triple
Constraint
of
Project
Management
• It
is
the
project
manager’s
duty
to
balance
these
three
oJen-‐
compe;ng
goals.
20
L-‐1
The
Triple
Constraint
of
Project
Management
22
L-‐1
Project
Management
Project
Management
Technical People
L-‐1
How
to
Get
Started
• Start
with
the
essence
of
what
you
are
trying
to
do
• Draw
a
block
diagram
of
your
system
24
L-‐1
Mechanism
of
Planning
• Define
project
objec;ve
• Define
work
breakdown
structure
(WBS)
L-‐1
Some
Estimation
Considerations
• Completeness
in
defini;on
of
tasks
and
interfaces
• Time
for
mee;ngs
and
communica;ons
L-‐1
Closing
Summary
• Project
Management
–
Lead
an
endeavor
• Planning
is
a
map,
a
guide,
especially
for
a
team
L-‐1
Suggested
Steps,
cont.
• Refine
detailed
task
list,
dropping/
combining,
adding
things
omijed
29
L-‐1
Suggested
Steps,
cont.
Organize
task
groups
roughly
by
star;ng
date
L-‐1
Suggested
Steps,
cont.
As
project
progresses:
• Monitor,
record
progress
on
all
tasks,
at
least
weekly
–
use
31
L-‐1
Project
Stakeholders
Stakeholders
are
the
people
involved
in
or
affected
by
project
ac;vi;es.
32
L-‐1
Stakeholders are people too
• Senior managers who define the business issues that often
have significant influence on the project.
L-‐1
9
Project
Management
Knowledge
Areas
• Knowledge
areas
describe
the
key
competencies
that
project
managers
must
develop.
34
L-‐1
Project
Management
Framework
L-‐1
Project
Management
Tools
and
Techniques
• Project
management
tools
and
techniques
assist
project
managers
36
L-‐1
How
Project
Management
Relates
to
Other
Disciplines
• Much of the knowledge needed to manage projects is
37
L-‐1
Project
Portfolio
Management
• Many
organiza;ons
support
an
emerging
business
strategy
of
project
porcolio
management:
38
L-‐1
Project
Success
Factors*
1.
Execu;ve
support
7.
Firm
basic
requirements
L-‐1
Sample Gantt Chart
L-‐1
The
Project
Management
Profession
• Professional
socie;es
such
as
the
Project
Management
Ins;tute
(PMI)
have
grown
significantly.
43
L-‐1
Project
Management
CertiRication
• PMI
provides
cer;fica;on
as
a
Project
Management
Professional
(PMP).
44
L-‐1
Growth
in
PMP
CertiRication,
1993-‐2003
80,000 76,550
40,000 40,343
30,000 27,052
20,000 18,184
10,000 6,415
10,086
4,400
1,900 2,800
0 1,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 45
Year
L-‐1
Ethics
in
Project
Management
• Ethics
is
an
important
part
of
all
professions.
46
L-‐1
You
Can
Apply
Project
Management
to
Many
Areas
• Project management applies to work as well as personal
projects
47
L-‐1
The
Project
Manager
48
L-‐2
Project
and
Program
Managers
• Project
managers
work
with
project
sponsors,
project
teams,
and
other
people
involved
in
projects
to
meet
project
goals.
L-‐2
Functional Manager Project Manager
In charge of 1 functional Oversee many functional
dept. areas
Specialist in the area they Generalist-wide b.ground of
manage experience and knowledge
L-‐2
PM
Career
Path
• Par;cipa;on
in
small
and
then
larger
project
• Give
command
over
small
and
large
project
52
L-‐2
The
Triple
Constraint
• Every
project
is
constrained
in
different
ways
by
its:
• It
is
the
project
manager’s
duty
to
balance
these
three
oJen-‐
compe;ng
goals.
53
L-‐2
Project
Success
54
L-‐2
Project
Failure
55
L-‐2
Project
Manager’s
Job
Description
• Job
descrip;ons
vary,
but
most
include
responsibili;es
such
as
planning,
scheduling,
coordina;ng,
and
working
with
people
• Remember
that
97
percent
of
successful
projects
were
led
by
experienced
project
managers.
56
L-‐2
Scope
Management
• Primarily
it
is
the
definition
and
control
of
what
IS
and
57
L-‐2
Issue
Management
• Issues
are
restraints
to
accomplishing
the
deliverables
of
the
project.
Resources Budget
people
equipment
materials
59
Quantities
L-‐2
Quality
Management
• Quality
Management
is
the
process
that
insure
the
project
will
meet
the
needs
60
L-‐2
Communica;ons
Management
• This
process
is
necessary
to
ensure
timely
and
appropriate
generation,
collection,
dissemination,
61
L-‐2
Risk
Management
• Risk
identification
and
mitigation
strategy
• Risk
update
and
tracking
62
Tree – location, accessibility, Weather
ownership L-‐2
Change
Control
Management
• Define
how
changes
to
the
project
Schedule changes 63
All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes L-‐2
Project
Manager
• Responsible
for
implemenFng
and
compleFng
the
project
64
L-‐2
PM
Task
of
Synthesis
At the beginning you should ask yourself these questions
• Why is the product being developed?
L-‐2
Role
of
a
Project
Manager
Process People
Responsibilities Responsibilities 66
L-‐2
Fifteen
Project
Management
Job
Functions*
• Define
scope
of
project.
• Evaluate
project
requirements.
• Iden;fy
and
evaluate
risks.
L-‐2
Project
Mgr
Responsibilities
• Parent
organiza;on
• Project
&
client
69
L-‐2
Responsibilities
to
Parent
Company
• Proper
conserva;on
of
resources
L-‐2
Responsibilities
to
the
Project
• Preserve
integrity
of
the
project
• Resolve
conflic;ng
demands
made
by
many
par;es
–
71
L-‐2
Responsibilities
to
Project
Team
Members
• Finite
nature
of
the
project
• Specialized
nature
of
the
team
72
L-‐2
Suggested
Skills
for
Project
Managers
73
L-‐2
Suggested
Skills
for
Project
Managers
• Hard
skills
include
product
knowledge
and
knowing
how
to
use
various
project
management
tools
and
techniques.
• So[ skills include being able to work with various types of people.
74
L-‐2
Suggested
Skills
for
Project
Managers
• CommunicaFon
skills:
Listens,
persuades.
75
L-‐2
Good
Project
Management
Skills
L-‐2
Most
SigniRicant
Characteristics
Project
Managers
Effective Project Managers Ineffective Project Managers
• Leadership by example • Sets bad example
78
L-‐2
Importance
of
Leadership
Skills
• Effec;ve
project
managers
provide
leadership
by
example.
79
L-‐2
PM’s job as a leader
• The MOI Model
81
L-‐2
Special
Demands
on
the
Project
Manager
• Acquiring
Adequate
Resources
• Acquiring
and
Mo;va;ng
Personnel
82
L-‐2
Acquiring
Adequate
Resources
• Human
resource,
material,
machine,
subcontractors,
consultants,
space,
u;li;es
83
L-‐2
Acquiring
Personnel
• Top
producers
and
high
skill
• Challenge
and
variety
in
project
L-‐2
Motivating People
• Use monetary rewards cautiously
• Use intrinsic rewards
85
L-‐2
Dealing
With
Obstacles
• Bejer
planning,
fewer
crises
• Project
incep;on
–
resources
86
L-‐2
Problem-‐Solving
Skills
Be
a
good
problem
solver
Start
with
the
early
iden;fica;on
of
a
problem
or
poten;al
87
L-‐2
Ability
to
Handle
Stress
Must
be
able
to
handle
the
stress
Remain
calm
88
L-‐2
Making
Project
Goal
Trade-‐offs
• Trade-‐offs
–
cost,
;me,
performance
• Technical
and
managerial
func;ons
89
L-‐2
Breadth
of
Communication
• Top
management,
func;onal
department,
clients,
suppliers,
authori;es,
subcontractors
L-‐2
Ability
to
Develop
People
Train
and
develop
the
project
team
Believe
that
all
individuals
are
valuable
91
L-‐2
Communica;on
Skills
Be
good
communicators
Communicate
and
share
informa;on
92
L-‐2
Interpersonal
Skills
Develop
a
rela;onship
with
each
team
member
Maintain
interpersonal
rela;onships
for
dura;on
of
the
93
L-‐2
Negotiation
Employ
nego;a;ng
skills
in
interac;ons
Develop
a
trus;ng
rela;onship
with
the
other
person
94
L-‐2
Time
Management
Skills
Manage
;me
well
Have
self-‐discipline
95
L-‐2
Selecting
the
Project
Manager
• Strong
technical
background
• Hard-‐nosed
manager
L-‐2
Common-Sense Approach to Projects
• Start on the right foot. This is accomplished by working hard (very hard) to
understand the problem that is to be solved and then setting realistic
objectives and expectations.
L-‐2
Developing
the
Skills
Needed
to
Be
a
Project
Manager
Gain
experience
—
work
on
as
many
projects
as
you
can;
each
project
presents
a
learning
opportunity
98
L-‐2
Developing
the
Skills
Needed
to
Be
a
Project
Manager
(Cont.)
Par;cipate
in
training
programs
99
L-‐2
Cri;cal
Success
Factors
Successful
project
managers
accept
responsibility
for
making
sure
the
customer
is
sa;sfied
and
the
work
scope
is
completed
in
a
quality
manner,
within
budget,
and
on
;me.
L-‐2
Cri;cal
Success
Factors
(con;nued)
Successful
project
management
requires
a
parFcipaFve
and
consultaFve
leadership
style
in
which
the
project
manager
provides
guidance
and
coaching
to
the
project
team.
The
effec;ve
project
manager
does
not
tell
people
how
to
do
their
jobs.
L-‐2
Cri;cal
Success
Factors
(con;nued)
Good
project
managers
spend
more
Fme
listening
than
talking.
They
listen
to
the
needs
expressed
by
the
customer
and
the
ideas
and
concerns
expressed
by
the
project
team.
L-‐2
Define success and failure
• Be confident, trust
yourself for success!
103
L-‐2