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(Introduction)
Instructors Introduction
Muhammad Shahid M.B.A. (MIS) Institute of Business Administration B.E. (Mech.) NED University of Engineering and Technology MCSE (2000/2003) MCDBA (SQL 2000) SCJP
Work experience with Siemens Pakistan Novartis Pharma Pakistan Limited Microsoft Canada NCR Canada Sui Southern Gas Company Limited
What is a Project?
A complex, non-routine, one-time effort limited by time, budget, resources and performance specifications designed to meet customer needs.
Keywords: (complex, non-routine, one-time, budget, resources, performance specifications, customer needs)
Temporary An established / well defined objective Unique Products, Services or Results A defined life span with a beginning and an end Usually involves several departments and professionals (human and other resources, such as, material, equipment, supplies, etc.) Typically doing something that has never been done before Specific time, cost and performance requirements Progressive elaboration
Major Characteristics of a Project A Defined Life Span with a Beginning And An End
Because there is a specific objective, projects have a defined endpoint, which is contrary to the ongoing duties and responsibilities of traditional jobs. Individuals move from one project to the next as opposed to staying in one job.
Major Characteristics of a Project Usually the Involvement of Several Departments and Professionals
Unlike much organizational work that is segmented according to functional specifications, projects typically require the combined efforts of a variety of specialists. Instead of working in separate offices under separate managers, project participants work closely together under the guidance of project manager to complete the project.
Major Characteristics of a Project Typically Doing Something That Has Never Been Done Before
It is not routine and involves unique elements to some degree.
Many thousands of office buildings have been developed, but each individual facility is unique different owner, different design, different location, different contractor and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work.
Risk
Quality
Customer Satisfaction
Examples of Projects
Developing a new product / service Organizational restructuring Designing a new transportation vehicle Developing / acquiring a new information system Constructing a building / facility Building a water system for a community Running a campaign for a political party Implementing new business processes
What is Not a Project? Not an everyday work, routine, or repetitive work. Ordinary daily work typically requires doing the same or similar work over and over, while a project is done only once at the end of which a new project / service exists. Operations are ongoing and repetitive while projects are temporary and unique.
Project terminates when it attains its objectives. While purpose of ongoing operation is to sustain business.
Projects and Strategic Planning Projects are utilized as a means of achieving an organizations strategic plan. Typically authorized as a result of one or more of the following activities: Market Demand Organizational Need Customer Request Technological advance Legal Requirements
Project Management Application of knowledge, skills, tools and techniques that allows you to deliver projects that are:
On time
On budget
According to Specifications
Project Management Standish Group conducted a study in 2004, according to which, only 34% of the projects are successful.
Project Management
Accomplished through the application and integration of the project management process groups of: Initiating (2) Planning (21) Executing (7) Monitoring and Control (12) Closing (2)
Numbers in bracket represent no. of processes in the process group Process is a series of actions that brings about a result.
Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders
Project Management
Project Management
Project Management Provides people with a powerful set of tools that improves their ability to plan, implement and manage activities to accomplish specific organizational objectives. Results-oriented management style that places a premium on building collaborative relationships among a diverse group of people.
Scope
Risk Quality
Time
Procurement Human Resource
Cost
Communication
These 9 knowledge areas are applied through 5 process groups. Structured and controlled application of knowledge areas
Process Groups
Initiating
Cost Management
1. Cost Estimating 2. Cost Budgeting 3. Cost Control x x x
Quality Management
1. Quality Planning 2. Perform Quality Assurance 3. Perform Quality Control Project Human Resource Management 1. Human Resource Planning 2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team Project Communication Management 1. Communications Planning 2. Information Distribution 3. Performance Reporting 4. Manage Stakeholders x x x x x x x x x x x
Project Management
Project Management appears to be ideally suited for a business environment requiring accountability, flexibility, innovation, speed, and continuous improvement. Not restricted to specialists. Managing projects are often a vital part of everyones job.
Differences
Primarily lie in scope and time horizons.
Program is a series of coordinated, related, multiple projects that continue over extended time intended to achieve a goals. It is a higher level group of projects targeted at a common goals.
Example: Americas space program
Project Project X A
Project B
Project Y
Program
Project Manager
Plan, schedule, motivate and control. Project manager manages temporary, nonrepetitive activities and frequently acts independently of the formal organization. Marshal the resources to complete a fixed-life project on time, on budget, and within specifications. Direct link to the customer and must manage the interface between customer expectations and what is feasible and reasonable. Provide direction, coordination, and integration to the project team, which is often made up of part-time participants loyal to their functional departments.
Project Manager
Responsible for performance
Ensure that appropriate trade-offs are made between the time, cost and performance requirements of the project.
They must orchestrate the completion of the project by inducing the right people, at the right time, to address the right issues and make right decisions.
It is essential that once the project is closing, you must have processes in place to return the resources back to corporate asset pool so that they can be redeployed to other projects.
Global competition Knowledge explosion Corporate downsizing Increased customer focus Rapid development of third world and closed economies
Page 7 11 of Gray & Larson
Rapid expansion of the Project Management Institute (PMI) International, not-for-profit group of volunteers focused on assimilation and delivery of project management best practices 230,000 members, 251 chapters, 160,000 PMPs Certifications offered are: PMP, CAPM, PgMP, OPM3 (Accessor and consultants) www.pmi.org Increased Number of Project Management Professionals (PMPs)
Specific Interest Groups (SIGs) for people in different industries to share ideas about managing projects in their areas of interest, such as, aerospace, automotive, construction, engineering, information technology, financial services, pharmaceuticals and telecommunications.
An Integrative Approach to Project Management Integration of projects with the strategic plan of the organization
Strategies are typically implemented through projects. There are usually more projects proposed than there are resources The key is selecting from the many proposals those projects that make the largest and most balanced contribution to the objectives and strategies and thus the customers of the organization. This means prioritizing projects so that scarce resources are allocated to the right project. Once the project has been selected for implementation, the focus switches to the project management process that sets the stage for how the project will be implemented or delivered.
Effective communication Influencing the organization Leadership Motivation Negotiation Conflict management Problem solving Interpersonal Skills
Functional department / supporting disciplines Technical elements Management specialization Industry groups
Financial management / accounting Purchasing / procurement Sales / marketing Contracts and commercial law Manufacturing / distribution Logistics / supply chain Strategic / tactical / operational planning Human resource management Health and safety practices Information technology
Strategic Plan
Portfolio
Collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
Program
Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
Project
Subproject
Projects are frequently divided into more manageable components / subprojects, although the individual subprojects can be referred to as projects and managed as such.
Important Point
Principles of project management are the same, no matter your industry or specialty. However, dont fell into the A project is a project is a project! syndrome. You will be much more successful if you actually understand the industry in which you are practicing. The project management team is responsible for determining what is appropriate for any given project.
Stakeholders
Anyone who is actively involved in, is affected by, or is in a position to exert influence on, the project. Project Manager Customers / Users Performing Organization Project Team Members Project Management Team Project Sponsor Influencers PMO Secondary Stakeholders, such as, community, government.
One of the management skills you need is to be able to develop consensus. Another is the capacity to accept decisions that may not be to your liking. Project manager must identify stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure successful project.
Stakeholders
Managing Stakeholders
Determine all the stakeholders Determine all of their requirements and expectations Manage and influence the stakeholders involvement. Get them to sign off that the requirements are finalized. Assess their knowledge and skills. Analyze the project to make sure their needs will be met. Let them know what requirements will and what requirements will not be met and why Get and keep them involved in the project through assigning them project work such as the role of risk response owners Use them as experts Make sure the project communicates to them what they need to know, when they need to know it Involve them, as necessary, in change management and approval Involve them in the creation of lessons learned Get their sign-off and formal acceptance during project or project phase closing.
Stakeholders
Other Methodologies
In the UK, the government has sponsored through the Central Computer and Telecommunication Agency, CCTA, a set of procedures called PRINCE, which has, after several years been revised to PRINCE 2. CCTA is the owner of PRINCE. PRINCE stands for PRojects IN Controlled Environments. PRINCE, the earlier version, was designed primarily for IT projects, but it soon became apparent, however, that the method was applicable to projects outside the IT industry, and PRINCE 2 makes no specific reference to IT development.
Other Methodologies
0 Select project
Select Project
Review
10
Allocate resources
Allocate resources
Execute plan