Project Management

1. What is Project Management

Week 1
 Turn your phones off

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Welcome
2 parts
Intro – who am I, what we’ll be doing this semester,
assessments
About projects – The Project Management Framework
 First

1st
Form into 12 Groups
Revision Groups
 Second

2nd
Your motivation
Who wants to be a project
manager?
Why?
Who wants to work with a
project manager?
When? Where? How?
 A walk through the course outline

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The textbook

Gray, C., & Larson, E. (2006).

Project management – The
managerial process (3rd ed.). NY:
McGraw-Hill. 658.404 G791p3     
Weeks Project Management Framework
1–3 Project Selection and Portfolio Management
Project Management Plans

Weeks Managing Project Change

4–6 Project Marketing
Project Leadership

Weeks Managing Project Teams

7–9 Project Conflict Management
Performance Management

Weeks Global IT Project Management

10 – 12 Current Issues in Project Management

Week 13 Revision
 Assessment Task Release Due Date Weighting Task Type
Date

Tutorial Weekly Weeks 1-11 10% A

Participation
Team Project Week 2 Week 5, 10% A
Proposal (Stage-1) Wednesday 20th
August 4pm
Team Project Week 2 Week 8, 15% A
Proposal (Stage-2) Wednesday 10th
September 4pm
Team Report Week 7 Week 11, 15% A
Wednesday 1st
October 4pm
Final Examination End of semester 50% B
View
> Notes Page
 Week 1

The Project Management

Framework
 8 things you want to know

– What is a Project?
– Process Groups
– The Triple Constraint
– What is Project Management?
– The Project Manager
– Importance of Project Management
– Project Management Framework
– Integrated Approach
 1. What is a Project?

Beginning Middle End

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

A definition:
“A temporary endeavor
Beginning undertaken to accomplish
Middle End a
unique purpose”
 1994
31% Critical 53% 16%
Failures Challenged Success

Not even Typically

completed 189% over OTOBOS
budget

Source: CHAOS Report 1995 by the Standish Group

Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf

1 2 3 4 5 6 7 8
1998 200K

2001 300K

2002 500K

2007 ??

More & more IT projects are starting each year

 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
 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
 What a project isn’t
No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
Projects v Not Projects
 Process Groups

Initiate

Plan
Monitor &
Control
Close
Implement

All projects typically go through these five processes

 Step 1 Step 2 Step 3 Result

inputs activity outputs

A process is a series of actions directed towards a

particular result.
Figure 1.1 Project Life Cycle
(Gray & Larson, 2006, p6)
 PMI and the PMBOK

www.pmi.org
PMP certification
Google PMBOK.pdf
 Project Management Head office Number of members
Organisation

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)

3. The Triple Constraint
Time

Scope Cost

Also known as the IRON TRIANGLE

Figure 1.1 Triple Constraint of Project Management
(Schwalbe, 2006, p8)
The Quadruple Constraint
Time

Quality

Scope Cost

Warning: Quality has many definitions

4. What is Project Management?

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
 stakeholders Performing
Organisation

stakeholders
Client - Sponsor

Project Manager

stakeholders Project Team

stakeholders
 5. The Project Manager

Week 6 – Leading Teams

Week 7 – Managing Teams
(Schwalbe, 2006, p17)
(Schwalbe, 2006, p22)
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
7. Project Management Framework
Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

The PMBOK’s 9 Knowledge areas

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

 Sponsor &
Supporters

Suppliers Project Team Customers

Opponents
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

The PMBOK’s 9 Knowledge areas

 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Time Management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Cost management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Scope Management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Quality Management
 Remember this?

The first four knowledge areas are Core Functions

 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

The next four knowledge areas are Facilitating Processes

 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

HR Management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Risk Management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Communications Management
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Procurement Management
 HR
Contract staff Management

?
Procurement
Management
What knowledge area do
contract labourers fall into?
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

Integration Management – pulling it all together

 What if it’s not Integrated?
Time Scope
Management Cost Management
Management

Integration
Management
Quality
Management HR Management

Procurement
Communication Management
Management

Risk
Management
Figure 1.2 Integrated Management of Projects
(Gray & Larson, 2006, p13)
 Technical skills People Skills

Budgeting, Scheduling, Leading, Motivating,

Documenting Listening, Empathising

Which ones are most important for projects?

Figure 1.3 Technical and Sociocultural Dimensions of Project Management
(Gray & Larson, 2006, p13)
 BetterProjects.net

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