logging in or signing up Introduction-to-project-management monamrit Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: Embed: Flash iPad Dynamic Copy Does not support media & animations Automatically changes to Flash or non-Flash embed WordPress Embed Customize Embed URL: Copy Thumbnail: Copy The presentation is successfully added In Your Favorites. Views: 1419 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: January 03, 2011 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: monamrit (29 month(s) ago) thank U Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 1: Introduction to Project Management 1What is Management?: What is Management? Management may involve: Planning - deciding what is to be done Organizing - making arrangement Staffing - selecting the right people Directing - giving instructions Monitoring - checking on progress Controlling - taking action to remedy hold-ups 2What is a Project?: What is a Project? A project is a temporary endeavor undertaken to produce a unique product or service Temporary – Definitive beginning and end Unique – New undertaking, unfamiliar ground Temporary Unique Characteristics of Projects 3What is a Project? .....: What is a Project? ..... A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Attributes of projects Unique purpose Non-routine tasks are involved Temporary Planning is required Specific objectives are to be met or a specified project is to be created The project has a pre-determined time span 4What is a Project? (Cont.): What is a Project? (Cont.) More attributes Work is carried out for someone other than yourself Work require resources, often from various areas or involve several specializes Work is carried out in several phases The resources that are available for use on the project are constrained Should have a primary sponsor and/or customer Project can be large or small and take a short or long time to complete Involve uncertainty 5Slide 6: 6Project Success: Project Success Customer Requirements satisfied/exceeded Completed within allocated time frame Completed within allocated budget Accepted by the customer 7Project Failure: Project Failure Scope Creep Poor Requirements Gathering Unrealistic planning and scheduling Lack of resources 8Triple Contraint: Triple Contraint Quality Scope Time Cost 9Triple Contraint: Triple Contraint Increased Scope = increased time + increased cost Tight Time = increased costs + reduced scope Tight Budget = increased time + reduced scope. 10The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: 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? How will the scope be verified? Time : How long should it take to complete the project? What is the project’s schedule? How will the team track actual schedule performance? Who can approve changes to the schedule? 11The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: Cost : What should it cost to complete the project? What is the project’s budget? How will costs be tracked? Who can authorize changes to the budget? It is the project manager’s duty to balance these three often competing goals. 12The Triple Constraint of Project Management: The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! 13What is Project Management: What is Project Management Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project. 14Project Stakeholders: Project Stakeholders Stakeholders are the people involved in or affected by project activities. 15Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Owners Management and buyers Engineers and end users Business departments —managers Business departments—staff Marketing and sales Finance Production and manufacturing 16Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Participants (Full-time and part-time) Project manager Project team Support staff Quality team/configuration team/maintenance team MIS help desk/network operations Contractors and third parties Suppliers 17Project Management Framework: Project Management Framework 18Key Areas of Project Management: Key Areas of Project Management Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management 19Scope Management: Scope Management Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion. Primarily it is the definition and control of what IS and IS NOT included in the project. 20Issue Management: Issue Management Issues are restraints to accomplishing the deliverables of the project. Issues are typically identified throughout the project and logged and tracked through resolution. In this section of the plan the following processes are depicted: Where issues will be maintained and tracked The process for updating issues regularly The escalation process The vehicle by which team members can access documented issues 21Issue Management: Issue Management Rope not thick Issue… already impacting the cost, time or quality 22Cost Management: Cost Management This process is required to ensure the project is completed within the approved budget and includes: Resource Planning - The physical resources required (people, equipment, materials) and what quantities are necessary for the project Budget Budget estimates Baseline estimates Project Actuals 23Quality Management: Quality Management Quality Management is the process that insure the project will meet the needs via: Quality Planning, Quality Assurance, and Quality Control Clearly Defined Quality Performance Standards How those Quality and Performance Standards are measured and satisfied How Testing and Quality Assurance Processes will ensure standards are satisfied Continuous ongoing quality control 24Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information 25Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using: Communications planning Information Distribution Performance Reporting Define the schedule for the Project Meetings, Status Meetings and Issues Meetings to be implemented 26Risk Management: Risk Management Risk identification and mitigation strategy Risk update and tracking When\if new risks arise Tree – location, accessibility, ownership Weather Risk… POTENTIAL negative impact to project 27Change Control Management: Change Control Management Define how changes to the project scope will be executed Scope Change Schedule changes Technical Specification Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes 28Change Control Management: Change Control Management Define how changes to the project scope will be executed Formal change control is required for all of the following Scope Change Schedule changes Technical Specification Changes Training Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes 29Project Life Cycle: Project Life Cycle 30Initiation Phase: Initiation Phase Define the need Return on Investment Analysis Make or Buy Decision Budget Development 31Definition Phase: Definition Phase Determine goals, scope and project constraints Identify members and their roles Define communication channels, methods, frequency and content Risk management planning 32Planning Phase: Planning Phase Resource Planning Work Breakdown Structure Project Schedule Development Quality Assurance Plan 33Work Breakdown Structure: Work Breakdown Structure For defining and organizing the total scope of a project First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. Subsequent levels - represent 100% of the scope of their parent node 34Implementation Phase: Implementation Phase Execute project plan and accomplish project goals Training Plan System Build Quality Assurance 35Deployment Phase: Deployment Phase User Training Production Review Start Using 36Closing Phase: Closing Phase Contractual Closeout Post Production Transition Lessons Learned 37Role of a Project Manager: Role of a Project Manager Process Responsibilities People Responsibilities Project issues Disseminating project information Mitigating project risk Quality Managing scope Metrics Managing the overall work plan Implementing standard processes Establishing leadership skills Setting expectations Team building Communicator skills 38Advantages of Using Formal Project Management : Advantages of Using Formal 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. Higher worker morale (less stress). 39Nine Project Management Knowledge Areas: Nine Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop. Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality). Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). One knowledge area (project integration management) affects and is affected by all of the other knowledge areas. 40Project Management Tools and Techniques: Project Management Tools and Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management. Specific tools and techniques include: Project Charters, scope statements (scope). Gantt charts, network diagrams, critical path analysis, (time). Cost estimates and earned value management (cost). 41Super Tools: Super Tools “Super tools” are those tools that have high use and high potential for improving project success, such as: Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports Tools already extensively used that have been found to improve project importance include: Progress reports Kick-off meetings Gantt charts Change requests 42Project Success: Project Success There are several ways to define project success The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy. 43Project Success Factors: Project Success Factors 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, and competent staff 44Suggested Skills for Project Managers: Suggested Skills for Project Managers Project managers need a wide variety of skills. They should: Be comfortable with change. Understand the organizations they work in and with. Lead teams to accomplish project goals. 45Suggested Skills for Project Managers (Cont.): Suggested Skills for Project Managers (Cont.) The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills 46 Ten Most Important Skills and Competencies for Project Managers: Ten Most Important Skills and Competencies for Project Managers People skills Leadership Listening Integrity, ethical behavior, consistent Strong at building trust Verbal communication Strong at building teams Conflict resolution, conflict management Critical thinking, problem solving Understands, balances priorities 47 You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Introduction-to-project-management monamrit Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: Embed: Flash iPad Dynamic Copy Does not support media & animations Automatically changes to Flash or non-Flash embed WordPress Embed Customize Embed URL: Copy Thumbnail: Copy The presentation is successfully added In Your Favorites. Views: 1419 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: January 03, 2011 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: monamrit (29 month(s) ago) thank U Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 1: Introduction to Project Management 1What is Management?: What is Management? Management may involve: Planning - deciding what is to be done Organizing - making arrangement Staffing - selecting the right people Directing - giving instructions Monitoring - checking on progress Controlling - taking action to remedy hold-ups 2What is a Project?: What is a Project? A project is a temporary endeavor undertaken to produce a unique product or service Temporary – Definitive beginning and end Unique – New undertaking, unfamiliar ground Temporary Unique Characteristics of Projects 3What is a Project? .....: What is a Project? ..... A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Attributes of projects Unique purpose Non-routine tasks are involved Temporary Planning is required Specific objectives are to be met or a specified project is to be created The project has a pre-determined time span 4What is a Project? (Cont.): What is a Project? (Cont.) More attributes Work is carried out for someone other than yourself Work require resources, often from various areas or involve several specializes Work is carried out in several phases The resources that are available for use on the project are constrained Should have a primary sponsor and/or customer Project can be large or small and take a short or long time to complete Involve uncertainty 5Slide 6: 6Project Success: Project Success Customer Requirements satisfied/exceeded Completed within allocated time frame Completed within allocated budget Accepted by the customer 7Project Failure: Project Failure Scope Creep Poor Requirements Gathering Unrealistic planning and scheduling Lack of resources 8Triple Contraint: Triple Contraint Quality Scope Time Cost 9Triple Contraint: Triple Contraint Increased Scope = increased time + increased cost Tight Time = increased costs + reduced scope Tight Budget = increased time + reduced scope. 10The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: 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? How will the scope be verified? Time : How long should it take to complete the project? What is the project’s schedule? How will the team track actual schedule performance? Who can approve changes to the schedule? 11The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: Cost : What should it cost to complete the project? What is the project’s budget? How will costs be tracked? Who can authorize changes to the budget? It is the project manager’s duty to balance these three often competing goals. 12The Triple Constraint of Project Management: The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! 13What is Project Management: What is Project Management Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project. 14Project Stakeholders: Project Stakeholders Stakeholders are the people involved in or affected by project activities. 15Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Owners Management and buyers Engineers and end users Business departments —managers Business departments—staff Marketing and sales Finance Production and manufacturing 16Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Participants (Full-time and part-time) Project manager Project team Support staff Quality team/configuration team/maintenance team MIS help desk/network operations Contractors and third parties Suppliers 17Project Management Framework: Project Management Framework 18Key Areas of Project Management: Key Areas of Project Management Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management 19Scope Management: Scope Management Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion. Primarily it is the definition and control of what IS and IS NOT included in the project. 20Issue Management: Issue Management Issues are restraints to accomplishing the deliverables of the project. Issues are typically identified throughout the project and logged and tracked through resolution. In this section of the plan the following processes are depicted: Where issues will be maintained and tracked The process for updating issues regularly The escalation process The vehicle by which team members can access documented issues 21Issue Management: Issue Management Rope not thick Issue… already impacting the cost, time or quality 22Cost Management: Cost Management This process is required to ensure the project is completed within the approved budget and includes: Resource Planning - The physical resources required (people, equipment, materials) and what quantities are necessary for the project Budget Budget estimates Baseline estimates Project Actuals 23Quality Management: Quality Management Quality Management is the process that insure the project will meet the needs via: Quality Planning, Quality Assurance, and Quality Control Clearly Defined Quality Performance Standards How those Quality and Performance Standards are measured and satisfied How Testing and Quality Assurance Processes will ensure standards are satisfied Continuous ongoing quality control 24Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information 25Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using: Communications planning Information Distribution Performance Reporting Define the schedule for the Project Meetings, Status Meetings and Issues Meetings to be implemented 26Risk Management: Risk Management Risk identification and mitigation strategy Risk update and tracking When\if new risks arise Tree – location, accessibility, ownership Weather Risk… POTENTIAL negative impact to project 27Change Control Management: Change Control Management Define how changes to the project scope will be executed Scope Change Schedule changes Technical Specification Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes 28Change Control Management: Change Control Management Define how changes to the project scope will be executed Formal change control is required for all of the following Scope Change Schedule changes Technical Specification Changes Training Changes All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes 29Project Life Cycle: Project Life Cycle 30Initiation Phase: Initiation Phase Define the need Return on Investment Analysis Make or Buy Decision Budget Development 31Definition Phase: Definition Phase Determine goals, scope and project constraints Identify members and their roles Define communication channels, methods, frequency and content Risk management planning 32Planning Phase: Planning Phase Resource Planning Work Breakdown Structure Project Schedule Development Quality Assurance Plan 33Work Breakdown Structure: Work Breakdown Structure For defining and organizing the total scope of a project First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. Subsequent levels - represent 100% of the scope of their parent node 34Implementation Phase: Implementation Phase Execute project plan and accomplish project goals Training Plan System Build Quality Assurance 35Deployment Phase: Deployment Phase User Training Production Review Start Using 36Closing Phase: Closing Phase Contractual Closeout Post Production Transition Lessons Learned 37Role of a Project Manager: Role of a Project Manager Process Responsibilities People Responsibilities Project issues Disseminating project information Mitigating project risk Quality Managing scope Metrics Managing the overall work plan Implementing standard processes Establishing leadership skills Setting expectations Team building Communicator skills 38Advantages of Using Formal Project Management : Advantages of Using Formal 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. Higher worker morale (less stress). 39Nine Project Management Knowledge Areas: Nine Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop. Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality). Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). One knowledge area (project integration management) affects and is affected by all of the other knowledge areas. 40Project Management Tools and Techniques: Project Management Tools and Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management. Specific tools and techniques include: Project Charters, scope statements (scope). Gantt charts, network diagrams, critical path analysis, (time). Cost estimates and earned value management (cost). 41Super Tools: Super Tools “Super tools” are those tools that have high use and high potential for improving project success, such as: Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports Tools already extensively used that have been found to improve project importance include: Progress reports Kick-off meetings Gantt charts Change requests 42Project Success: Project Success There are several ways to define project success The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy. 43Project Success Factors: Project Success Factors 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, and competent staff 44Suggested Skills for Project Managers: Suggested Skills for Project Managers Project managers need a wide variety of skills. They should: Be comfortable with change. Understand the organizations they work in and with. Lead teams to accomplish project goals. 45Suggested Skills for Project Managers (Cont.): Suggested Skills for Project Managers (Cont.) The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills 46 Ten Most Important Skills and Competencies for Project Managers: Ten Most Important Skills and Competencies for Project Managers People skills Leadership Listening Integrity, ethical behavior, consistent Strong at building trust Verbal communication Strong at building teams Conflict resolution, conflict management Critical thinking, problem solving Understands, balances priorities 47