Project and Change Management Week 1

Lecture 1: Introduction

Course Details
Contact - cosuilleabhain@gmail.com Monday and Wednesday 18:30 19:30 all contact time lectures and labs Continuous assessment 1 assignment 50 % submitted via webcourses Website http://pmcmnotes.com all lecture notes here

Books/ Websites /Journals

Main book: Project Management Institute (2004), Guide to the Project Management Body of Knowledge, third edition, PMI press. In library or available at http://www.peoplelogicsoftware.com/products/project_management_guide.htm Other Books : Steve McConnell Rapid Development , More Software Orientated Harold Kerzner; Project management A systems approach to planning, scheduling and controlling Very detailed good reference book

Websites: The Project Managers Homepage, http://www.allpm.com Project Management Institute, http://www.pmi.org
Journals: International Journal of Project Management, Elsevier Ltd and the International Project Management Association (IPMA). IBM Systems Journal, IBM Corporation/IBM Journals Project Management Journal, Project Managers Institute.

Overview of course- Overview of Project Management

What are the characteristics of projects? What is Project Management? A history of project management Project management in the context of the permanent organisation Interactions - stakeholders Project Management tools

Project Management for Information technologies

Categories of information technology projects Failure and reasons for failure

Project Lifecycle
Project Phases Characteristics of different phases of project life cycle Completion of phase marked by deliverable Primary software phases Types of software lifecycles

Methodologies
Traditional methodologies e.g. PRINCE2 (PRojects IN Controlled Environments), PMBOK Guide Non traditional e.g. agile methodologies, rapid development

Project Organisation
Customers of the project Project position within organisation Project manager roles and responsibilities Project skills requirement Communication

Project Evaluation
Evaluation criteria; functional, cost, time Transition to operations Customer satisfaction measurement

Planning and Management

Estimating and planning techniques; critical path analysis; WBS, Gantt charts Milestone identification, project estimating techniques

Control documentation
Project Reporting Cost management - cost estimating, cost control, cost budgeting

Change Management
Causes of change Requirements creep Change Control Change Control Board Regression Testing

Project Management in PMBOK guide Project Management Institute

Structures PM by
A) Processes B) Knowledge Areas

Processes. 2 types
1. PM processes: describing and organizing the work of the project 2. Product-oriented processes: specifying and building the projects product

PMIs 9 Knowledge areas

Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement

Project Integration management

Includes the processes required to ensure the various element of the project are properly coordinated Project plan development Project plan execution Integrated change control

Project Scope Management

Is concerned with defining and controlling what is or is not in the project Ensures that the project contains all of the work required And only the work required to complete the project successfully

Project Time Management

This is the name given to the collection of the processes required to ensure timely completion of a project Establishes and maintains the appropriate C allocation of time By planning, estimating, scheduling, trending and schedule control Through the successive stages of the projects natural life-span i.e. definition, concept, execution and finishing

Cost Management
Is the controlling of costs as they apply to the project. It includes the estimation of costs, cash flows, direct and indirect costs and costs associated with the project life cycle

Quality Management
Quality Management Definition
Processes required to ensure the project will satisfy the needs for which it is was undertaken

It includes
Quality planning Quality assurance Quality Control

Human Resource Management

Team Building, Team Management, Team Models Role responsibility, Power and authority Leadership Managing conflict

Communications Management
A subset of project management that includes the processes required to ensure the proper dissemination of project information. It consists of
Communication planning Information distribution Performance Reporting Administrative closure

Risk Management
Risk Management
Types of risk: schedule, cost, requirements, personnel

Risk Identification Risk Analysis

Risk Exposure (RE = Prob. * Size)

Risk Prioritisation Risk Control risk management plan Risk acceptance or risk avoidance

Procurement Management
Procurement planning: determining what to procure and when Solicitation planning: documenting product requirements and identifying potential sources Solicitation: obtaining quotations, bids, offers, or proposals as appropriate Source selection: choosing from among potential vendors Contract administration: managing the relationship with the vendor Contract close-out: completion and settlement of the contract

What is a Project ?
PMI definition
A project is a temporary endeavor undertaken to create a unique product or service

Progressively elaborated
With repetitive elements

Projects and on-going operations

Both are performed by people, Constrained by resources, Planned executed and controlled Projects are temporary. Operations are ongoing Projects are completed when the goals and objectives are accomplished Operations involve work that is continuous without an ending date

Other Common Characteristics of Projects

Multidisciplinary Complex Conflict

What is project management?

Project management brings together a set of tools and techniques to describe, organise and monitor the work of project activities Project managers are people responsible for managing project processes, and applying the tools used to carry out the project activities

Work of project management involves

Competing demands for: scope, time, cost, risk and quality Stakeholders with differing needs and expectations Identifying requirements

Organisational History Leading Up to Project Management

Hunter gather --- up to approximately 8000 years ago Agriculture increase food production allowed the training of specialists e.g. military, religious, craftsman, merchants Large empires allowed major construction projects e.g. Pyramids Degree of specialisation increased with time modern engineering only two or three hundred years old

First project managers needed skills in

organising planning directing work directing workers negotiating general skills theoretical knowledge imagination communicating a vision implementing the work transforming a vision into reality

Early development of project management

Industrial Revolution large scale projects e.g. trans continental railway in the United States, London Sewers Needed way to manage large quantities of labour Turn of the century Fredrick Taylors study of work Henry Gantt Gantt charts outline the sequence and duration of all tasks in a process

History of project management

Modern form only a few decades old Early 1960s organisations began to see the benefit of organising work around projects Need to communicate and integrate work across multiple departments and professions.

Birth of modern PM:

Second World War increases scarcity of labour and complexity of projects 1969 Project management Institute 1970s: military, defense, construction industry were using PM software 1990s: large shift to PM-based models

Processes supporting project management

Total Quality Management 1985 Empowerment and self directing teams Re-engineering Scope Change Control Risk Management Project Office

Processes supporting project management

Maturity Models Strategic planning for project management Intranet status reports Capacity planning models Six sigma project management Virtual project teams