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Motto
Professional Project Management
makes the difference between success and failure in all our engagements
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Project Management
A project is a temporary endeavour undertaken to create a unique product or service:
Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services.
Distinguish between projects and operations: Projects are usually performed by teams:
operations are ongoing and repetitive projects are temporary and unique
clearly defined team and individual roles open and effective communications visible rewards for good performance, pressure to improve poor performance
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Operations may include activities such as: Projects may include activities such as:
Developing a new product or service. Effecting a change in structure, staffing, or style of an organization. Developing or acquiring a new or modified information system.
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When the projects objectives have been achieved, or When it becomes clear that the project objectives will not or cannot be met and the project is terminated.
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Guiding Principles
What to deliver?
Processes
Techniques
How to produce?
16/11/2013 introduction to project management
How to produce?
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News flash
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Stages of PM
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Time (Schedule)
Client Agreement
Cost (Budget)
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beginning and the end of a project The life cycle is normally divided into a number of phases Each project phase is marked by completion of one or more deliverables A deliverable is a tangible, verifiable work product such as a
feasibility study, a detail design, or a working prototype
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Project Stakeholders
Project stakeholders are individuals and
organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion
stakeholders, determine what their needs and expectations are, and then manage and influence those expectations to ensure a successful project
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Key Stakeholders
Key stakeholders on every project include:
Project manager
the individual responsible for managing the project.
Customer
the individual or organization who will use the project product
who provides the financial resources, in cash or in kind, for the project.
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Organizational Influences
Conduct of Projects is influenced by:
Organizational Structure range from fully functional to totally project oriented Organizational Culture
Conservative or Aggressive Participative or Authoritarian
Organizational Systems
Suitability of support functions such as finance, human resource management or strategic planning for project work
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46% of IT projects were "challenged" (completed over budget and past the original deadline).
6% of projects succeeded.
formal and informal structures of all the stakeholders An understanding the mechanics of power and politics
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management process is to identify, establish, and coordinate and monitor activities, tasks, and resources necessary for a project to produce a product and/or service meeting the agreed requirements.
introduction to project management
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Consists of
project plan development Integrating and co-ordinating all project plans to create a consistent, coherent document
Carryout the project plan by performing the activities included therein overall change control. Co-ordinating the changes across the entire project
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These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project.
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the project includes all the work required, and only the work required, to complete the project successfully. Consists of
initiation scope planning
Authorizing the project phase Developing a written scope statement as the basis for future project decisions Subdividing the project deliverables into smaller, more manageable components Formalizing the acceptance of the project scope Controlling the changes to project scope
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scope definition
scope verification
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activities that must be performed to produce the various project deliverables. (b) Activity Sequencingidentifying and documenting interactivity dependencies. (c) Activity Duration Estimatingestimating the number of work periods that will be needed to complete individual activities. (d) Schedule Developmentanalyzing activity sequences, activity durations, and resource requirements to create the project schedule. (e) Schedule Controlcontrolling changes to the project schedule.
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staff acquisition
Getting the human resource needed, assigned to and working on the project
team development.
Developing individual and group competencies to enhance project performance
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information and communications needs of the stakeholders: who needs what information, when they will need it, and how it will be given to them. Information Distributionmaking needed information available to project stakeholders in a timely manner. Performance Reportingcollecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. Administrative Closuregenerating, gathering, and disseminating information to formalize a phase or project completion.
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substantial body of knowledge that is not unique to the project context. For example: Sender-receiver modelsfeedback loops, barriers to communications, etc. Choice of mediawhen to communicate in writing versus when to communicate orally, when to write an informal memo versus when to write a formal report, etc. Writing styleactive versus passive voice, sentence structure, word choice, etc. Presentation techniquesbody language, design of visual aids, etc. Meeting management techniquespreparing an agenda, dealing with conflict, etc.
introduction to project management
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risks and estimating their implications 16/11/2013 management for project objectives.
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Project Plan
Detail Level Sections: 1. Product/Work Breakdown Top Level Sections: Structure 1. Product/Work Breakdown 2. Project Dependency Structure Diagram 2. Project Dependency 3. Project Schedule Diagram 3. Project Schedule 4. Project Organization 4. Project Organization 5. Staffing Profile 5. Staffing Profile 6. Project Budget 6. Project Budget 7. Payment Schedule 7. Payment Schedule Subordinated Work Products Start-Up Plan Configuration Management Plan Subcontractor Management Plan Acceptance Plan Communication Management Plan Quality Plan Risk Management Plan Training Plan Project Completion Plan Performance Measurement Plan Update Plan
Subordinated Work Products Project Management Tools Issue Resolution Procedure Data / Document Management Procedures Other Project Procedures
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Summary
Project Management Introduction
What is a project? What is Project Management? The Context for Project Management The Project Management Process Knowledge areas for project management
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Exercise
Take a few minutes to write down answers to: What are the main ideas I have learned today? What am I still confused about, or dont understand?
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