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1、Project Management1. What is Project ManagementWeek 1Turn your phones offPicture by Mike Licht, NotionsC http:/ partsIntro who am I, what well be doing this semester, assessmentsAbout projects The Project Management FrameworkFirstForm into 12 Groups1stRevision GroupsSecondYour motivation2ndWho wants
2、 to be a project manager?Why?Who wants to work with a project manager?When? Where? How?Photo by Tricky at flickrhttp:/ A walk through the course outlineThe textbookGray, C., & Larson, E. (2006). Project management The managerial process (3rd ed.). NY: McGraw-Hill. 658.404 G791p3 Weeks1 3Project Mana
3、gement FrameworkProject Selection and Portfolio Management Project Management PlansWeeks4 6Managing Project ChangeProject MarketingProject LeadershipWeeks7 9Managing Project TeamsProject Conflict ManagementPerformance Management Weeks10 12Global IT Project ManagementCurrent Issues in Project Managem
4、entWeek 13RevisionAssessment TaskRelease DateDue DateWeightingTask TypeTutorial ParticipationWeeklyWeeks 1-1110%ATeam Project Proposal (Stage-1)Week 2Week 5, Wednesday 20th August 4pm10%ATeam Project Proposal (Stage-2)Week 2Week 8, Wednesday 10th September 4pm15%ATeam ReportWeek 7Week 11, Wednesday
5、1st October 4pm15%AFinal ExaminationEnd of semester50%BView Notes PageWeek 1The Project Management Framework8 things you want to knowWhat is a Project?Process GroupsThe Triple ConstraintWhat is Project Management?The Project ManagerImportance of Project ManagementProject Management FrameworkIntegrat
6、ed Approach1. What is a Project?All projects have a beginning, a middle and an end.BeginningMiddleEndBeginningMiddleEndA definition:“A temporary endeavor undertaken to accomplish a unique purpose”Source: CHAOS Report 1995 by the Standish GroupAccess it here: http:/net.educause.edu/ir/library/pdf/NCP
7、08083B.pdfNot even completedTypically 189% over budgetOTOBOS53%Challenged16%Success31% Critical Failures199412345678More & more IT projects are starting each year500K300K200K199820012002?2007Projects have a common set of characteristics which can also be defined by what they are notA target outcomeA
8、 defined life spanCross organisational participationNew or uniqueTime, Cost and performance requirementsProjects have a common set of characteristics which can also be defined by what they are notA target outcomeA defined life spanCross organisational participationNew or uniqueTime, Cost and perform
9、ance requirementsExplorationsGo on indefinitelyOne team or one person working aloneCreating the same thing multiple timesNo constraints on time, cost or performanceWhat a project isntProjects v Not ProjectsProcess GroupsAll projects typically go through these five processesPlanMonitor & ControlImple
10、mentCloseInitiateA process is a series of actions directed towards a particular result.Step 1Step 2Step 3ResultactivityinputsoutputsFigure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)PMI and the PMBOKwww.pmi.orgPMP certificationGoogle PMBOK.pdfThere are alternatives to PMINumbers from Craig Brow
11、n (Sept 2007)Project Management OrganisationHead officeNumber of membersPMIUSA240,000IPMAEurope30,000APMUK15,000AIPMAustralia7,1003. The Triple ConstraintAlso known as the IRON TRIANGLETimeScopeCostFigure 1.1 Figure 1.1 Triple Constraint of Project ManagementTriple Constraint of Project Management(S
12、chwalbe, 2006, p8)(Schwalbe, 2006, p8)QualityThe Quadruple ConstraintWarning: Quality has many definitionsWarning: Quality has many definitionsTimeScopeCost4. What is Project Management?Advantages of Project ManagementBetter control of financial, physical, and human resourcesImproved customer relati
13、onsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityBetter internal coordination5. The Project ManagerWeek 6 Leading TeamsWeek 7 Managing Teams(Schwalbe, 2006, p17)(Schwalbe, 2006, p22)6. Importance of Project ManagementIncreased u
14、se of Project ManagementCompressed product life cycleGlobal competitionKnowledge explosionCorporate downsizingIncreased customer focusDevelopment of Third World and closed economies7. Project Management FrameworkThe PMBOKs 9 Knowledge areasIntegrationManagementTime ManagementCost ManagementScope Man
15、agementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementFigure 1.2 Figure 1.2 Project Management FrameworkProject Management Framework(Schwalbe, 2006, p9)(Schwalbe, 2006, p9)8. Integrated ApproachWhy would a team member be a stakeholder?Stakeholders are peo
16、ple involved in or affected by project activitiesStakeholders include:Project sponsorProject managerProject teamSupport staffCustomersSuppliersOpponents to the projectProject TeamSuppliersCustomersOpponentsSponsor & SupportersThe PMBOKs 9 Knowledge areasIntegrationManagementTime ManagementCost Manag
17、ementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementTime ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementCost manageme
18、ntIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementScope ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunicat
19、ion ManagementProcurement ManagementQuality ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementRemember this?The first four knowledge areas are Core FunctionsThe next four knowledge
20、areas are Facilitating ProcessesIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementHR ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR Manageme
21、ntRisk ManagementCommunication ManagementProcurement ManagementRisk ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementCommunications ManagementIntegrationManagementTime ManagementCo
22、st ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementProcurement ManagementIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement Manageme
23、ntWhat knowledge area do contract labourers fall into?Contract staff?HR ManagementProcurement ManagementIntegration Management pulling it all togetherIntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement M
24、anagementWhat if its not Integrated?IntegrationManagementTime ManagementCost ManagementScope ManagementQuality ManagementHR ManagementRisk ManagementCommunication ManagementProcurement ManagementFigure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)Which ones are most important for projects?Technical skillsPeople SkillsBudgeting, Scheduling, DocumentingLeading, Motivating, Listening, EmpathisingFigure 1.3 Technical and Sociocultural Dimensions of Project Management(Gray & Larson, 2006, p13)BetterPTitle page pic care of dbking & CC Flickrhttp:/
