02 - Intro To Project Management (CH 1)
02 - Intro To Project Management (CH 1)
02 - Intro To Project Management (CH 1)
Outcome of Projects
A project can create:
A product that can be either a component of another
item, an enhancement of an item, or an end item in
itself;
A service or a capability to perform a service (e.g., a
business function that supports production or
distribution);
What Is a Project?
Examples of projects include, but are not limited to:
Developing a new product, service, or result; e.g. software
products.
Improving an existing product and service. e.g. Software
Product feature Enhancements etc.
Developing or acquiring a new or modified information
system (hardware or software);
Constructing a building, industrial plant, or infrastructure;
or
Implementing, improving, or enhancing existing business
processes and procedures.
Project Management Skills
Leadership
Project managers should be good leaders. They have to build trust with key parties
involved in the projects and have to lead them to a success.
Communications
The good project manager not only has excellent communication skills but also
is able to create an environment in which everyone can communicate effectively.
Problem Solving
Knowledge of methodologies – Waterfall, Iterative, Agile.
Ability to manage many different tasks at the same time (multitasking).
Basic technical knowledge.
Knowledge of the business area he is involved in.
Project Management Skills
Negotiating
There are at least 4 major types of stakeholders you will
need to negotiate with:
Customers
Team Leads – negotiation for resources
High Management – negotiation for time and cost.
Team Member – scope and tasks.
Project Management Skills
Influencing the Organization
Organizational influence is a two-way exchange:
Organizations cannot accomplish their goals if they can't
influence their members to do the right things. And the members, of
course, cannot do the right things if they can't influence what goes
on in their organizations.
Mentoring
mentors actively participate in projects to ensure
standards are being adopted and help provide a
comfortable transition when deploying new processes,
practices, and templates.
Process and technical expertise
Software Project Management
Management
Project
Management
Software
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).
Project vs. Program Management
What’s a ‘program’?
A program is defined as a group of related projects,
subprograms, and program activities managed in a
coordinated way to obtain benefits not available from
managing them individually.
A project may or may not be part of a program but a
program will always have projects.
Interactions / Stakeholders
As a PM, who do you interact with?
Project Stakeholders
Project sponsor
The project sponsor is an individual (often a manager or executive)
with overall accountability for the project. He or she is primarily
concerned with ensuring that the project delivers the agreed upon
business benefits and acts as the representative of the organization
Team
Customers
Contractors
There are times when organizations don’t have the expertise or
resources available in-house, and work is farmed out to contractors or
subcontractors.
Interactions / Stakeholders
Functional managers
A functional manager is a person who has
management authority over an organizational unit—such
as a department—within a business, company, or other
organization. ... A general manager is responsible for all
areas and oversees all of the firm's functions and day-to-
day business operations.
Project and Program Managers
Project managers work with project sponsors, project teams,
and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually.”*
Program managers oversee programs and often act as
bosses for project managers.
•17
The Triple Constraint
To speed up a project (time), you could reduce features
(scope), or dedicate more resources (cost).
To increase the number of features on a project
(scope), you can add people to work faster (cost),
extend the deadline (time), or do both.
To complete a project under budget (cost), you can cut
features (scope), or reduce the number of workers and
extend the amount of time it takes to finish.
•18
Figure 1-1. The Triple Constraint of
Project Management
Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!
•19
Figure 1-2. Project Management
Framework
•20
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.
All knowledge areas are important!
For each path, add the duration of each node to determine it's total duration.
The critical path is the one with the longest duration.
–Requirements analysis
–Scope statements
–Lessons-learned reports
–Progress reports
–Kick-off meetings
–Gantt charts
–Change requests
•25
The Role of the Project Manager
Job descriptions vary, but most include responsibilities
such as planning, scheduling, coordinating, and
working with people to achieve project goals.
•28
Portfolio Management
Example of Portfolio
For example, an infrastructure firm that has the strategic objective of
“maximizing the return on its investments” may put together a portfolio that
includes a mix of projects in oil and gas, power, water, roads, rail, and
airports.
From this mix, the firm may choose to manage related projects as one
program.
All of the power projects may be grouped together as a power program.
Similarly, all of the water projects may be grouped together as a water
program.
Thus, the power program and the water program become integral components
of the enterprise portfolio of the infrastructure firm.
•30
Suggested Skills for Project
Managers
They should:
•31
Different Skills Needed in Different
Situations
Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and
team-building skills were most important
High uncertainty projects: risk management,
expectation management, leadership, people skills,
and planning skills were most important
Very novel projects: leadership, people skills, having
vision and goals, self confidence, expectations
management, and listening skills were most
important
•32
Figure 1-4. Sample Gantt Chart
Work Breakdown Structure (WBS)
The WBS is shown on the left, and each task’s start and finish dates
are shown on the right. First used in 1917, early Gantt charts were
drawn•33
by hand. Information Technology Project
•
Management, Fourth Edition
Project Management Software
There are hundreds of different products to assist in performing project
management
Three main categories of tools:
Low-end tools: handle single or smaller projects well
Most of these tools allow users to create Gantt charts.
Midrange tools: handle multiple projects and users
All of these tools can produce Gantt charts and network diagrams, and can
assist in critical path analysis, resource allocation, project tracking, status
reporting, and so on.
High-end tools: also called enterprise project management software.
These tools provide capabilities to handle very large projects, dispersed
workgroups, and enterprise and portfolio management functions that
summarize and combine individual project information to provide an
enterprise view of all projects.
•34
The Project Management Profession
Professional societies such as the Project Management
Institute (PMI) have grown significantly.
There are specific interest groups in many areas, such as
engineering, financial services, health care, and IT.
Project management research and certification programs
continue to grow.
70,000
60,000
52,443
50,000
# PMPs
40,000 40,343
30,000 27,052
20,000 18,184
10,000 6,415
10,086
4,400
1,900 2,800
0 1,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
Year
• Information Technology Project
•37
Management, Fourth Edition
Chapter Summary
A project is a temporary endeavor undertaken to create a unique
product, service, or result
Project management is the application of knowledge, skills, tools,
and techniques to project activities to meet project requirements
A program is a group of related projects managed in a coordinated
way
Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments
Project managers play a key role in helping projects and
organizations succeed
The project management profession continues to grow and mature
•38
Hand Written Homework (Individual)
Submit it in very next class
Write short note(3 to 4 lines) on each of the following:
Project Management Institute (PMI) (pmi.org)
Software Engineering Institute (SEI)
IEEE Software Engineering Group
Certifications
PMI PMP