Project Management

Who is a project manager?

Person assigned by the project executing organisation to lead the team to achieve project objectives

Project Management Knowledge Areas

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management

Examples of stakeholders

Project Sponsor Project Management team Project Manager Other Project Team members Portfolio manager Program manager Operations Managers Functional managers Vendors, Sellers, Business Partners Client/Customers/Users Other stakeholders - general public, supporters, protesters

Project Integration Management

includes processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the project management process groups

Project Procurement Management

includes processes necessary to purchase or acquire products, services or results needed from outside the project team.

Project Risk Management

includes processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project

Project Human Resource Management

includes processes that organize, manage, and lead the project team

Project Cost Management

includes the processes involved in planning, estimating, budgeting, financing, funding, managing and controlling costs so that the project can be completed with the approved budget.

Project Scope Management

includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Project Stakeholder Management

includes the processes required to identify the people, groups or organisations that could impact, or be impacted by the project, to analyze stakeholder expectations, and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

Project Time Management

includes the processes required to manage the timely completion of the project

Project Communications Management

includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring and the ultimate dispatch of project information.

Progressive elaboration

involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

What is a process?

is a set of interrelated actions and activities performed to create a pre-specified product, service or result. Each process is characterized by inputs, the tools and techniques that can be applied, and the resulting outputs

Executing

processes performed to complete the work defined in the project management plan to satisfy the project expectations

Closing

processes performed to conclude all activities across all project management process groups to formally complete the project, phase, or contractual obligations

Planning

processes performed to establish the total scope of the effort, define and refine objectives, and develop the course of action required to attain those objectives

Initiating

processes performed which define new project or new phase of a project by obtaining authorization to start the project or phase

Monitoring and Controlling

processes required to track, review, and orchestrate the process and performance of the project

A project creates

• 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); • An improvement in the existing product or service lines (e.g., A Six Sigma project undertaken to reduce defects); or • A result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society).

Differentiate between project and operations

Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to specific standards in a product life cycle, while a project is a temporary endeavor aimed at creating a unique product, service or result.

Role of a project manager

Effective Project management requires apart from understanding and applying the knowledge, tools and techniques that the project manager have the following competencies: Knowledge - What Project manager knows about Project Management Performance - How Project Manager applies project management knowledge to achieve project objectives, outcomes Personal- How project manager behaves in executing the project or subprojects and activities. Effectiveness is dependent on the project manager's attitude, personality characteristics and leadership Important interpersonal skills Leadership Team building Motivation Communication Influencing Decision making Political & cultural awareness Negotiation Trust building Conflict management Coaching

Process management process groups

Initiating Planning Executing Monitoring and Controlling Closing

Define project

a temporary endeavor that creates a unique product, service or result

Project Quality Management

includes processes and activities of the performing organisation that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Define project management

is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements

Characteristics of a Project

1. Temporary - has a definite beginning and an end. Temporary does not suggest short. 2. Creates a unique product, service or result meaning outcomes may be tangible or intangible 3. Can be undertaken at all organizational levels - involve a single individual or multiple individuals, a single organizational unit or multiple organizational units from multiple organisations 4. Projects have a purpose: Projects have clearly-defined aims and set out to produce clearly-defined results. 5. Projects are realistic: Their aims must be achievable, and this means taking account both of requirements and of the financial and human resources available. 6. Projects are limited in time and space: They have a beginning and an end and are implemented in (a) specific place(s) and context. 7. Projects are complex: Projects call on various planning and implementation skills and involve various partners and players. Projects are collective: Projects are the product of collective endeavours. They involve teamwork and various partners and cater for the needs of others. 8. Projects can be assessed: Projects are planned and broken down into measurable aims, which must be open to evaluation. Projects are made up of stages: Projects have distinct, identifiable stages. 9. Projects have resources 10. Projects can be made up of sub-projects 11.Projects have constraints

Triple constraint

1. Time (Schedule) - how long the project will take 2. Scope - What is included in the project and what is excluded 3. Budget (Finances) - Establishes what the project will cost PMBOK however identifies the following additional constraints: Quality Resources Risks

Who is a stakeholder?

Stakeholders include all members of the project team, all interested internal and external entities to the organisation