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The Project Management Process - Week 1

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Craig Brown
Craig Brown

An introduction to project management

Technology
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Project Management 1. What is Project Management
Week 1
Turn your phones off Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/
Welcome ,[object Object],[object Object],[object Object]
First ,[object Object],1st
Revision Groups
Second ,[object Object],2nd
Who wants to be a project manager?
Why?
Who wants to work with a project manager?
When? Where? How?
A walk through the course outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
The textbook ,[object Object]
Revision Week 13 Global IT Project Management Current Issues in Project Management Weeks 10 – 12 Managing Project Teams Project Conflict Management Performance Management Weeks 7 – 9 Managing Project Change Project Marketing Project Leadership Weeks 4 – 6 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 1 – 3
B 50% End of semester Final Examination A 15% Week 11, Wednesday 1 st October 4pm Week 7 Team Report A 15% Week 8, Wednesday 10 th September 4pm Week 2 Team Project Proposal (Stage-2) A 10% Week 5, Wednesday 20 th August 4pm Week 2 Team Project Proposal (Stage-1) A 10% Weeks 1-11 Weekly Tutorial Participation Task Type Weighting Due Date Release Date Assessment Task
[object Object],[object Object]
Week 1 ,[object Object]
8 things you want to know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1. What is a Project? ,[object Object],Beginning Middle End
[object Object],[object Object],Beginning Middle End
[object Object],[object Object],Not even completed Typically 189% over budget OTOBOS 53% Challenged 16% Success 31% Critical Failures 1994 1 2 3 4 5 6 7 8
[object Object],500K 300K 200K 1998 2001 2002 ?? 2007
[object Object],A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements
[object Object],A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements
Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t
Projects v Not Projects
Process Groups ,[object Object],Close Initiate Plan Monitor & Control Implement
[object Object],Step 1 Step 2 Step 3 Result activity inputs outputs
Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
 
PMI and the PMBOK ,[object Object],[object Object],[object Object]
[object Object],[object Object],7,100 Australia AIPM 15,000 UK APM 30,000 Europe IPMA 240,000 USA PMI Number of members Head office Project Management Organisation
3. The Triple Constraint ,[object Object],Time Scope Cost
Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
The Quadruple Constraint ,[object Object],Quality Time Scope Cost
4. What is Project Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
5. The Project Manager ,[object Object],[object Object]
(Schwalbe, 2006, p17)
(Schwalbe, 2006, p22)
6. Importance of Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
7. Project Management Framework ,[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
8. Integrated Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Team Suppliers Customers Opponents Sponsor & Supporters
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
Remember this? ,[object Object]
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
[object Object],[object Object],Contract staff ? HR Management Procurement Management
[object Object],Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
What if it’s not Integrated? Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)
[object Object],Technical skills People Skills Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising
Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)
BetterProjects.net ,[object Object],[object Object]

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The Project Management Process - Week 1

  • 1. Project Management 1. What is Project Management
  • 3. Turn your phones off Picture by Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/869847216/
  • 4.
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  • 8. Who wants to be a project manager?
  • 10. Who wants to work with a project manager?
  • 12. A walk through the course outline Photo by Tricky at flickr http://www.flickr.com/photos/sovietuk/1432861455/sizes/o/
  • 13.
  • 14. Revision Week 13 Global IT Project Management Current Issues in Project Management Weeks 10 – 12 Managing Project Teams Project Conflict Management Performance Management Weeks 7 – 9 Managing Project Change Project Marketing Project Leadership Weeks 4 – 6 Project Management Framework Project Selection and Portfolio Management Project Management Plans Weeks 1 – 3
  • 15. B 50% End of semester Final Examination A 15% Week 11, Wednesday 1 st October 4pm Week 7 Team Report A 15% Week 8, Wednesday 10 th September 4pm Week 2 Team Project Proposal (Stage-2) A 10% Week 5, Wednesday 20 th August 4pm Week 2 Team Project Proposal (Stage-1) A 10% Weeks 1-11 Weekly Tutorial Participation Task Type Weighting Due Date Release Date Assessment Task
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  • 25. Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t
  • 26. Projects v Not Projects
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  • 29. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
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  • 34. Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
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  • 41.
  • 42.
  • 43. Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)
  • 44.
  • 45. Project Team Suppliers Customers Opponents Sponsor & Supporters
  • 46.
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  • 59. What if it’s not Integrated? Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management
  • 60. Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)
  • 61.
  • 62. Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray & Larson, 2006, p13)
  • 63.