1 Project Management C13PM Session 1 Module Objectives Russell Taylor Business Department Staff...

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Project Management C13PM

Session 1

Module Objectives

Russell TaylorBusiness Department

Staff WorkroomE-mail: [email protected]

Business Department 2

My Background

• Mechanical Development Engineer – 12 Years– Production Lines – VCRs, Chassis, etc.– Railways – Diesel and Electric– Oil Industry– Other off-shore activities

• NHS IT Business Analysis – 4 Years• PRINCE & PRINCE2 Accredited• NHS IT Project Manager – 8 Years• NHS Director – 7 Years• IT & Management Consultant – 4 Years

Business Department

Exercise

• Would You Make A Good Project Manager?

3


Module Objectives

• To develop an understanding of the concept of projects and project management.

• To provide students with a life-cycle model of project management.

• To increase knowledge and understanding in a range of disciplines that are important to managing projects successfully.

• To increase students’ knowledge and understanding of hard and soft project management tools and methods.


Module Objective - 2

• To be able to use a range of project management tools and techniques.

• To be able to present an analysis of a project management case study

• To take part in a team-based project management assignment using a project management tools and software packages.


Reading

• Set Text – Gardner, P. D. (1999) Project Management – Pat McMorran / Jessica Foster £15.00

• Additional Reading– PMI (2004) A Guide to the Project

Management Body of Knowledge (http://www.pmi.org)

– http://cse.sjtu.edu.cn/~bjshen/resource/pmbok2000.pdf

– Maylor, H (2003) Project Management 3rd Ed.


Syllabus – Flexible!

• Every Thursday – 9 until 12– Please be on time!

In Module Handbook


Tutorials

• No Tutorial time – Read Case-studies in set text– Exam question

• 1 Hour Computer Session Per Week– Familiarisation and use of MS Project

2007


Assignment

• Online Case Study• Client Briefing

– Today

• Group Project – Choose team members carefully– 4/5 members in each team– Team contribution

• Team approval form – Returned in two weeks

• No marks for non-participants


Assessment

• Examinations (70%) – 2 hour - December– 34% Quantitative– 33% Qualitative – 33% Case-study

• Team Assignment (30%)– Team Presentation (10%)– Team Assignment (20%)


Session 1

• Projects & Project Management– Chapter 1

• Project definition & characteristics • Project-lifecycle• Project Stakeholders• Project Management skills


Project Definition

• “a temporary endeavour undertaken to create a unique product or service” (PMI 2000)

• Any non-repetitive activity

• Any activity with a defined start and a finish date

• Any series of activities or tasks

– to achieve a single definable purpose

– within a certain specification

• “a unique set of coordinated with a definite starting and finishing points, undertaken by an individual or organisation to meet specific performance objectives within a defined schedule, cost and performance parameters” (BS6079 2000)


Projects in manufacturing

High

Variety

Low

Low Volume HighProject

Jobbing

Mass

Continuous

Batch


Projects ‘v’ Operations

Projects • Unique

– Product or service differs in some distinguishing way

• Temporary – Definite beginning and

definite end

Operations• Repetitive

– Multiple similar products or service

• Ongoing– Continuous

production or service


Projects ‘v’ Operations

Both are:• Performed by people• Both take inputs, do something to them,

and produce outputs• Constrained by limited resources• Planned in advance• Managed using general management skills


History


History

• 1942 Manhattan project• 1950’s Numerical PM tools developed


History

• 1960-70’sConstruction & Engineering• 1980’s Mainstream management

– Project Management Institution (PMI.com)– Standards – Body of Knowledge

• 1990’s Strategic approach– Management by projects

• 2000 – ‘Projectified’ Society


Projects


Project Life-cycle


Project Phases

Initiation & Definition

Closure

Development Planning

Execution & Control


The Project life-cycle

• Projects are made up of phases• All phases should have actions and

deliverables

• Action:– the thing to be done, task to be undertaken

• Deliverable:– tangible, verifiable piece of work


Projects life-cycle


•Conduct feasibility study •Define Project Scope

DevelopmentPlanning

•Generate Activities & Interdependencies•Determine Responsibilities•Define resources•Develop Schedules & Budgets•Identify Risks

Execution & Control •Track & Manage Project

Closure •Perform Post-Project Reviewfeedback


Project Fast-tracking


Closure

Development Planning Execution

& Control

Time saved

Time


Closure

Development Planning

Execution & Control


The Project Life Cycle


ClosureDevelopmentPlanning

Execution & Control

Required resources

Time

Cumulative Consumption of Resources

Possibility of Influencing Project Outcomes


Stakeholders

• Projects stakeholders– Individuals and organisations who are actively

involved with the project or whose interests may be positively or negatively affected as a result of the project

• Key Stakeholders– Project Manager– Customer (users of end product/service)– Performing Organisation– Sponsor (client)– Project board


Project Stakeholders

Internal Stakeholders

External Stakeholders

Project Team

Project Manager


Managing Stakeholders’ Expectations


Managing stakeholder expectations

• Generate agreement and harmony between different stakeholders

• Create a chain of events by starting at the end of the project

• How will stakeholders measure a project’s success at the end?

• Foolish to start a project until the sponsor has defined success in measurable terms


Managing stakeholder expectations

• Get sponsors to commit to exactly what they want– provide the best possible customer service

– Return calls promptly

– Be professional at all times

– Develop trust

– Watch your back


Key Project Management Activities

• Planning

• Organising

• Controlling

• Leading


Asks the questions: What do you want to

achieve? When should it be

done by? How should we do it? What will be the cost?

Requires input from: The people who pay

(project sponsors) The people who

benefit (end users) The technical

experts (knowledge workers)

Project Management Activities - Planning


Organising

• Activities – Scheduled– Managed

• Processes, Quality control, Resources, Skills

• People– Roles, Responsibilities, Reporting

structure Communication• Feedback, Integration


Controlling

• Controlling each phase of the project• Authorising each phase of the project

– Satisfactory completion

• Monitoring each phase of the project– Satisfactory performance

• Be prepared to recommend critical decisions– Continue with the project– Delay the project – Stop the project


Leading

• Leadership of team– Directional

– Emotional

• Leadership of project– Critical decisions

– Level authority

• Political leadership– Need many hats


Most Projects Fail!

• 1996 survey by Sheffield University- 86% of all projects fail in terms of time, budget & quality– Channel Tunnel- 3 years late and £5 million over

budget– Sydney Opera House- $A94million over budget– Scottish Parliament!

• Why?- Insufficient project planning- Poor Project Management


Russell says

You do not need to know all the answers……..but you must have enough information to answer all the questions


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