ICE2401 Project Management

Milzam MorsidiUnit 4-01 room 4.25milzam.morsidi@gmail.com

Learning Objectives

• Define what is a Project.• Define what is Project Management.• Discuss key elements of project management

framework, including project stakeholders, project management knowledge areas, tools and techniques and project success.

• Describe the triple constraint• Define program and project portfolio management• The importance of Project Management.• Describe the role of a Project Manager.

What Is a project?

• A project basically has three stages

• Definition: “A temporary endeavor undertaken to accomplish a unique purpose” (PMBOK® guide, Third Edition, 2004, p. 5)

Middle EndBeginning

Attributes of a project

• Has a well defined objective• Carried out through a series of independent tasks• Requires resources to implement• Temporary i.e finite life span• Has a unique purpose• Has a customer.• Involves a degree of uncertainty

Characteristics of a project

Project Not Project

A target outcome No target

There is an end Go on indefinitely

Perform by people & teams

Perform by a person or a team

Unique task Repetitive task

Time, cost and performance constrai ns

No time, cost and performanceconstrains

Examples of IT Projects

• A help desk or technical worker replaces ten laptops for a small department.

• A small software development teams adds a new feature to an internal software application for the finance department.

• A college campus upgrades its technology infrastructure to provide wireless Internet access across the whole campus.

What is project management?

• Definition: “The application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK®Guide, Third Edition, 2004, p. 8)• Consider these before managing a project

management program:– The objectives of the program– The audience– The desired outcome

What is project management?

– The key elements of the program– The timeframe– The budget

Project manager

• Project manager is the person responsible for handling the project. So he/she works with the project sponsors, a project team and others to achieve project goals.

• He/she has to work hard in order to meet the triple constraint by balancing project scope, time and cost.

The Triple constraint

• A successful project management relies on meeting all these three goals (scope, cost and time)• Scope – what needs to be done to produce the end results. i.e sytem used

The Triple constraint

• Cost – The amount of budget available. Acquiring resources i.e people, materials and equipment require money

• Time – The amount time given to finish the project i.e deadlines.

• These three constraints are mutually dependent. For example:– Increased scope = increased time and cost– Squeezed time = increased cost and decreased scope– Little budget = increased time and decreased scope.

Activity

Activity instructions• Specify its objectives• List out the tasks to achieve the objectives• What will be the resources required?• Who are the customers or clients?• Any degrees of uncertainties involved?

Project management Knowledge areas

• PM Knowledge areas cover all the aspects required to successfully complete a project within time and with the best output.

• It describes the key competencies that the Project Manager must develop–4 core areas leads into a specific project

objective (time, scope, cost & quality)

Project management Knowledge areas

–5 facilitating areas are the means through which objectives are achieved (HR, communication, risk procurement, stakeholder)–1 area affects and is affected by all the other

knowledge areas. (Integration)

Project management Knowledge areas

Project management Knowledge areas

• Project Integration Management This process coordinates the other areas to work together throughout the project.

• Project Scope Management is a set of processes used to ensure that the project includes all of the requirements and no new requirements are added in a way that could harm the project.

• Time Management involves processes to ensure that the project is completed on schedule.

Project management Knowledge areas

• Cost Management involves processes to ensure that the project is completed on budget.

• Quality Management ensures that the project meets its requirements, or does what it is expected to do.

• Human Resource Management includes all of the processes used to develop, manage and put the project team together.

Project management Knowledge areas

• Communication Management determines what information is needed, how that information will be sent and managed, and how project performance will be reported.

• Risk Management involves identifying, managing and controlling risk of a project.

• Procurement Management is the group of processes used to acquire the materials and services needed to complete the project.

Project management Knowledge areas

• Stakeholder management involves identifying the stakeholders, determining their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project

Project Management framework

• Definition: A set of structural elements that creates the foundation for the project management process.

• Consists of three parts: Project life-Cycle, Control Cycle and Tools and Techniques.

Project Management framework

• Purpose: To create and share a clear understanding of the basis of the project among the stakeholders and the team.

• Stakeholders are the people involved in or affected by project activities.E.g: project sponsor, project manager, project team, support staff, customers, users, suppliers, opponents to the project.

Tools and techniques

• Assist project managers and their teams in all aspects of project management.

• Example:– Project charter, scope statement, Work

Breakdown Structure (WBS)– Gantt charts, network diagrams, critical path

analysis, and critical chain scheduling (time)– Cost estimates and earned value management

(cost)

Super tools

• Tools that have high use and high potential for improving project success.

• Example:– Software for task scheduling (PM software)– Scope statements– Requirement analyses– Lessons-learned reports

Super tools

• Tools already extensively used that have been found to improve project importance include progress reports, kick-off meetings, Gantt charts, change requests.

Project Success

• To define a project success:–Time, cost and scope goals are

achieved.–Customers/sponsors are satisfied with

the project.–The results of the project met its main

objective.

Project Success

• Success due to:– Sound management process.–Project tied to business goals.– Senior management commitment.–Good change management.–Detailed requirements.–Realistic schedule.

Project Success (Cont)

–Good stakeholder relationships– Empowered project manager– Skilled and appropriate team members with

defined roles and responsibilities–Availability of funding.

Project failure

• Weak business case• Lack of senior management commitment• Inadequate project planning (budget,

schedule, scope, etc)• Absence of user involvement• New or unfamiliar technology• Lack of defined, clear, or concise requirements

The role of project manager

• Successful projects are led by experienced project manager

• He must be able to plan, schedule, coordinate and communicate efficiently to meet a project’s goals

The role of project manager

• Not just any regular person a project manager should possess these competencies:–People skills– Leadership– Listening– Integrity, ethical behavior, consistent

The role of project manager

–Verbal communication– Strong at building teams–Conflict resolution, conflict management–Critical thinking, problem solving–Understands, balanced priorities

Activity

Activity instructions

Scenario:Brunei has been consistently failed to shine in SEA games. You have been elected as the new manager to improve Bruneian athletes’ performance.

In your opinion:• Why do you think Brunei failed to improve their

performance?• You, as the new manager, what can be done to

change that?

Program management

• Program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually” (PMBOK ® Guide, Third Edition, 2004, p.16)

• A program manager provides leadership and direction for project managers heading the projects within the program.

Project Portfolio management

• Portfolio Management is “the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives” (PMBOK ® Guide, Fourth Edition)

Project Portfolio management

• Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective.

Summary

• Project is defined as “A temporary endeavor undertaken to accomplish a unique purpose”

• Project management is defined as “The application of knowledge, skills, tools and techniques to project activities to meet project requirements”

Summary

• The project manager is responsible for handling a project to achieve its goal working under the triple constraint: cost, scope and time.

• PM Knowledge areas cover all the aspects required to successfully complete a project within time and with the best output.

Summary

• To define a successful project: The triple constraints are met, satisfied customers and objectives are achieved.

• Program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually”

Summary

• Portfolio Management is “the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives” (PMBOK ® Guide, Fourth Edition)

• A good project manager must have certain skills in order to determine the success of a project.