Lecture(2)_What is Project Management
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Transcript of Lecture(2)_What is Project Management
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What is a Project?
According to the Project ManagementInstitute (PMI) , a project is any work thathappens only once, has a clear eginning
and end, and is intended to create auni!ue product or knowledge" It may
in#ol#e only one person, or thousands" Itmay last se#eral days, or many years" It
may e undertaken y a singleorgani$ation, or y an alliance o% se#eral
stakeholders" A project may e as simpleas organi$ing a one&day e#ent or as
comple' as constructing a dam on a ri#er"
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Project management is a methodicalapproach to planning and guiding projectprocesses from start to nish.
The processes are guided through vestages: 1)initiation
2) planning
3)executing
4) controlling ) closing.
What is project Management ?
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!nder project initiation comes
Project contracting
Project principles
"egal aspects
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#t is an agreement $et%een t%o parties.
&ne part' is the client and other part' is theone provides services or product.
(ontract gives complete detail of the projecton paper.
What is project contract ?
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"ump um or *ixed Price
+aximum ,uaranteed Price
(ost Plus
Price Per !nit
ypes o% Projects
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1)*igure out %hat $usiness 'ou are in- andthen mind 'our o%n $usiness.
2)!nderstand the customers re/uirementsand put them under version control.
3)Prepare a reasona$le plan.
4)0uild a good team %ith clear o%nership.
Project Managementprinciples
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) Trac project status and give it %idevisi$ilit'.
) !se 0aseline (ontrols.
) 5rite #mportant tu6 7o%n- hare it- andave it.
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8) #f it hasn9t $een tested- it doesn9t %or.
) ;nsure (ustomer atisfaction.
1
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The most important thing.
#t varies from countr' to countr'.
7i6ers from project to project.
egal aspects
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Project o#er#iew
#nspiration
&peration
> miracle occurs
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*ome consider planning to emiraculous 5h' do planning?
Time constraints
0udget constraints
Personnel constraints
Ph'sical (onstraints
*light (onstraints
>n' and all of a$ove
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Purpose o% Project
Management ;nsure meeting the project o$jectives%ithin the allocated schedule @ $udget (ommunication
+eetings Aevie%s >uthoriBation
Aecord Ceeping
+onitoring Dtesting)
#nterface (ontrol Eot for assigning $lame Dusuall')
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Principles of projectmanagement P+ is the process of managing- allocating- and
timing availa$le resources to achieve the desiredgoal of a project in an eFcient and expedientmanner.
P+ is the planning- scheduling and controlling ofproject activities to meet project o$jectives. P+ is %idel' recogniBed as a practical %a' of
ensuring that projects meet o$jectives andproducts are delivered on time- %ithin $udget and
to correct /ualit' specication- %hile at the sametime controlling or maintaining the scope of theproject at the correct level.
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Project management is a$out inGuencingtomorro%. Toda' has alread' happenedand 'esterda' is gone. DPA&>(T#H;)
7ecisions a6ecting tomorro% can onl' $emade on information availa$le toda'.
Project management is a$out managingaset of relationships over time and a$outunderstandingpeople.
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he Project i%e +ycle
Phases that all projects go through frominception to completion
7;#,E
7;H;"&P+;ET
*>0A#(>T#&E
#ET;,A>T#&E
T;T#E,
&P;A>T#&E
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he esign Phase
IPaperJ stud' of all issues including thefollo%ing:
7ene &$jectives !nderstand (onstraints
#dentif' all su$s'stems @ interfaces
7esign hard%are
#dentif' parts- costs @ availa$ilit'
7etermine personnel needs
;sta$lish schedule
7evelop plan to achieve o$jectives
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he e#elopment Phase
7etailed in=depth stud' including Test hard%are concepts $' protot'ping
*inaliBe designs
Purchase long lead items
;sta$lish interface controls (omplete fa$rication plan
*inish integration @ test plans
(omplete operations @ data anal'sis plans
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Payload +onstructionPhases Parts procurement *a$rication
(onstruct su$s'stems- test- x- retest
#ntegration >ssem$le su$s'stems- test- x- retest
Testing Pa'load /ualication testing- x- retest
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-perations . Analysis
#nterface %ith launch team Prepare pa'load for launch +onitor during Gight
(ollect @ anal'Be data
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A#C >E7 !E(;AT>#ETK #EPA&L;(T +>E>,;+;ET
That is- the pro$a$ilit' that the expected result%ill not $e achieved.
*rom conception or identication to
implementation- riss issues arise and do a6ectthe project in a num$er of %a's.
riss ma' $e due to environmental or managerialfactors
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ypes o% /isk
Completion Risks Permitting Risks Price Risks
Resource Risks Operating Risks Casualty Risks Technology Risks
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/isk Management Plan
Ais #dentication Aiss Muantication Ais Aesponse
Ais +onitoring and (ontrol
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Ais #dentication
Ais identication determines %hat mighthappen that could a6ect the o$jectives of theproject- and ho% those things might happen.
identication process must $e comprehensive
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/isk 0uanti1cation
Ais need to $e /uantied in t%odimensions
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/isk /esponse
trategies >void the ris. 7o something to remove it.
!se another supplier for example.
Transfer the ris. +ae someone else responsi$le.
Perhaps a supplier can $e made responsi$le for aparticularl' ris' part of the project.
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+itigate the ris. Tae actions to lessen the impact or chance of the
ris occurring.
#f the ris relates to availa$ilit' of resources- dra% upan agreement and get sign=o6 for the resource to $eavaila$le.
>ccept the ris. The ris might $e so small the e6ort to do an'thing
is not %orth %hile.
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> ris response plan trateg'
action items to address the strateg'. %hat needs to $e done-
%ho is doing it- %hen it should $e completed.
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/isk +ontrol
continuall' monitor riss to identif' an'change in the status- or if the' turn into anissue.
$est to hold regular ris revie%s to : identif' actions outstanding-
identif' ris pro$a$ilit' and impact-
remove riss that have passed-
ne% riss.