project management snspa

8/13/2019 project management snspa

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Project Management course notes 1st semester

Simona Bonghez, Ph.DLoredana Radu, Ph.D, MBA


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Project?

A project is a temporary endeavor undertaken to create a unique product,service, or result

(PMBOK Guide 4th Edition, p. 5)

A temporary organisation for the performance of a relatively unique, short tomedium term, strategically important process of medium or large scope(Happy Projects!, Gareis, R., Manz, Vienna 2006)

PM M

Project A

PM

Project B


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Project characteristics

Temporary Definite beginning and definite end (... does not necessarily mean short in duration)

Unique Product, Service, or Result ( although repetitive elements maybe present in some project deliverables)

A product can be either an end item in itself or a component item A capability to perform a service, such as business functions supporting

production or distribution A result such as outcomes or documents (e.g. research project develops

knowledge)

Progressive Elaboration Means developing in steps, and continuing by increments


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Project: A Social System

Project boundaries, project contextRelative project autonomy, self-organising

PROJECT

CONTEXT


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What is Project Management?

The application of knowledge, skills, tools, and techniques toproject activities in order to meet project requirements


Project Management is accomplished through the appropriate

application and integration of the42 logically grouped projectmanagement processes comprising the 5 process groups . These 5process groups are:

Initiating Planning

Executing Monitoring &Controlling Closing



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Knowledge Area

Process Group

Initiating Planning Executing Monitoring & Controlling Closing

Integration 4.1 DevelopProjectCharter

4.2 Develop ProjectManagement Plan

4.3 Direct and Manage ProjectWork

4.4 Monitor and Control ProjectWork4.5 Perform Integrated ChangeControl

4.6 Close Project orPhase

Scope 5.1 Plan Scope Management5.2 Collect Requirements

5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

Time 6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Duration6.6 Develop Schedule

6.7 Control Schedule

Cost 7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

Quality 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality

HR 9.1 Plan Human ResourceManagement

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

Communications 10.1 Plan CommunicationsManagement

10.2 Manage Communications 10.3 Control Communications

Risk 11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative RiskAnalysis11.4 Perform Quantitative RiskAnalysis11.5 Plan Risk Responses

11.6 Control Risks

Procurement 12.1 Plan ProcurementManagement

12.2 Conduct Procurements 12.3 Control Procurements 12.4 CloseProcurements

Stakeholder 13.1 IdentifyStakeholders

13.2 Plan StakeholderManagement

13.3 Manage StakeholderEngagement

13.4 Control StakeholderEngagement


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Typical Cost and Staffing levels across theproject life cycle

Startingthe

project

C o s

t a n

d S t a f f i n g

l e v e

l Organizingandpreparing

Carrying out the work Closingthe

project

Time

ProjectCharter

ProjectManagement Plan

AcceptedDeliverables

ArchivedProject

Documents

ProjectManagement

Outputs

(PMBOK Guide 4th Edition, p.16)


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Objects of consideration ofproject management

Objectives, deliverables, schedule, resources,budget, income, riskOrganisation, culture, personnel,infrastructureContext: Pre-, post project-phase,stakeholders, other projects, companystrategies, business case

Scope

Schedule Budget


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Project management and content activities What is wrong inthe schedule below?

months 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Project managementDetailed planningImplementationTest and trainingInitial operationPilot operation

Follow-up

Work package

P - Start P - -CloseDown


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Map of Processes: IT Company

A n g e b o

t s -

l e g u n

g

Markt - forschung

BusinessDevelop-

ment

A u

f t r a g s -

A b w

i c k l u n g

A P r e -

S a

l e s

Clients

PartnerDevelop

ment

A u

f t r a g s -

A b w

i c l u n g

B P r o p o s a

l

P r e p e

r a t i o n

S e r v i c e

C o n t r a c

t i n g

PR Werbung

S e r v i c e

C o n t r a c

t t o

R e

f e r n c e

Werbung

L e a

d t o

O p p o

r t u n

i t y

charter ofa Project

ProjectPortfolio-

Management

Primaryprocesses

Secondaryprocesses

Tertiaryprocesses

StrategicPlanning

Campaignto Lead

C o n

t a c

t

t o L e a

d

PRProductDevelopment

ServiceDevelop-

ment

Forecasting


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Adequate organisations for different processes

Processcharacteristic Attribute

Frequency often once once

Scope small-medium medium-large large

Importance low medium-high high

Duration short short-medium medium-long

Resources few some many

Costs low-medium medium-high high

Number oforganizations

few several-many many

Type of organization Permanent

organization ProjectProgramme

Managementapproaches

Processmanagement

Projectmanagement

Programmemanagement


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Example: Project definition of an Austrian Bank

Criterion Small Project Project Programme

StrategicImportance

Small Medium to high High

Duration at least 2 months at least 4 months at least 21months

Organisationsinvolved

at least 3organisations(inclusive externalpartners)



Resources at least 100person-days at least 200person-days at least 500 person-days

Costs at least 0,1 Mio at least 1,0 Mio at least 10 Mio


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Checklist for the Application of Methods inthe Planning process group (example)

Application of Methods in the PlanningProcess Group

Small Project Project

Planning Methods

Project objectives plan must must

Objects of consideration plan mustProject work breakdown structure must must

Project work package specification

Project bar chart must must

Project finance plan

Project cost plan must must

Business case analysis must


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Multi-Methods Approach

The use of a multi-method approach relates to the project complexity.

Different project management methods have be used depending on theproject complexity.

For different planning methods different levels of detail are necessary.

Planning results can be standardised for repetitive projects.

By relating methods to each other the project management quality isassured.


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Programme: Definition

A temporary organisation for the fulfilment of a unique process, which is ofhigh strategic importance and time-limited.Programmes consist of projects and work packages which are closely coupledby programme structures.


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Programme Name Programme Objective Company Railway stations initiative Revitalising of 40

austrian railway stations sterreichischeBundesbahnen

LKS 2000 Reorganisation of theLandeskliniken Salzburg

Landeskli niken Salzburg

Statoil SAP Implementation of SAP atStatoil

Statoil

programm I austria The austrian Project Managment - Initiative

PMG und PROJEKTMANAGEMENT AUSTRIA

STAR 2000 Migration of SW - Systemsof Lufthansa and AUA

Austrian Airlines

eBanking & eBrokerage Establisment of eBanking and eBrokerage - Companies

ABN AMRO

Symphonie Merger of the banksBawag and PSK

Bawag/PSK

Programme: Examples

16


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Different Types of Projects

Criterion Project type Relation to processes primary, secondary, tertiary processesIndustry construction, engineering, IT

pharmaceutical, NPO, etc.Location national, internationalContent customer relations, products and markets,

infrastructure, personnel, organisation

Investment phase study, conception, realisation, re-launch ormaintenance

Degree of repetition unique, repetitiveCustomer internal customer, external customerDuration short-, medium-, long term


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Projects in the Investment Life Cycle


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Case study


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Project assignment/charter (project initiationdocument)


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Objects of consideration

RealizationeApplication

21


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Documentde iniiereproiect /

ProjectCharter

Titlu proiectOrganizare evenimentStrike Force Competition

Initiator proiectAsociatia Speciala deAirsoft

Data demarare 01.03.2012 Data incheiere 08.06.2012

Manager proiect Secretar Executiv ASAProprietarproiect

Presedinte ASA

Obiective generale proiect Non-obiective proiect

Organizarea unei competitii de airsoft cuatragerea publicului minim 3 echipe, maxim 6 echipe (5 membri) maxim 100 spectatori data desfasurare: 2 iunie 2012 autofinatata

Instruirea participantilor la competitia deairsoft

Formarea echipelor participante de catreorganizatori

Furnizarea de echipamente de protectie pedurata competitiei

Obiective de business

Promovarea imaginii Asociatiei Speciale de Airsoft Promovarea airsoft-ului in Romania

Buget estimat 45.000 euro + 130 zile om Venituri 0

Roluri in echipa de proiect Stakeholderi

Responsabil contracte Responsabil infrastructura competitie Responsabil program artistic si infrastructura

aferenta Responsabil zone acces public Responsabil relatii publice si legatura cu

agentia de organizare Responsabil desfasurare eveniment

Asociatia Speciala de Airsoft Cluburi sportive Participanti competitie Spectatori competitie Parteneri eveniment Sponsori eveniment Directia Generala de Politie a Municipiului

Bucuresti (SAEST)Ipoteze Constrangeri

Ipoteze: Terenul va fi pus la dispozitie de MAI. Echipele inscrise detin autorizatiile si

permisele necesare. Participantii indeplinesc conditiile de

rezistenta fizica necesare acestui tip decompetitie.

Autorizatii si premise impuse de legislatie. Limitare numar participanti la suprafata

disponibila Autofinantare

Semnatura proprietar proiect Semnatura manager proiect


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Work Breakdown Structure

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Work Package Specifications


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What is the WBS?

Students favorite tool

WBS is a tools that is used to:

Define the projects scope of work Provide the PM team with a framework on which tobase project status and progress reports

Facilitate communication between the PM and the

project stakeholders As a key input to other PM processes and deliverables.


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The 100% rule

WBS includes 100% of the work defined by the project scope and capturesall deliverables in terms of work to be completed, including projectmanagement.


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Project deliverable

Any unique and verifiable product, result, or capability to perform a servicethat must be produced to complete a process, phase or project.


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A poorly constructed WBS

Incomplete project definitions leading to ongoing project extensionsUnclear work assignments, goals, objectives, or deliverablesScope creep, frequently changing scopeBudget overrunMissed deadlinesUnusable new product


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WBS creation methods

Top-downBottom-upStandardsSpecial templates

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