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Project Management

Lecture 1

PhD Eng. Wojciech Bujalski

ITC p. 404

+48 22 234 [email protected]

Wojciech Bujalski 2015 1
mailto:[email protected]:[email protected]

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What will be?

Methodology of project management (lectures

and exercises)

Economic issues for the evaluation of projects

Extra bonus - Practical implementation of project

management in the energy sector - invited guest


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Hot to pass the subject

Attendance is not obligatory but is advisable.

Hot to pass the subjectBase method

The final test the most important

Active participation in exercises during lessons

Alternative methods Preparing presentations on selected topics related to the project

management

The final grade is based on the test result but isn't the sameas the result of the test. It could be greater than the resultof the test if you will have extra points.

There is no makeup test. If you don't pass the test you willhave an individual interview.

Special cases will be considered specially on the assumptionthat the teacher is always right


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Comunication


http://estudia.meil.pw.edu.pl/

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Books

No good books !!!

Other books


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publisher:

Management Training

& Development Center , 2009

Books

The Biblie of the Project Management


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LITERATURA

An example of book from our library


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Matriales

Good source of information is internet


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Plan of lecture's

Number o lecture Subject

1 Organisation meeting (canceled)

2 Lecture 1

3 Lecture 2

4 Lecture 3

5 Cancel

6 Planning

7 Exercise

8 Investement

9 Risk

10

11 economic issues

12

13

14 Short test

15 Organisation meeting (improvement of test)


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THE DEFINITION OF "PROJECTMANAGEMENT"


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Project

project is unique, with something new

concerning:

new task in terms of engineering (such as new

construction, product, service)

is performed for other customers (clients)

be implemented in other environments

is carried out by a team who had not been in such a

project


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Project

If it is unique you need to take into account the:

RISK

THE EFFORT (because it is implemented as

"prototype")

COMPLEX (sometimes it is complex and implementedwith limitations that may vary over time)


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Project

that the effect of the implementation of the

project is the change


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Definition based on PMBOK

The Project

is e temporary endeavour undertaken to create a unique product,service, or result. The temporary nature of projects indicates adefinite beginning and end. The end is reached when the projectsobjectives have been achieved or when the project is terminated

because its objectives will not or cannot be met, or when the needfor the project no longer exist.

Temporary does not necessarily mean short in duration

Temporary does not generally apply to the product, service, or result

created by the project Most projects are undertaken to create a lasting outcome. For example, a

project to build a national monument will create a result expected to lastcenturies. Project can also have social, economical, and environmentalimpacts that far outlast the projects themselves


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Definition based on PMBOK

Project management

The application of knowledge, skills, tools, andtechniques to project activities to meet the projectrequirements. Project management isaccomplished through the appropriate application

and integration of the 42 logically grouped projectmanagement processes comprising to 5 ProcessGroups. These 5 Process Groups are

Initiating

Planning Executing

Monitoring and Controlling

Closing


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the project is not?

is not something which is done by repeating the steps

set this is the PROCESS of

the production process, the process of animal husbandry,

the process of printing and distribution of the press,

customer service, employee service process, the process ofsupplies of spare parts,

is not one activity and not a collection of similar activities

even if they do not form intentionally realized sequence of

actions - the implementation of such single/separateactivities is a FUNCTION

functions accounting services, human resources,

purchasing department, quality control, transport,


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Example

Car production

Is an process

Car production rate of 100 thousand. Annually

Is an process

Achieving production capacity of 100 thousand

cars. per year (within 5 years)

Is An project

To produce 100 thousand. cars in one year

Is an project


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History of project management

The History of Project Management is the history of mega projects of the last 4,500years that include:

the Giza Pyramid,

the Parthenon,

the Colosseum,

the Gothic Cathedrals of Europe,

the Taj Mahal, and the Transcontinental Railway.

These were not anomalies in history but projects delivered in a systematic way withvery similar characteristics to todays projects. Typically, they had a project charter, abusiness justification, and a project sponsor. In close analysis they also followed asimilar life-cycle of phases that we use today, incorporating the Project ManagementProcess Groups (initiating, planning, executing, monitoring and controlling, andclosing). In close examination they also intuitively followed all nine PMBOKknowledge areas (Integration, Scope, Time, Cost, Quality, Human Resources,Communications, Risk, and Procurement).

After: http://www.lessons-from-history.com


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TIME

the timelines for the implementation ofthe project

Gold

triangle of

the project

Golden triangle (triple constraint)


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More time

Less time

TIME

COST SCOUP/Qulity

Golden triangle


Incompressible

liquid

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Triple constraint

33%33%

Tim

e Cost

Scoupe

Zasoby

Jako

Resources

Quali

ty R

isk


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Example

Construction of the stadium for the opening of the

Olympic Games

The most important constrain is time

Construction equipment to perform heart surgery

The most important constrain is Quality

Production gadgets

The most important constrain is Cost


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Who is the Project manager??

driver

mechanic

Finance manager

General manager Project Manager the same profession as the

other


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Project manager

profession and skill

Knowledge about project management

And

ability to lead a group


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The role and responsibilities of the project manager

Preparation of a project plan, including budget and

schedule Determine project scope and clarify the requirements

Choice, shaping and guiding the project team

Identification and evaluation stakeholder Management and control of the risks of the project

Manage all changes in the project

Managing project constraints Monitoring of project execution and reporting

Creating expectations and observation / reaction totrends


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Skills needed to drive projects

Planning

Contracting

Budgeting

Measurement of the implementation

Monitoring of the quality

Risk analysis

..

Hard skills Soft skills

To communicate

Negotiate

Leadership

Troubleshooting

Resolving conflicts

team building

Political and Cultural Awareness


Th l ti hi b t j t t d th f

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Theory and practice

of project management

Theory and practice

of general management Theory and practice

on the subject

No proport ion

are shown!!!

The relationship between project management and other areas of

management


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Certification organizations


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Certyfikaty PMI

Certified Associate in Project Management (CAPM)

Project Management Professional (PMP)

Program Management Professional (PgMP

PMI Scheduling Professional (PMI-SP) PMI Risk Management Professional (PMI-RMP)

OPM3 Professional Certification


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Certified Associate in Project Management (CAPM)

PMIs Certified Associate in Project Management (CAPM) is a

valuable entry-level certification for project practitioners.Designed for those with little or no project experience, theCAPM demonstrates your understanding of the fundamentalknowledge, terminology and processes of effective projectmanagement.

Whether youre a student, new to project management,changing careers, or already serving as a subject matter experton project teams, the CAPM can get your career on the rightpath or take it to the next level.

Who should apply?

If youre a less experienced project practitioner looking todemonstrate your commitment to project management,improve your ability to manage larger projects and earnadditional responsibility, and stand out to potential employers,the CAPM certification is right for you.


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Project Management Professional (PMP)

PMIs Project Management Professional (PMP) credential is

the most important industry-recognized certification forproject managers. Globally recognized and demanded, thePMP demonstrates that you have the experience,education and competency to lead and direct projects.

This recognition is seen through increased marketability to

employers and higher salary; according to the PMI ProjectManagement Salary SurveySeventh Edition, certificationpositively impacts project manager salaries.

Who should apply?

The PMP recognizes demonstrated competence in leadingand directing project teams. If youre an experiencedproject manager looking to solidify your skills, stand out toemployers and maximize your earning potential, the PMPcredential is the right choice for you.


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Program Management Professional (PgMP)

PMIs Program Management Professional (PgMP) credential recognizesthe advanced experience and skill of program managers. Globallyrecognized and demanded, the PgMP demonstrates your provencompetency to oversee multiple, related projects and their resources toachieve strategic business goals.

PgMP credential holders oversee the success of a program, groupingrelated projects together to realize organizational benefits not available if

they were managed separately. Its the perfect fit if you define projects,assign project managers and oversee programs.

Who should apply?

If youre a program manager looking to demonstrate a proven ability tomanage complex, multiple projects and align results to organizationalgoals; increase your visibility and value with your organization; and

separate yourself in the eyes of employers, the PgMP credential is foryou.


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Metodologie Project Management

There are six variables involved in any project, and therefore six

aspects of project performance to be managed:

CostsTimescales

Quality

Scope

Risk

Benefits

PRINCE2 is an integrated framework of processes and themesthat addresses the planning, delegation, monitoring and control

of all these six aspects of project performancePRINCE2

After: http://www.prince-officialsite.com


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Project or process?

Is it a problem of meeting the features of the

project

- how much is complicated

- How to deal with thousands of small issues

Need a scheme!

~Zero new knowledge ... but it gives you organize

already owned


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Process Groups (PMPOK standard)

Initiation

Planning

Execution

Monitoring Closing


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Phases of PROJECT (IPMA standard)

4 phases of PROJECT

Initiation

Planning Executing

Closing

Communication sit down and discuse

Communication think and agreed

Communication coordinate

Communication learn the lessons


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Initiation

Planning

Executing

Closing

set a goal

determine allies and enemies

team building (team)

define a project (scope and specific objectives)

pre-planing

pre-identified risks

Pre-planing WBS

The aim is to identify the feasibility of pre-task

The end of this phase of the decision: if we do not do

You can stop, if you consider unrealistic project

4 phases of PROJECT


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Initiation

Planning

Executing

Clossing

work to develop a structure (WBS)

determine the resources

initially to ensure the availability of resources

prepare a timetable

determine the paths and critical path

establish milestones

assess risk and plan protection action

Preparing a pre-defined project

You can stop, if you consider unrealistic project!

4 phases of PROJECT


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Initiation

Planning

Executing

Closing

Work, work, work (as planned)

continuous monitoring of partial results

continuous monitoring of risks

placing the necessary adjustments to the plan

implementation of necessary safety measures

(reducing risk)

You can stop, if you consider unrealist ic project!

4 phases of PROJECT


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Initiation

Planning

Executing Clossing

defense date and the budget,

confirmation of quality,

commitment of resources

Docuementation learn the lessons

action plan for the maintenance of the project

results

formal closure of the project

You can not stop because the project is f inished

FIESTA!

4 phases of PROJECT

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Documents