project mgmt framework

7/28/2019 Project Mgmt Framework

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Project Management1. What is Project Management


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Turn your phones off


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Who wants to be a project manager?


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Why?


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Who wants to work with a project

manager?


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When? Where? How?


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The textbook

Gray, C., & Larson, E. (2006).

Project management Themanagerial process (3rd ed.). NY:

McGraw-Hill. 658.404 G791p3
http://145.85.34.4:8180/DB=1.16/IMPLAND=Y/LNG=EN/SID=bc9cceb7-1/SRT=YOP/CMD?ACT=SRCHA&IKT=1007&SRT=YOP&TRM=0072978635


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The Project ManagementFramework


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8 things you want to know

What is a Project?

Process Groups

The Triple Constraint

What is Project Management?

The Project Manager Importance of Project Management

Project Management Framework

Integrated Approach


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1. What is a Project?

All projects have a beginning, a middle and an

end.

Beginning Middle End


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A definition:

A temporary endeavor undertaken toaccomplish a unique purpose

Beginning Middle End


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Source: CHAOS Report 1995 by the Standish Group

Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf

Not even

completed

Typically

189% over

budget

OTOBOS

53%Challenge

d

16%Success

31%Critical

Failures

1994

1 2 3 4 5 6 7 8


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More & more IT projects are starting each year

500K

300K

200K1998

2001

2002

??2007


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Projects have a common set of characteristics which

can also be defined by what they are not

A target

outcome

A defined life

span

Cross

organisational

participation

New or

unique

Time, Cost

and

performance

requirements


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ExplorationsGo on

indefinitely

One team or

one person

working alone

Creating the

same thing

multiple times

No constraints

on time, cost

or

performance

What a project isnt


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Process Groups

All projects typically go through these five

processes

PlanMonitor &

Control

ImplementClose

Initiate


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A process is a series of actions directed towards

a particular result.

Step 1 Step 2 Step 3 Result

activityinputs outputs


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There are alternatives to PMI

Numbers from Craig Brown (Sept 2007)

Project ManagementOrganisation

Head office Number ofmembers

PMI USA 240,000

IPMA Europe 30,000

APM UK 15,000

AIPM Australia 7,100


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3. The Triple Constraint

Also known as the IRON TRIANGLETime

Scope Cost


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Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)


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Quality

The QuadrupleConstraint

Warning: Quality has many definitions

Time

Scope Cost


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4. What is Project Management?

Advantages of Project Management

Better control of financial, physical,

and human resources

Improved customer relations

Shorter development timesLower costs

Higher quality and increased reliability

Higher profit margins

Improved productivity

Better internal coordination


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PerformingOrganisation

Project Manager

Client - Sponsor

Project Teamstakeholders

stakeholders

stakeholders

stakeholders


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5. The Project Manager

Week 6 Leading Teams

Week 7 Managing Teams


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(Schwalbe, 2006, p17)


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(Schwalbe, 2006, p22)


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6. Importance of Project Management

Increased use of Project Management

Compressed product life cycle

Global competitionKnowledge explosion

Corporate downsizing

Increased customer focus

Development of Third World and closedeconomies


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7. Project Management Framework

The PMBOKs 9 Knowledge areas

IntegrationManagement

Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Figure 1.2 Project Management Framework(Schwalbe, 2006, p9)


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8. Integrated Approach

Why would a team member be a stakeholder?Stakeholdersare people involved in or affected by project activities

Stakeholders include:

Project sponsor

Project manager

Project team Support staff

Customers

Suppliers

Opponents to the project


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Project TeamSuppliers Customers

Opponents

Sponsor &

Supporters


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The PMBOKs 9 Knowledge areas


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Time Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Cost management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Quality Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Remember this?

The first four knowledge areas are Core

Functions


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The next four knowledge areas are Facilitating

Processes

Integration

Management

TimeManagement

CostManagement

ScopeManagement

Quality

ManagementHR Management

Risk

Management

Communication

Management

Procurement

Management


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HR Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Risk Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Communications Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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Procurement Management


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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What knowledge area do

contract labourers fall into?Contract

staff

?

HR

Management

Procurement

Management


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Integration Management pulling it all

together


Time

Management

Cost

Management

Scope

Management

QualityManagement

HR Management

Risk

Management

Communication

Management

Procurement

Management


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What if its not Integrated?


Time

Management Cost

Management

Scope

Management

Quality

Management HR Management

Risk

Management

Communication

Management

ProcurementManagement


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Figure 1.2 Integrated Management of Projects(Gray & Larson, 2006, p13)


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Which ones are most important for projects?

Technical skills People Skills

Budgeting, Scheduling,

Documenting

Leading, Motivating,

Listening, Empathising


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project mgmt framework

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