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HEAD
HEAD
HE
ART
HE
ART
Project
ProjectIntegrat
ion&Scop
eManagement
Integrat
ion&Scop
eManagement
COUMARARADJA
COUMARARADJA
HANDS
HANDS
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whoVsWHO
whoVsWHO
W
holosesweight?
W
holosesweight?Theonewho
knowsallaboutthe
benefitsofexerciseortheonewho
walksthreekilo
meters
aday?
W
horetiresearl
y?
W
horetiresearl
y?Theonewhodreamsofahous
eonthe
,
W
howritesbooks?
W
howritesbooks?Theonewho
desirestobecom
ea
best-sellingauthor,ortheonewhogetsupearlyan
dwrites
fo
rhalfanhouraday?
W
hohasthebestmaritalrelationship?
W
hohasthebestmaritalrelationship?Theon
ewho
knowshowmuchs
pendingtimewithhis/herspousec
an
im
provehis/herrelationship,ortheonewhositsdownand
ta
lkswithhis/herspouseeverynight?
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whoVsWHO
whoVsWHO
Whoaccomplishessucce
ssfulprojects?
Whoaccomplishessucce
ssfulprojects?
TheknowledgeableTeamsthatwish
for
comple
tingtheprojectintime,
o
theTeams
thatmakecoordinated
,
committedandresult-o
rientedactions
everydaywiththe
Team
&Can-Dospirit?
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Awalkthroughthesessionoutline
Awalkthroughthesessionoutline
ScopeManag
ement
IntegrationManagement
StartingtheProject
ProjectCharter
Crea
tingtheProjectPla
n
Monitoringtheproject
Integ
ratedChangeControl
Closintheroect
Understan
dingtherequireme
nt
ConvertingtheRequirements
intoa
WorkBre
akdownStructure(
WBS)
VerifyingtheScopeoftheproject
ControllingtheScope
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Whata
projectisnt
Whata
projectisnt
Explorations
Goon
indefinitely
Oneteamor
oneperson
workingalone
Creatingthe
samething
m
ultipletimes
on
time,cost
or
pe
rformance
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SuccessDe
mandsDiscipline
SuccessDe
mandsDiscipline
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Proc
essGroups
Proc
essGroups
Pla
n
Monitor&
Con
trol
Initiate
Allprojectstypicallygothroughthese
fiveprocesses
Implement
Close
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Notallproject
proposal
smakeit
to
Notallproject
proposal
smakeit
to
i
nitiation
i
nitiation
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ProjectManagem
ent
ProjectManagem
entKno
wledgeA
rea
Kno
wledgeA
reass
Time
Management
Cost
Management
Scope
Management
Qualit
HR
GuidetotheProjectM
anagementBodyofKnowledge(PMBOK)
byprojectmanagementinstitute(PMI)
M
anagement
Management
Management
Risk
Management
C
ommunication
Management
Procurement
Management
IntegrationManagementpullingitalltogether
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Awalkthroughthesessionoutline
Awalkthroughthesessionoutline
ScopeManag
ement
IntegrationManagement
StartingtheProject
ProjectCharter
Crea
tingtheProjectPla
n
Monitoringtheproject
Integ
ratedChangeControl
Closintheroect
Understan
dingtherequireme
nt
ConvertingtheRequirements
intoa
WorkBre
akdownStructure(
WBS)
VerifyingtheScopeoftheproject
ControllingtheScope
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ProjectInteg
rationMa
nagemen
t
ProjectInteg
rationMa
nagemen
t
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ProjectInteg
rationMa
nagemen
t
ProjectInteg
rationMa
nagemen
t
Projectintegration
manageme
ntincludes:
D
evelopinga
projectcharter
D
evelopinga
preliminaryprojectscop
e
s
tatement
D
evelopinga
projectman
agementpla
n
D
irectingand
managingp
rojectexecu
tion
M
onitoringan
dcontrolling
projectwork
P
erformingin
tegratedcha
ngecontrol
C
losingthep
roject
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Pro
jectIntegrationProcesses
Pro
jectIntegrationProcesses
P
rocess
ProjectPhase
KeyDeliverables
DevelopPro
jectCharter
Initiating
ProjectCharter
Developap
reliminaryScope
Stateme
nt
Initiating
PreliminaryScope
Statement
DevelopPro
jectManagement
Planning
ProjectManagemen
tPlan
DirectandM
anageProject
Executio
n
Execution
Deliverables
Monitorand
ControlProject
Work
Monitoringand
Control
ChangeRequests
PerformIntegratedChange
Control
Monitoringand
Control
ChangeRequestss
tatus
updates
CloseProjectorPhase
Closure
Finalproduct
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Projectcharter
Projectcharter
Fo
rmallyauthorizestheproject.
Givestheobjectives
andbusinessca
se
Aprojectcharterisadocumentthatformallyrec
ognizestheexisten
ceofa
projectandprovidesdirectionontheprojectsob
jectivesandmanagement.
Ide
ntifiestheProjectManager.
Ge
nericenoughnottochangeoften.
WrittenbyaManagerhigherinauthoritythanProjectM
anager.
Inc
ludesname,description,deliverab
les.
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Proje
ctchart
er
Proje
ctchart
er
Who
What
Where
W
y
When
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CreatingtheProjectPlan
CreatingtheProjectPlan
ProjectM
anagementPlan
isdevelopedby
ProjectManagerwith
inputsfromtheteam,stak
eholdersandmanagement.
ProjectM
anagementPlan
developmentisiterative.AProject
ManagementPlanisboug
htinto,approved
,realisticandformal.
AProjec
tManagementPlanincludes-
Budg
et
Schedule
Reso
urces
ScopeStatement
WBS
Resp
onsibilitycharts/ass
ignments
Mana
gementPlans
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MonitoringthePr
oject
MonitoringthePr
oject
Attheend
ofeachphaseofaproject,aless
onslearneddoc
ument
mustbep
repared.Itdefineswhatwasdoneright,wrongetc.Itis
requiredtobecompletedin
orderfortheprojecttobecompleted.
ProjectM
anagementInformationSystem(PMIS)isasystemthat
keepstrackofstatusofalltheprojecttasks.Itisusedtotrackthe
sauso
eproec.
Progress
iveElaborationinvolvestheproce
ssoftakingapro
ject
fromconc
epttodetailedde
sign.
Kick-offm
eetinghappens
aftertheplanningphaseandbeforethe
projectex
ecution.Itistypic
allyusedtocomm
unicateresponsibilities
ofkeystakeholders.
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Directa
ndManage
ProjectE
xecutionp
rocess
Directa
ndManage
ProjectE
xecutionp
rocess
Inputs
Tools&Techniques
Outputs
Projectm
anagement
plan
Expe
rtjudgment
Deliverables
Approved
change
reque
sts
Projectmanagement
informationsystem
Workperforma
nce
information
Enterris
e
Environmental
factor
s
Changereques
ts
Organizational
proce
ssassets
Projectmanagement
planupdate
s
Projectdocument
updates
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MonitorandCont
rolProjec
tWorkProcess
MonitorandCont
rolProjec
tWorkProcess
Inputs
Tools&
Techniques
Outputs
Projectm
anagementplan
Expertjudgment
Changerequests
Performancereports
Projectmanagement
plan
updates
Enterpriseenvironmental
facto
rs
Projectdocumentup
dates
Organiza
tionalprocess
assets
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CloseProjectorP
hase
CloseProjectorP
hase
Inputs
Tools&
Techniques
Outputs
Projectm
anagement
plan
Expertjudgment
Finalproduct,serviceorresult
transition
Accepteddeliverables
Or
ganizationalprocessassets
udates
Organiza
tionalprocess
assets
Attheen
dofeachphaseofaproject,alessonslearneddocumentmustbeprepared.
Thelessonslearneddocumentdefineswhatwasdoneright,wrongetc.
Itisrequiredtobecompletedinorderfortheprojecttobecompleted
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Awalkthroughthesessionoutline
Awalkthroughthesessionoutline
ScopeManag
ement
IntegrationManagement
StartingtheProject
ProjectCharter
Crea
tingtheProjectPla
n
Monitoringtheproject
Integ
ratedChangeControl
Closingtheproject
Understan
dingtherequireme
nt
ConvertingtheRequirements
intoa
WorkBre
akdownStructure(
WBS)
VerifyingtheScopeoftheproject
ControllingtheScope
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P
rojectScopeMana
gement
P
rojectScopeMana
gement
Whatisin
cludedintheproject,
aswellas
whatis
tobeexc
luded
Managementtechniques:
Conductathoroughne
edsanalysis
Definew
hatsinandw
hatsout
Clearlyidentifytheprojectsgoal,objectivesandkeydrivers
Managescopecreep
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Sco
peCreep
Sco
peCreep
Smallincrements;Be
ginningoffailure;Im
pactscost,riskan
dschedule
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ProjectScope
ProjectScope
Man
agement
Tools&Techniqu
es
Man
agement
Tools&Techniqu
es
ScopeOverview:ProjectO
verviewStatemen
tsummarizingtheProject,
Goal,Obje
ctives,Successcriter
ia,Assumptions,Risk
sandObstacles
ScopePlanning-Createapr
ojectscopemanagem
entplandocumenting
howthe
projectsco
pewillbedefined,ve
rified,controlled,andhowtheworkbreakdo
wn
structurew
illbecreatedanddefined.
ScoeDefinition-Develoadetailedroectscoestatementasthebasisfor
projectdecisions
CreationofaWorkBreakdownStructure(WBS)-Subdividethem
ajor
projectdeliverablesandproject
workintosmaller,moremanageablecompo
nents
ScopeVerification-formalizingacceptanceofthecompletedprojectdeliverables
ScopeControl-controllingch
angestotheprojects
cope
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ScopeMan
agementProcess
ScopeMan
agementProcess
Process
P
rojectGroup
KeyDeliverables
CollectRequ
irements
planning
Requirementsdocu
ment
DefineScope
planning
projectscopestate
ment
CreateWBS
planning
WBS,WBSdictionary
VerifyScope
MonitoringandControlling
Acceptancedeliver
ables
ControlScope
MonitoringandControlling
ChangeRequests
Initiation(initialphase)
keytools:selectingproject
basedonfinancialmethods
(NPV,ROIandPayback
analysis)
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ScreeningaPro
ject
ScreeningaPro
jectNe
edsAnalysis
Ne
edsAnalysis
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Triple
Constrai
nts
Triple
Constrai
nts
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DefineScopePro
cess
DefineScopePro
cess
Inputs
Tools&Technique
s
Outputs
Projectch
arter
Expertjudgment
Projectscopes
tatement
Requirements
docum
entation
Productanalysis
Projectdocument
updates
rganza
onaprocess
assets
ernave
identification
Facilitatedworkshops
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PowerofScopeStatement
PowerofScopeStatement
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PowerofScopeStatement
PowerofScopeStatement
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WBS
WBS
AW
BSisadeliverab
le-orientedgroup
ingoftheworkin
volved
ina
projectthatdefin
esthetotalscope
oftheproject
WB
Sisafoundationdocumentthatprovidesthebasisf
or
plan
ningandmanagingprojectschedu
les,costs,resources,
Dec
ompositionissubdividingprojectdeliverablesintosmaller
piec
es
Aw
orkpackageisa
taskatthelowes
tleveloftheWBS
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Out
line
Out
line
1.Introduction
2.PreparingSc
opeStatement
3.CreatingWBS
4.VerifyingCom
pletionof
ProjectDeliverable
5.ManagingRe
questsfor
ChangestoP
rojectScope
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VerifyScopePro
cess
VerifyScopePro
cess
Inputs
Tools&Techniques
Outputs
Projectmanagementplan
Inspection
AcceptedDelivera
bles
Requirementsdocumentation
Changerequests
matrix
updates
Validatedde
liverables
Th
eVerifyScopeistheprocessinwhichtheprojectcustomer
formallyacceptsthep
rojectdeliverables.ScopeVerification
ha
ppensattheendofeachphase.During
theVerifyScopepro
cess
cu
stomergivesfeedba
ckonworkperform
ed.
WhileVerifyScopepro
cessfocusesoncustomeracceptance,
QualityControlproces
sfocusesoncorrec
tnessofwork.
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ControlScopeProcess
ControlScopeProcess
In
puts
Tools&
Techniques
Outputs
Projectmanagement
plan
Variance
analysis
Workperformance
m
easurements
Requireme
nts
documentation
Changerequests
Requireme
nts
traceab
ilitymatrix
Projectmanagementplan
u
pdates
Organizationalprocess
assets
Orga
nizationalprocessa
ssets
u
pdates
Workperfo
rmance
informa
tion
Projectdocumentupdates
ControlScopeproc
essinvolvesmonitoringthestatusofp
roject
andmanagingscopechanges.
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Though
tfulExecu
tion
Though
tfulExecu
tion
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Though
tfulExecu
tion
Though
tfulExecu
tion
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Though
tfulExecu
tion
Though
tfulExecu
tion
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Though
tfulExecu
tion
Though
tfulExecu
tion
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aDay
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Ta
ke
Ta
ke--away
away
AnA
ppleada
ykeepsthedoctor
away
DynamicDailyR
outine-
Disciplined
actione
veryday
makesthings
(execution)happ
en!
T
hemoreIwanttogetsomethingd
one,thelessIca
llitwork.
-RichardBach
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HEAD
HEAD
HE
ART
HE
ART
THANKYOU
THANKYOU
HANDS
HANDS