lecture 1 - mpm
TRANSCRIPT
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LECTURE # 1
ZO H A I B KH A N
Project Scheduling, Planning andTime Management(PM5201)
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Agenda
Module: Project Scheduling, Planning and TimeManagement(PM5201)
Meeting Objectie!
"ntroductionPrinci#le! $or the module Aim! and Objectie!Module la%out"ntroduction o$ m% teamProject and Project Management
Program, #ort$olio and #roject managementO#eration! and #roject managementOrgani&ation and #roject managementProject Sta'eholder management
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Meeting Objectie!
"ntroduce m%!el$
Share e#erience! and m% #er!onal #er!#ectie!
PSPTM and %our in!ight into *hat it! all about+
"n$ormal and a!ual - . A Se!!ion
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"ntroduction
/S on! conomic!
Ma!ter in Public Admini!tration
Ma!ter o$ Science in Project Management
Si Sigma: 3hite /elt erti$iedSP, Pa'i!tan
3orld ealth Organi&ation (3O)
"ndu! Su!tainable 4eelo#ment oundation ("S4)
Acted, Pa'i!tan
""T, "!lamabad
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"ntroduction
Contact details
&ohaib'han6!&abi!t7i!bedu#'
MS acult% hall 2nd loor
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Princi#le! $or the Module
one!t and o#en t*o *a% communication
"n!tructor Student!
Project Management . Oerie*
Succe!!
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Princi#le! $or the Module
/e #roductie
Ph%!ical and mental attendance i! mandator% Learning & Good grades
Partici#ation during di!cu!!ion !e!!ion Extra Points No !is"ering
Mobile #hone !trictl% Prohibited
Negati$e %aring
8ero Tolerance to Plagiari!m (/e %our!el$) on!ult S8A/"ST Plagiari!m Polic%
Project Management . Oerie*
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Princi#le! $or the Module
I agree to disagree
ro!! comment!
ro!! tal'!
9aughter on ue!tion!
ncourage dier!it%, it! adantage;
Project Management . Oerie*
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Princi#le! $or the Module
t mi!! the cla!!
Project Management . Oerie*
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Aim! . Objectie!
To under!tand the 'e% com#onent! o$ Planning andtime management
?nder!tanding o$ it! tool! and im#lication!
a!e7!tudie! and real *orld #roblem
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Module 9a%out
1@ lecture! oer the !eme!ter
a!e !tudie!
Announced midterm B0C o$ total grade
"nternal a!!e!!ment B0C o$ total grade -ui& . A!!ignment Methodolog% ba!ed #roject la!! actiit% !e!!ion
Pre!entation!
Announced inal D0C o$ total grade Subjectie
Project Management . Oerie*
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"ntroduction o$ M% Team
Project Management . Oerie*
Hour e#ectation! $rom thi! cla!!
" n t r o d u
c e
% o u r ! e l
$ H o u r a ! # i r a t i o n
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our!e Outline
'ee To"i(s
1 Course introduction and important concept
• Project and project management
•Program, portfolio and project management
•Operations and project management
•
Organizations and project management•Project stakeholder
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our!e Outline
'ee To"i(s
2 Project Planning – I
•Enterprise Environmental Factors
•Projects & Project ased organization
•Project management process
•
Processes of planning phase
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our!e Outline
'ee To"i(s
B Project Planning – II
•Processes of planning phase
Class activit!" Planning activit!
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our!e Outline
'ee To"i(s
D Project #cope $anagement
•#cope and scope management
•#cope management" Processes
•%ork reakdo'n structure (%))#*
•
#cope enrichment and scope creep•+ole of #$Es in scope
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our!e Outline 'ee To"i(s
5Project ime $anagement – I
•Plan #chedule $anagement
•-efine activities
•Project Charter
• #cope aseline
•+olling 'ave planning
•
-ecomposition•$ilestone
•.ctivit! attriutes
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our!e Outline
'ee To"i(s
@ Project ime $anagement – II
•#e/uencing activities
•Overvie' of inputs
•Precedence -iagramming $ethod (P)-)$*
•
0et'ork -iagram•1eads and 1ags
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our!e Outline
'ee To"i(s
I Case #tud! – I
Case #tud! – II
2 $idterm E3amination
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our!e Outline 'ee To"i(s
J Project ime $anagement – III
•Estimate activit! resources
•+esource calendar
•+isk register
•E3pert 4udgment" #$E
•Estimations
•.lternative .nal!sis
•+esource reakdo'n structure
•.ctivit! resource re/uirements
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our!e Outline
'ee To"i(s
10 Project ime $anagement – I5
•Estimate activit! duration
•
.nalogous and parametric estimations•hree point estimates
•6roup decision making techni/ues
•+eserve anal!sis
Class activit!" Estimation and simulation
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our!e Outline
'ee To"i(s
11 Project ime $anagement – 5
•-evelop schedule
•Critical path method
•Critical chain method
•+esource optimization techni/ue
•#chedule compression
•#cheduling tools
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our!e Outline
'ee To"i(s
12 6uest #peaker
78 Project ime $anagement – 5I•Control schedule
•Performance revie'
•racking
•Performance reporting
•Earned 5alue management
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our!e Outline
'ee To"i(s
1D $# Project – I
#cheduling and planning 'ith soft'are
79 Project Presentations
7: Final E3am
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3hat i! ProjectK
A #roject i!:
a tem#orar% endeaor *ith a beginning and end
!omething create a uniue #roduct, !erice or re!ult *ith certain con!traint!
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3hat i! ProjectK
)(enario
A client *al'ed in to %our o$$ice and told %ou LThe
!%!tem! o$ m% $acilit% are bro'en an %ou $igure out *hat i! *rong *ith them and $i themK
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3hat i! Project ManagementK
"! it about ho* to manage #eo#leK
Or Hou can be #roject manager b% !im#l% bu%ing a
!o$t*are and a *or'ing machineK
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3hat i! Project ManagementK
Pha!e!
Fno*ledge area!
Proce!!e!Tool! and techniue!
SM!
Roles, responsibilities and authority level.
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3hat i! Project ManagementK
)(enario
/eing a #roject manager %ou are conducting a #roject
and due to an% rea!on %ou are com#elled to !hortenthe !chedule o$ %our #roject
What you do?
Which things you consider while doing it?
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Port$olio, #rogram and #roject management
Port$olio re$er! to a collection o$ #roject!, #rogram!,!ub7#ort$olio!, and o#eration! managed a! a grou# to
achiee !trategic objectie!
Examples?
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Port$olio, #rogram and #roject management
Program! are grou#ed *ithin a #ort$olio and arecom#ri!ed o$ !ub#rogram!, #roject!, or other *or'
that are managed in a coordinated $a!hion in !u##orto$ the #ort$olio
Examples?
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Port$olio, #rogram and #roject management
"ndiidual #roject! that are either *ithin or out!ide o$
a #rogram are !till con!idered #art o$ a #ort$olio
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Port$olio, #rogram and #roject management
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Port$olio, #rogram and #roject management
"! it nece!!ar% that all the #rogram! and #roject *ithin
the #ort$olio mu!t be interde#endent or directl%relatedK
If yes, why?
If no, why?
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Port$olio, #rogram and #roject management
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Port$olio, #rogram and #roject management
OPM
Organi&ational Project ManagementK
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Port$olio, #rogram and #roject management
OPM i! a
!trategic eecution $rame*or' utili&ing
#roject, #rogram, and #ort$olio management,organi&ational enabling #ractice!
better #er$ormance, better re!ult!, and a !u!tainablecom#etitie adantage
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O#eration! and #roject management
O#eration! management i! re!#on!ible $or oer!eeing,directing, and controlling bu!ine!! o#eration!
•
Manu$acturing• Accounting
• So$t*are
• Maintenance
Daytoday support.
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O#eration! and #roject management
?!uall% o#eration! are out!ide the !co#e o$ the #roject
/ut #roject! can inter!ect *ith o#eration! at ariou!#oint during the #roject li$e c%cle
Example?
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Organi&ation! and #roject management
Project actiitie! mu!t be aligned *ith to#7leel bu!ine!! direction (objectie! mu!t be realigned)
3h% alignment among the #roject and organi&ation!trateg% i! im#ortantK
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Project /a!ed Organi&ation!
9e!! hierarchical !tructure
9e!! #olitic!
More em#ha!e! on re!ultMajor *or' are #roject!
!unctional, matri" # pro$ecti%ed
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Project Sta'eholder! Management
Externalities?
&rimary sta'eholders (econdary sta'eholders
)nowledge area
The very first process?
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3h% *e need #roject managementK
?S Air orce
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Than' %ou
Q&A