prezentacja programu powerpoint - wydział zarządzania agh pm 2013.03.07.pdf · course information...

Project Management © Marek Ł. Michalski, PhD, MBA Faculty of Management AGH University of Science and Technology

[email protected]

www.agh.edu.pl/MLMICHAL

rev. 2013.03.07

http://www.agh.edu.pl/MLMICHAL

Outline

Introduction

Course Information

Instructor & Students

Lectures

All slides & more will be available at:

www.agh.edu.pl/MLMICHAL

2 Marek Ł. Michalski 2013 Project Management

http://www.agh.edu.pl/MLMICHAL

Course Information 1

Lectures

Labs

MS Project 2010/13 (English! free)

Bring your own laptop

(1 laptop / 1-2 students)

power & extension cord

DL



1. Attendance is req’d (“+”)

2. Individual tests & DL (60%)

3. Group (4? people) projects, including presentations (40%)



Primary textbooks:

PMBOK® Guide and Standards (4th Ed), Project Management Institute (PMI), 2008

Microsoft Project 2010 Step by Step, Microsoft Press 2010 files: http://go.microsoft.com/fwlink/?LinkId=191765

Other resources:

Microsoft Project Case Studies: http://www.microsoft.com/project/en-us/customer-success.aspx

http://ocw.mit.edu/courses/civil-and-environmental-engineering/1-040-project-management-spring-2009/readings/

http://pmbook.ce.cmu.edu/

http://office.microsoft.com/en-us/project-help/getting-started-with-project-2010-RZ101831071.aspx?CTT=1

To be continued…


http://go.microsoft.com/fwlink/?LinkId=191765

http://go.microsoft.com/fwlink/?LinkId=191765










































Instructor

Marek Ł. Michalski, PhD, MBA

research:

management & economics

energy industry

recent book: Optimization of Investment Decisions in the Electric Power Industry


Students

Background?

Experience in PM?

Course expectations?


L01: Introduction to PM

OUTLINE 1. PMBOK(R) Guide

2. What is a Project?

3. What is Project Management?

4. Relationships: 1. Project Management,

2. Program Management

3. Projects and Strategic Planning

5. Role of a Project Manager

6. Organization environmental factors


L01: Introduction to PM

Understanding Expectations: Who? What? Why?

Source: Portny S.E., Project Management for Dummies, Wiley 2010, p. 7.


L01: 1.1 PMBOK Guide

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

Recognized standard

For project management profession established:

Norms,

Methods,

Processes, and

Good practices. source: PMBOK Guide - 4th Ed., PMI 2008, p. 3

Marek Ł. Michalski 2013 Project Management 10

L01: 1.2 What is a Project?

temporary endeavor

definite beginning and end

different from ongoing work which is generally a repetitive process

not necessarily short in duration

to create

a unique product, service or result source: PMBOK Guide - 4th Ed., PMI 2008, p. 5



The end?

When project’s objectives have been achieved or

When the project is terminated because

its objectives will not or

cannot be met, or

When the need for the project no longer exists. source: PMBOK Guide - 4th Ed., PMI 2008, p. 5



A project can create:

A product: a component of another item or

an end item in itself;

A capability to perform a service or

A result such as an outcome or document (e.g., knowledge).

source: PMBOK Guide - 4th Ed., PMI 2008, p. 5


L01: 1.2 What is a project?

Great Pyramids

Great Wall of China

Manhattan Project

Apollo 11

New York City Subway

Human Genome Project


L01: 1.3 What is project management (PM):

5 Process Groups:

1. Initiating,

2. Planning,

3. Executing,

4. Monitoring and Controlling, and

5. Closing. source: PMBOK Guide - 4th Ed., PMI 2008, p. 6; Portny S.E., Project Management for Dummies, Wiley 2010, p. 15.



PM typically includes:

1. Identifying requirements,

2. Addressing needs and expectations of stakeholders,

3. Balancing competing constraints including:

1. Scope,

2. Quality,

3. Schedule,

4. Budget,

5. Resources, and

6. Risk. source: PMBOK Guide - 4th Ed., PMI 2008, p. 6.



If any one factor changes,

at least one other factor is likely to be affected

E.g. if schedule is shortened: Increase budget or

Reduce scope

Because of the potential for change,

the PM plan is iterative and

goes through progressive elaboration throughout the project’s life cycle.

source: PMBOK Guide - 4th Ed., PMI 2008, p. 7.


L01: 1.4. Relationships:

Relationships: broader context in organizations…

Portfolio: collection of projects to

Prioritize resource allocation

Align to organizational strategies.

E.g. firm’s profit maximization portfolio

Program: group of related projects:

Common outcome or collective strategy,

To get synergy.

E.g. multi component communications system.

Project Management Office (PMO) for PM:

Centralized and coordinated management of P. source: PMBOK Guide - 4th Ed., PMI 2008, p. 9-11.


L01: 1.4. Relationships:

Strategic Planning (Considerations)

Market demand,

Strategic opportunity/ business need,

Customer request,

Technological advance,

Legal requirements. source: PMBOK Guide - 4th Ed., PMI 2008, p. 10.


L01: 1.5. Role of a Project Manager:

Achieve project objectives

Skills:

1. Knowledge (about PM)

2. Performance (ability to apply knowledge)

3. Personal (attitude, personality, leadership) source: PMBOK Guide - 4th Ed., PMI 2008, p. 13.


L01: 1.6. Organization Environmental Factors

Organizational culture, structure, processes,

Government or industry standards,

Infrastructure,

Existing human resources,

Marketplace conditions,

Stakeholder risk tolerances,

Organization’s existing communication channels,

Etc. source: PMBOK Guide - 4th Ed., PMI 2008, p. 14.


L02: Project Life Cycle and Organizational Influences

OUTLINE 1. Project Life Cycle

2. Projects vs. Operational Work

3. Stakeholders

4. Organizational Influences on Project Management


L02: 2.1. Project Life Cycle

Typical Cost and Staffing Levels Across the Project Life Cycle No matter how large or small, simple or complex, all projects can be mapped to

the following:

Note: distinguish between project and product life cycle. source: PMBOK Guide - 4th Ed., PMI 2008, p. 16.



Impact of Variable Based on Project Time source: PMBOK Guide - 4th Ed., PMI 2008, p. 17.



Example of a Sequential (e.g. Three-Phase) Project and Project with Overlapping Phases

source: PMBOK Guide - 4th Ed., PMI 2008, p. 21.


L02: 2.2. Projects vs. Operational Work

Shared characteristics Performed by individuals,

Limited by constraints, including resource constraints,

Planned, executed, monitored and controlled, and

Performed to achieve organizational objectives or strategic plans.

Operations: Ongoing,

Produce repetitive products, services or results.

Sustain organizations over time.

Projects Temporary,

End.

E.g. project to redesign existing product.

There is generally a significant amount of interaction between the operations departments and the project team as they work together to achieve project goals.

source: PMBOK Guide - 4th Ed., PMI 2008, p. 22-23.


L02: 2.3. Stakeholders

Persons or organizations Actively involved in project or

Whose interests may be positively or negatively affected by a project

Internal or external

Exert influence

E.g. customers/users, sponsors, managers, project team, public. source: PMBOK Guide - 4th Ed., PMI 2008, p. 23-24.


L02: 2.4. Organizational Influences

Organizational culture and styles

Shared visions, values, norms, beliefs, and expectations,

Policies, methods, and procedures,

View of authority relationships, and

Work ethic and work hours.

Organizational Process Assets (processes, procedures, knowledge base)

Organizational structures: source: PMBOK Guide - 4th Ed., PMI 2008, p. 28-31.


TBC

…


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