project management -- wiki
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Project managementFrom Wikipedia, the free encyclopedia
Project managementis the discipline of initiating, planning, executing, controlling, and closing the work of a team to
achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a
unique product, service or result with a defined beginning and end usually time!constrained, and often constrained by
funding or deliverables" undertaken to meet unique goals and objectives, typically to bring about beneficial change oradded value.#$%#&%'he temporary nature of projects stands in contrast with business as usual or operations", #(%which are
repetitive, permanent, or semi!permanent functional activities to produce products or services. )n practice, the
management of these two systems is often quite different, and as such requires the development of distinct technical
skills and management strategies.#*%
'he primary challenge of project management is to achieve all of the project goals and constraints.+#%this information is
usually described in a user or project manual, which is created at the beginning of the development. 'he primary
constraints of many things.#-%'he secondary and more ambitious challenge is to optimi/e the allocation of
necessary inputs and integrate them to meet pre!defined objectives.
Contents
$ 0istory
& Approaches
&.$ 'he traditional approach
&.& 12)345&
&.( 4ritical chain project management
&.* 1rocess!based management
&. Agile project management
&.- 6ean project management
&.7 5xtreme project management
&.8 9enefits reali/ation management ( 1rocesses
(.$ )nitiating
(.& 1lanning
(.( 5xecuting
(.* :onitoring and controlling
(. 4losing
(.- 1roject controlling and project control systems
* 'opics
*.$ 1roject managers
*.& 1roject management types
*.( Work breakdown structure
*.* )nternational standards
*. 1roject portfolio management
*.- 1roject management software
*.7 ;irtual project management
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2oman soldiers building a fortress, 'rajans
4olumn $$( AB
0enry Cantt $8-$D$E$E",
the father of planning and
control techniques
152' network chart for a seven!month
project with five milestones
ntil $E==, civil engineering projects were generally managed by
creative architects, engineers, and master builders themselves, for
example ;itruvius first century 94", 4hristopher Wren $-(&D$7&(",
'homas 'elford $77D$8(*" and )sambard Gingdom 9runel $8=-
D$8E".#7%)t was in the $E=s that organi/ations started to
systematically apply project management tools and techniques to
complex engineering projects.#8%
As a discipline, project management developed from several fields of
application including civil construction, engineering, and heavy
defense activity.#E%'wo forefathers of project management are 0enry
Cantt, called the father of planning and control techniques,#$=%who is
famous for his use of the Cantt chart as a project management tool
alternativelyHarmonogramfirst proposed by Garol Adamiecki#$$%"+ and 0enri Fayol for
his creation of the five management functions that form the foundation of the body of
knowledge associated with project and program management.#$&%9oth Cantt and Fayol
were students of Frederick Winslow 'aylors theories of scientific management. 0is
work is the forerunner to modern project management tools including work breakdown
structure W9
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'ypical development phases of an engineering project
'he 12)345& process model
Approaches
'here are a number of approaches for managing project activities including lean, iterative, incremental, and phased
approaches.
2egardless of the methodology employed, careful consideration must be given to the overall project objectives,
timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.
The traditional approach
A traditional phased approach identifies a sequence of steps to be completed. )n the Htraditional approachH,#$8%five
developmental components of a project can be distinguished four stages plus control">
$. initiation&. planning and design
(. execution and construction*. monitoring and controlling systems
. completion and finish point
3ot all projects will have every stage, as projects can be
terminated before they reach completion.
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'he iteration cycle in agile project
management
12)345& provides a common language for all participants in the project. 'he governance framework of 12)345& D its
roles and responsibilities D are fully described and require tailoring to suit the complexity of the project and skills of the
organisation.#&&%
Critical chain project management
4ritical chain project management 441:" is a method of planning and managing project execution designed to deal
with uncertainties inherent in managing projects, while taking into consideration limited availability of resourcesphysical, human skills, as well as management J support capacity" needed to execute projects.
441: is an application of the theory of constraints 'I4" to projects. 'he goal is to increase the flow of projects in an
organi/ation throughput". Applying the first three of the five focusing steps of 'I4, the system constraint for all
projects is identified as are the resources. 'o exploit the constraint, tasks on the critical chain are given priority over all
other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain
tasks must start, subordinating all other resources to the critical chain.
'he project plan should typically undergo resource leveling, and the longest sequence of resource!constrained tasks
should be identified as the critical chain. )n some cases, such as managing contracted sub!projects, it is advisable to use
a simplified approach without resource leveling.
)n multi!project environments, resource leveling should be performed across projects. 0owever, it is often enough toidentify or simply select" a single HdrumH. 'he drum can be a resource that acts as a constraint across projects, which
are staggered based on the availability of that single resource.
Ine can also use a Hvirtual drumH by selecting a task or group of tasks typically integration points" and limiting the
number of projects in execution at that stage.
Process-based management
'he incorporation of process!based management has been driven by the use of :aturity models such as the I1:( and
the 4::) capability maturity model integration+ see this example of a predecessor" and )
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1lanning and feedback loops
in 5xtreme programming K1"
with the time frames of the
multiple loops.
5xtreme 1rogramming K1" ! A set of practices based on a set of principles and values, with a goal to develop
that provides real value by implementing tight feedback loops at all levels of the development process and using
them to steer development. K1 populari/ed 'est Briven Bevelopment 'BB" and 1air 1rogramming.
eKtreme :anufacturing K:" ! An agile methodology based on four to five project management process groups, and
a control system. 2egardless of the methodology or terminology used, the same basic project management processes
will be used. :ajor process groups generally include>#-%
)nitiation
1lanning
1roduction or execution
:onitoring and controlling
4losing
)n project environments with a significant exploratory element e.g., research and development", these stages may besupplemented with decision points go?no go decisions" at which the projects continuation is debated and decided. An
example is the 1haseDgate model.
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The project development stages[25]
Initiating process group processes[25]
Initiating
The initiating processes
determine the nature and
scope of the project.[26]If this
stage is not performed well, it
is unlikel that the project will
!e successful in meeting the!usiness" needs. The ke
project controls needed here
are an understanding of the !usiness environment and making sure that all
necessar controls are incorporated into the project. #n deficiencies should !e
reported and a recommendation should !e made to fi$ them.
The initiating stage should include a plan that encompasses the following
areas%
anal&ing the !usiness needs're(uirements in measura!le goals
reviewing of the current operations
financial analsis of the costs and !enefits including a !udget stakeholder analsis, including users, and support personnel for the project
project charter including costs, tasks, delivera!les, and schedules
Planning
#fter the initiation stage, the project is planned to an appropriate level of detail )see e$ample of a flow*chart+.[25]The
main purpose is to plan time, cost and resources ade(uatel to estimate the work needed and to effectivel manage risk
during project e$ecution. #s with the Initiation process group, a failure to ade(uatel plan greatl reduces the projects
chances of successfull accomplishing its goals.
-roject planning generall consists of[2]
determining how to plan )e.g. ! level of detail or /olling 0ave planning+1
developing the scope statement1
selecting the planning team1
identifing delivera!les and creating the work !reakdown structure1
identifing the activities needed to complete those delivera!les and networking the activities in their logical
se(uence1
estimating the resource re(uirements for the activities1
estimating time and cost for activities1
developing the schedule1
developing the !udget1
risk planning1
gaining formal approval to !egin work.
#dditional processes, such as planning for communications and for scope management, identifing roles and
responsi!ilities, determining what to purchase for the project and holding a kick*off meeting are also generall
advisa!le.
or new product development projects, conceptual design of the operation of the final product ma !e performed
concurrent with the project planning activities, and ma help to inform the planning team when identifing delivera!les
and planning activities.
Executing
The e$ecution'implementation phase ensures that the project management plan"s delivera!les are e$ecuted accordingl.
This phase involves proper allocation, co*ordination and management of human resources and an other resources suchas material and !udgets. The output of this phase is the project delivera!les.
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7$ecuting process group processes[25]
8onitoring and controlling process group processes[25]
8onitoring and controlling ccle
Monitoring and controlling
8onitoring and controlling consists of those processes performed
to o!serve project e$ecution so that potential pro!lems can !e
identified in a timel manner and corrective action can !e taken,
when necessar, to control the e$ecution of the project. The ke
!enefit is that project performance is o!served and measured
regularl to identif variances from the project managementplan.
8onitoring and controlling includes%[29]
8easuring the ongoing project activities )where we are+1
8onitoring the project varia!les )cost, effort, scope, etc.+
against the project management plan and the project
performance !aseline )where we should be+1
Identif corrective actions to address issues and risks
properl )How can we get on track again+1
Influencing the factors that could circumvent integratedchange control so onl approved changes are implemented.
In multi*phase projects, the monitoring and control process also
provides feed!ack !etween project phases, in order to implement
corrective or preventive actions to !ring the project into
compliance with the project management plan.
-roject maintenance is an ongoing process, and it includes%[6]4 :ontinuing support of end*users 2 :orrection of errors ;
eond e$ecuting the change in
the field, the change normall needs to !e documented to show what was
actuall constructed. This is referred to as change management. ?ence, the
owner usuall re(uires a final record to show all changes or, more
specificall, an change that modifies the tangi!le portions of the finished
work. The record is made on the contract documents @ usuall, !ut not necessaril limited to, the design drawings. The
end product of this effort is what the industr terms as*!uilt drawings, or more simpl, Aas !uilt.B The re(uirement for
providing them is a norm in construction contracts. :onstruction document management is a highl important task
undertaken with the aid an online or desktop software sstem, or maintained through phsical documentation. The
increasing legalit pertaining to the construction industries maintenance of correct documentation has caused the
increase in the need for document management sstems.
0hen changes are introduced to the project, the via!ilit of the project has to !e re*assessed. It is important not to lose
sight of the initial goals and targets of the projects. 0hen the changes accumulate, the forecasted result ma not justif
the original proposed investment in the project. 3uccessful project management identifies these components, and tracks
and monitors progress so as to sta within time and !udget frames alread outlined at the commencement of the project.
Closing
:losing includes the formal acceptance of the project and the ending thereof. #dministrative activities include the
archiving of the files and documenting lessons learned.
This phase consists of%[6]
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:losing process group processes.[25]
Contract closure% :omplete and settle each contract )including
the resolution of an open items+ and close each contract
applica!le to the project or project phase.
Project close% inali&e all activities across all of the process
groups to formall close the project or a project phase
#lso included in this phase is the -ost Implementation /eview. This is a
vital phase of the project for the project team to learn from e$periences
and appl to future projects. Cormall a -ost Implementation /eview consists of looking at things that went well and
analsing things that went !adl on the project to come up with lessons learned.
Project controlling and project control systems
-roject controlling should !e esta!lished as an independent function in project management. It implements verification
and controlling function during the processing of a project in order to reinforce the defined performance and formal
goals.[2D]The tasks of project controlling are also%
the creation of infrastructure for the suppl of the right information and its update
the esta!lishment of a wa to communicate disparities of project parameters
the development of project information technolog !ased on an intranet or the determination of a project ke
performance indicator sstem )E-I+
divergence analses and generation of proposals for potential project regulations[;]
the esta!lishment of methods to accomplish an appropriate project structure, project workflow organi&ation,
project control and governance
creation of transparenc among the project parameters[;4]
ulfillment and implementation of these tasks can !e achieved ! appling specific methods and instruments of project
controlling. The following methods of project controlling can !e applied%
investment analsis
cost@!enefit analsis
value !enefit analsis
e$pert surves simulation calculations
risk*profile analsis
surcharge calculations
milestone trend analsis
cost trend analsis
target'actual*comparison[;2]
-roject control is that element of a project that keeps it on*track, on*time and within !udget.[29]-roject control !egins
earl in the project with planning and ends late in the project with post*implementation review, having a thorough
involvement of each step in the process. -rojects ma !e audited or reviewed while the project is in progress. ormal
audits are generall risk or compliance*!ased and management will direct the o!jectives of the audit. #n e$amination
ma include a comparison of approved project management processes with how the project is actuall !eing managed.[;;]7ach project should !e assessed for the appropriate level of control needed% too much control is too time consuming,
too little control is ver risk. If project control is not implemented correctl, the cost to the !usiness should !e clarified
in terms of errors and fi$es.
:ontrol sstems are needed for cost, risk, (ualit, communication, time, change, procurement, and human resources. In
addition, auditors should consider how important the projects are to the financial statements, how reliant the
stakeholders are on controls, and how man controls e$ist. #uditors should review the development process and
procedures for how the are implemented. The process of development and the (ualit of the final product ma also !e
assessed if needed or re(uested. # !usiness ma want the auditing firm to !e involved throughout the process to catch
pro!lems earlier on so that the can !e fi$ed more easil. #n auditor can serve as a controls consultant as part of the
development team or as an independent auditor as part of an audit.
>usinesses sometimes use formal sstems development processes. These help assure that sstems are developed
successfull. # formal process is more effective in creating strong controls, and auditors should review this process to
confirm that it is well designed and is followed in practice. # good formal sstems development plan outlines%
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# strateg to align development with the organi&ation"s !roader o!jectives
3tandards for new sstems
-roject management policies for timing and !udgeting
-rocedures descri!ing the process
7valuation of (ualit of change
Topics
Project managers
# project manager is a professional in the field of project management. -roject managers can have the responsi!ilit of
the planning, e$ecution, and closing of an project, tpicall relating to construction industr, engineering, architecture,
computing, and telecommunications. 8an other fields in production engineering, design engineering, and heav
industrial have project managers.
# project manager is the person accounta!le for accomplishing the stated project o!jectives. Ee project management
responsi!ilities include creating clear and attaina!le project o!jectives, !uilding the project re(uirements, and managing
the triple constraint for projects, which is cost, time, and scope.
# project manager is often a client representative and has to determine and implement the e$act needs of the client,!ased on knowledge of the firm the are representing. The a!ilit to adapt to the various internal procedures of the
contracting part, and to form close links with the nominated representatives, is essential in ensuring that the ke issues
of cost, time, (ualit and a!ove all, client satisfaction, can !e reali&ed.
Project management types
-roject management can appl to an project, !ut it is often tailored to accommodate the specific needs of different and
highl speciali&ed industries. or e$ample, the construction industr, which focuses on the deliver of things like
!uildings, roads, and !ridges, has developed its own speciali&ed form of project management that it refers to as
Construction project managementand for which project managers can !ecome trained and certified in.[;F]The
Information technolog industr has also evolved to develop its own form of -roject management that is referred to as
IT Project managementand which speciali&es in the deliver of technical assets and services that are re(uired to passthrough various lifeccle phases such as planning, design, development, testing, and deploment.Biotechnology project
managementfocuses on the intricacies of !iotechnolog research and development.[;5]
or each tpe of project management, project managers develop and utili&e repeata!le templates that are specific to the
industr there dealing with. This allows project plans to !ecome ver thorough and highl repeata!le, with the specific
intent to increase (ualit, lower deliver costs, and lower time to deliver project results.
Work breakdown structure
The work !reakdown structure )0>3+ is a tree structure that shows a su!division of effort re(uired to achieve an
o!jectiveGfor e$ample a program, project, and contract. The 0>3 ma !e hardware*, product*, service*, or
process*oriented )see an e$ample in a C#3# reporting structure )24++.[;6]
# 0>3 can !e developed ! starting with the end o!jective and successivel su!dividing it into managea!le
components in terms of si&e, duration, and responsi!ilit )e.g., sstems, su!sstems, components, tasks, su!*tasks, and
work packages+, which include all steps necessar to achieve the o!jective.[2]
The work !reakdown structure provides a common framework for the natural development of the overall planning and
control of a contract and is the !asis for dividing work into defina!le increments from which the statement of work can
!e developed and technical, schedule, cost, and la!or hour reporting can !e esta!lished.[;6]The work !reakdown
structure can !e displaed in two forms one in form of a ta!le with su!division of tasks two in form of an organisational
chart.
International standards
There have !een several attempts to develop project management standards, such as%
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I3= 245% 242 * Huidance on project management. This is the first project management I3=.
I3= ;4% 2D * /isk management. /isk management is 4 of the 4 knowledge areas of either I3= 245 or
-8>oE5 concept of project management.
I3='I7:'I777 46;26*2D * 3stems and 3oftware 7ngineeringGife :cle -rocessesG-roject 8anagement[;]
:apa!ilit 8aturit 8odel from the 3oftware 7ngineering Institute.
H#--3, Hlo!al #lliance for -roject -erformance 3tandards @ an open source standard descri!ing
:=8-7T7C:I73 for project and program managers. # Huide to the -roject 8anagement >od of Enowledge from the -roject 8anagement Institute )-8I+
?7/873 method, 3wiss general project management method, selected for use in u$em!ourg and international
organi&ations.
The I3= standards I3= D, a famil of standards for (ualit management sstems, and the I3= 46%2;, forJualit management sstems and guidelines for (ualit management in projects.
-/IC:72, -rojects IC :ontrolled 7nvironments.
#ssociation for -roject 8anagement >od of Enowledge[;9]
Team 3oftware -rocess )T3-+ from the 3oftware 7ngineering Institute.
Total :ost 8anagement ramework, ##:7 Internationals 8ethodolog for Integrated -ortfolio, -rogram and-roject 8anagement.
K*8odel, an original sstems development method.
The ogical framework approach, which is popular in international development organi&ations.
[#ustralian Institute of -roject 8anagement] #I-8 has F levels of certification1 :---, :--8, :--L M :--7
for :ertified -racticing -roject ... -artner, 8anager, Lirector and 7$ecutive.
Project portfolio management
#n increasing num!er of organi&ations are using, what is referred to as, project portfolio management )--8+ as a means
of selecting the right projects and then using project management techni(ues[;D]as the means for delivering the
outcomes in the form of !enefits to the performing private or not*for*profit organi&ation.
Project management software
-roject management software is software used to help plan, organi&e, and manage resource pools, develop resourceestimates and implement plans. Lepending on the sophistication of the software, functionalit ma include estimation
and planning, scheduling, cost control and !udget management, resource allocation, colla!oration software,
communication, decision*making, workflow, (ualit management, documentation and'or administration sstems.[F][F4]
Virtual project management
Kirtual program management )K-8+ is management of a project done ! a virtual team, though it rarel ma refer to a
project implementing a virtual environment[F2]It is noted that managing a virtual project is fundamentall different from
managing traditional projects,[F;]com!ining concerns of telecommuting and glo!al colla!oration )culture, time&ones,
language+.[FF]
ee also
!ists
:omparison of project
management software
Hlossar of project
management
ist of colla!orative software
ist of project management
topics Timeline of project
management
"elated fields
#rchitectural engineering
:onstruction management
:ost engineering
acilitation )!usiness+
Industrial engineering
-roject management software
-roject portfolio management -roject workforce
management
3oftware project management
"elated subjects
:olla!orative project
management
7arned value management
?uman factors
-rocess architecture
-roject accounting
-roject governance -rogram management
-roject management
simulation
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Comparison of Kanban
software Systems engineering
Agile Construction
Small-scale project
management
Software developmentprocess
Systems Development Life
Cycle (SDLC)
References
! "The Definitive Guide to Project Management! #o$es%
Sebastian! &nd 'd!n! London (inancial imes * +rentice
,all) &../! 0S1# 2/3-.-&/4-/.2/-5
&! 678at is +roject 9anagement: ; +roject 9anagement
0nstitute6! +mi!org! ) The right projects doneright!?o8n 7iley and Sons% &..>! 0S1# .-/3/2-/4-3!
p!4> and furt8er!
5! Cattani% @!% erriani% S!% rederi$sen% L! and lorian% !
(&.) +roject-1ased rganiBing and Strategic
9anagement% Advances in Strategic 9anagement% ol &3%
'merald% 0S1# /3.>&24=!E(8ttp**www!emeraldinsig8t!com*boo$s!8tm:issnF./5&-
44&&GvolumeF&3)
>! ?osep8 +8illips (&..4)!PMP Project Management
Professional Study Guide! 9c@raw-,ill +rofessional%&..4! 0S1# .-./-&&4.=&-& p!4>5!
=! +90 (&..)!A Guide to the Project Management Body of
Knoledgep!&/-4>
/! Dennis Loc$ (&../)Project Management(2t8 ed!) @ower
+ublis8ing% Ltd!% &../! 0S1# .->==-.3//&-4
3! Houng-,oon Kwa$ (&..>)! 6A brief ,istory of +roject
9anagement6! 0n The story of managing projects! 'lias
@! Carayannis et al! (2 eds)% @reenwood +ublis8ing
@roup% &..>! 0S1# ->=/&.->.=-&
2! David 0! Cleland% -5! p!-5 states 6&t as in the '()*s
hen project management as formally recogni+ed as a
distinct contriution arising from the management
discipline,6
5! 1! ! 1jarne Kous8olt (&../)!Project Management -, Theory
and practice,! #yt e$nis$ orlag! 0S1# 3/->/-&=.4-3!
p!>2!
=! ipma!c8 (8ttp**www!ipma!c8*publication*+ages*0C1-
0+9ACompetence1aseline!aspJ)
/! ! L! ,arrison% Dennis Loc$ (&..5)!Advanced project
management. a structured approach! @ower +ublis8ing%
Ltd!% &..5! 0S1# .->==-./3&&-3! p!45!
3! 7ysoc$i% )!Applied
Softare Project Management! N2=-..253-2!&! @C +
-
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7i$imedia Commons 8as
media related toProject
management!
43! 1ody of Knowledge >t8 edition% Association for +roject
9anagement% &..=% 0S1# -2.4525-4-4
42! Albert ,amilton (&..5)!"andoo# of Project
Management Procedures,L +ublis8ing% Ltd! 0S1#.-/&//-4&>3-/
5.! PMB:K /!
5! om Kendric$! 8e +roject 9anagement ool Kit ..
ips and ec8niues for @etting t8e ?ob Done