q pmt 06 project resources

8/9/2019 q Pmt 06 Project Resources

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Prepared by: PDK First Prepared on: 01-02-2010 Last Modified on: 30-07-2010Quality cec!ed by:

"opyri#t 2010 $sia Pacific %"&'

Project ResourcesM.Sc. in Computing, Engineering and Technology

Quality and Project Management for Technology

CE00!"#M

http://www.apiit.edu.my/


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Project Resources

Slide $ of %&

Topic ' Structure of the lesson

( Pro)ect *esources

( For+ation

( Dedicated &ea+

( Matri, &ea+



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Slide " of %&

(earning )utcomes

$t te end of tis +odule ./% sould be able to:

( ,plain te differences beteen Dedicated &ea+ and

Matri, &ea+( ,plain te functionality of Dedicated &ea+ and Matri, &ea+



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Slide * of %&

+ey Terms you must e ale to use

-f you hae mastered this topic, you should e ale to use the follo/ing

terms correctly in your assignments and eams1

( +ey Term % 2 Matri Team

( +ey Term $ # 3edicated Team



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Slide 4 of %&

Main Teaching Points

( Resources



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Slide 5 of %&

Project Resources

( For +ost '& pro)ects people are te +ost i+portant and

e,pensie resource

( $fter te 45 te ne,t sta#e is to decide o is to

underta!e te tas!s e identified

( ac tas! at te loer leels of te 4M +ust be

assi#ned to an indiidual or #roup for co+pletion



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Project Resources

Slide of %&

6orming a Project Team

( $s a pro)ect +ana#er you need e,perience of te typesof '& specialists aailable

( .ou need )ud#+ent about te ability of indiiduals toco+plete teir tas!

( .ou are tryin# to for+ a pro)ect tea+

( Pro)ect tea+ or#anisation is cross-functional6 &o +ostco++on for+s are:

( Dedicated tea+ - for lar#e pro)ects

( Matri, +ana#e+ent - typically s+all pro)ects



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Slide ! of %&

3edicated Team

( Key tea+ +e+bers are seconded to te pro)ect on a

full-ti+e basis for te pro)ects life

( /ter +e+bers )oin te pro)ect full-ti+e basis ile

needed

( Me+bers report only to PM and P4

( &ea+ as a buildin# or pro)ect roo+ and its on

e8uip+ent



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Slide & of %&

3edicated Team # 7dantages

( PMs clear autority

( 9reater co++it+ent to pro)ect

( &ea+ +e+ber responsibilities are clear

( o conflict it oter duties

( &ea+ +e+bers can be e+ployed for one pro)ect only

or

( 'n oter eniron+ents tea+ +e+bers can +oe onto

oter pro)ects



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Project Resources

Slide %0 of %&

3edicated Team # 3isadantages

( 5pecialist pro)ect tea+ are only te+porary

( ae no lon# ter+ interest in or#anisation

( +ay be attracted aay by better offer ;"ontracts<

( 'n-ouse pro)ect tea+( +ay ea!en functions

( +ay be reinte#ration proble+s after pro)ect finised

( &ea+ +ay be under occupied at ti+es

( 5taff outside pro)ect tea+( +ay feel isolated fro+ can#e so

( +ay not on can#es




Project Resources

Slide %% of %&

Matri Team

( &ea+ +e+bers retain teir functional or specialist

responsibilities

( Pro)ect responsibility +ay be( part-ti+e and sporadic

( full-ti+e for teir part of te pro)ect

( /er +any pro)ects

( %sed in fir+s it lar#e nu+bers of s+all pro)ects




Project Resources

Slide %$ of %&

Matri Team # 7dantages

( &ea+ +e+bers continue to receie functional orspecialist #uidance and support

( Pro)ect issues are discussed it non-pro)ect tea++e+bers

( Leel of e,pertise can be aried +ore easily in differentpases

( &ea+ +e+bers can #et on it oter or! enpro)ect de+ands are lo

( &ea+ +e+bers on can#es en pro)ect is finised




Project Resources

Slide %" of %&

Matri Team # 3isadantages

( &e pro)ect +ana#ers autority is reduced

( &ea+ +e+bers +ay be distracted by teir oter

responsibilities

( Pro)ect responsibilities +ay be ne#lected trou# pullof functional duties

( Functional responsibilities +ay be ne#lected trou#

pull of pro)ect duties

( Lines of autority and priorities +ay beco+e confused( Politics abound




Project Resources

Slide %* of %&

7dice for the 88S( Project

( $dopt te +atri, style

( PMs interpersonal s!ills are really i+portant

( ateer or#anisational style is adopted PMs

responsibility is to:( Ma,i+ise adanta#es of te style

( Mini+ise disadanta#es of te style

( "an e +i, and +atc te different styles=




Project Resources

Slide %4 of %&

3eciding 9ho 3oes 9hat

( *efer to 445L andout nu+ber 2

( %se of a staffin# +atri,

( %sually PM ill need to ne#otiate it eads of

functions to a#ree pro)ect support( 'n 445L te MD as already spo!en

( &e 8uestion of load on pro)ect staff starts to arise -

so+e sort of #ut feel +ay be necessary until an

esti+ate can be +ade




Project Resources

Slide %5 of %&

3elegating Responsiilities

( o critical success factors ere

( PMs e,perience ill #uide -depends

( PM +ay dele#ate to a tea+ leader - o ten

dele#ates to a tea+ +e+ber ( PM +ay dele#ate directly to a tea+ +e+ber

( $ staffin# +atri, is useful ere

( 't sos te spread across functions and o te PM

as assi#ned responsibilities




Project Resources

Slide % of %&

Staffing Matri Practical

( 9ien te e,tra 445L staffin# infor+ation ic

includes an or#anisational cart and

( %sin# te +atri, #rid allocate te staff to te 45 you

ae already created

( /nce e ae te staffin# +atri, e can apply it to our

Microsoft >? 9antt cart

( e ill do tis once e ae discussed esti+atin# and

bud#etin# later




Project Resources

Slide %! of %&

Q @ $

Question and 7ns/er Session



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:et Session 1 8udgeting ' Estimating

TerminateTerminate

Determine

Feasibility

Per Phase

SDLC

Specifies

Until All Tasks

Are Complete

Plan

Report

Review

Plan Next

PhaseEstimate

Initiate

Execte Tas!s

Chec! "ality

Collect Reslts

#ssess Pro$ress

Sche%le&btain

Resorces

Estimate

q pmt 06 project resources

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