w1 strategic overview of project management ( incl pmi approach)

7/28/2019 W1 Strategic Overview of Project Management ( Incl PMI Approach)

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Why are Projects Important?

1. Shortened product life cycles

2. Narrow product launch windows

3. Increasingly complex and technical products

4. Emergence of global markets

5. Economic environment and Risk Management6. Management of Change within Organizations


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A project is a temporary endeavor undertaken tocreate a unique product or service.

PMBoK

A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost,

schedule and quality.Buchanan & Boddy 92

Projects are goal-oriented, involve thecoordinated undertaking of interrelated activities,are of finite duration, and are all, to a degreeunique.

Frame 95


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Features of Projects

Complex , one-time processes

Limi ted by budget, schedule, and

resources

Developed to resolve a clear g oal or set

of goals

Customer- focused


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General Project Characteristics (1/2)

Ad-hoc endeavors with a clear life cycle

Bu i ld in g b lo ck s in the design and execution of organizational s t ra tegies

Responsible for the newes t and most improved

p r o d u c t s , services, and organizationalprocesses

Provide a philosophy and strategy for them anagem ent o f change


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General Project Characteristics (2/2)

Entail c ro s s in g functional and organizationboundar ies

Tradi t ion al m anagem ent fun ct ion s of planning, organizing, motivating, directing, andcontrolling apply

Principal outcomes are the sa t is fac t ion o f c u s t o m e r requirements within t echnica l , c o s t ,and sch ed u le cons t ra in t s


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Project Life CycleMan Hours

Conceptualization Planning Execution Termination

Fig 1.3 Project Life Cycle Stages


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Project Life Cycles and Their Effects

Conceptualization Planning Execution Termination

Uncertainty

Client Interest

Project Stake

Creativity

Resources

Fig 1.4


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Project Management MaturityGeneric Model

Low Maturity

Ad hoc process, no common language, little support

Moderate MaturityDefined practices, training programs,

organizational support

HighMaturity

Institutionalized,

seeks continuousimprovement


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Information Technology Project Management, Fifth Edition, Copyright 200713

Project Management ProcessGroups

Project management can be viewed as anumber of interlinked processes

The project management process groupsinclude: Initiating processes Planning processes

Executing processes Monitoring and controlling processes Closing processes


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Level of Activity and Overlap of Process Groups Over Time

1414Information Technology Project Management, Fifth Edition, Copyright 2007


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Mapping the Process Groups tothe Knowledge Areas

You can map the main activities of each PM processgroup into the nine knowledge areas using the PMBOKGuide 2004

Note that there are activities from each knowledge areaunder the planning and monitoring and controllingprocess groups

All initiating activities are part of the project integration

management knowledge area


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Project Information Technology Management, Fifth Edition, Copyright 2007

Relationships Among Process Groups andKnowledge Areas (continued)

17

PMBOK Guide Third Edition, 2004, p. 69


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Project Initiation Documents Business case Charter

Note: Every organization has its ownvariations of what documents are requiredfor project initiation Its important to identify the need for projects,

who the stakeholders are, and what the maingoals are for the project


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Project Planning

The main purpose of project planning is to guide execution Every knowledge area includes planning information Key outputs included in the JWD project include:

A team contract

A project scope statement A work breakdown structure (WBS) A project schedule, in the form of a Gantt chart with all

dependencies and resources entered A list of prioritized risks (part of a risk register)


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List of Prioritized Risks


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Project Executing Usually takes the most time and resources to performproject execution Project managers must use their leadership skills to

handle the many challenges that occur during projectexecution

Many project sponsors and customers focus ondeliverables related to providing the products, services, or results desired from the project

A milestone report can help focus on completing major milestones


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Part of Milestone Report


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Best Practice One way to learn about best practices in project

management is by studying recipients of PMIs Project of the Year award

The Quartier international de Montreal (QIM), Montrealsinternational district, was a 66-acre urban revitalization

project in the heart of downtown Montreal This $90 million, five-year project turned a once

unpopular area into a thriving section of the city with abooming real estate market, and generated $770 million

in related construction



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Project Monitoring and Controlling Involves measuring progress toward project objectives,

monitoring deviation from the plan, and taking correctionactions

Affects all other process groups and occurs during allphases of the project life cycle

Outputs include performance reports, requested changes,and updates to various plans


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Information Technology Project Management Fifth Edition Copyright 200727

Project Closing Involves gaining stakeholder and customer acceptance of

the final products and services Even if projects are not completed, they should be closed

out to learn from the past Outputs include project archives and lessons learned, part

of organizational process assets Most projects also include a final report and presentation to

the sponsor/senior management