01 inroductioon to project management

8/7/2019 01 Inroductioon to Project Management

1/15

Project Management

01 Introduction to Project

Management


2/15

Project conception to execution

What was delivered


3/15

Project

o A project is a temporary endeavor, having a defined beginning and

end undertaken to meet unique goals and objectives.

o The temporary nature of projects stands in contrast to Operations

which are repetitive, permanent or semi-permanent functional

work to produce products or services.

o In practice, the management of these two systems is often found to

be quite different.

o Therefore it requires the development of distinct technical skills and

the adoption of separate management.


4/15

Project Management

o What is Project Management?

It is the discipline of planning, organizing, securing and managing resources to

bring about the successful completion of specific project goals and objectives.

The primary challenge of project management is to achieve all of the projectgoals and objectives while honoring the preconceived project constraints.

The secondary challenge is to optimize the allocation and integration of inputs

necessary to meet pre-defined objectives.


5/15

3 Constraints

o Time

The time constraint refers to the amount of time available to complete a project.

It is neither considered a cost nor a resource, since the project manager cannot control the

rate at which it is expended. This makes it different from all other resources and cost

categories.

o Cost

Cost allocated to develop a project which could depend on several variables

o Scope

The overall definition of what the project is supposed to accomplish, and a specific description

of what the end result should be.

o Together, these three constraints have given rise to the phrase "On Time, On Spec,

On Budget"


6/15

Quality

o A major component of scope is the quality of the product.

The amount of time put into individual tasks determines the

overall quality of the project.

Some tasks may require a given amount of time to complete

adequately, but given more time could be completed

exceptionally.

Over the course of a large project, quality can have a significantimpact on time and cost (or vice versa)


7/15

Time

o For analytical purposes, the time required to produce a deliverable is estimated

using several techniques

Identify tasks needed to produce the deliverables documented in a work breakdown

structure.

The effort for each task is estimated and those estimates are added to get the final

deliverable estimate.

The tasks are also prioritized, dependencies between tasks are identified, and this

information is documented in a project schedule.

The dependencies between the tasks can affect the length of the overall project

(dependency constrained), as can the availability of resources (resource constrained).

Time is not considered a cost nor a resource since the project manager cannot control

the rate at which it is expended. This makes it different from all other resources and cost

categories.


8/15

Cost

o Cost to develop a project depends on several variables :

resource quantities

labor rates

material rates

risk management

plant (buildings, machines, etc.)

equipment

cost escalation

indirect costs and profit.


9/15

Scope

o The work that needs to be accomplished to deliver a product, service, or

result with the specified features and functions.

o Scope creep is a term which refers to the incremental expansion of the

scope of a project, which may include and introduce more requirements

that may not have been a part of the initial planning of the project, while

nevertheless failing to adjust schedule and budget.

o Scope creep management is important for effective project management.

Projects are expected to meet strict deadlines with resource restraints,and an unapproved change in the scope can affect the success of the

project. Scope creep sometimes causes cost overrun


10/15

Project Objectives

o S.M.A.R.T. approach

Specific,

Measurable (or at least evaluable) achievement,

Achievable (recently Acceptable is used regularly as well),

Realistic and

Time terminated (bounded).

o

The evaluation (measurement) occurs at the project closure.However a continuous guard on the project progress should be kept

by monitoring and evaluating


11/15

Project Manager

o What Does a Project Manager do?

Achievement of planned benefits

o Project Management is the responsibility of an individual project manager.

Envision the entire project from start to finish and ensure that it is realized.

Ensures that the key issues of cost, time, quality, and above all, client satisfaction, can be

realized.

Maintains the progress and productive mutual interaction of various parties in such a way that

overall risk of failure is reduced.

Client representative - determines and implements the exact needs of the client.

Adapts to the various internal procedures of the contracting party, and forms close links with

the nominated representatives

o Any type of product or service may have its implementation overseen by a project

manager and its operations by a product manager.


12/15

Project Development

o Initiation

understanding of the business environment and making sure that all necessary

controls are incorporated into the project. Any deficiencies should be reported

and a recommendation should be made to fix them.o Planning and Design

Prototype of product/process is built and tested. Controls ensuring that the

final product/process will meet the specifications of the project charter.

o C

losing and Maintenance Closing includes the formal acceptance of the project and the ending thereof

Maintenance is an ongoing process


13/15

Project Development

o Initiation plan:

Study analyzing the business needs in measurable goals.

Review of the current operations.

Conceptual design of the operation of the final product.

Equipment requirement.

Financial analysis of the costs and benefits including a budget.

Select stake holders, including users, and support personnel for the project.

Project charter including costs, tasks, deliverables, and schedule

Prototype of product/process is built and tested.

Controls ensuring that the final product/process will meet the specifications


14/15

Project Development

o Planning and Design:

The results of the design stage should include a

product/process design that:

Satisfies the project sponsor, end user, and business

requirements.

Functions as it was intended.

Can be produced within quality standards.

Can be produced within time and budget constraints.


15/15

Project Development

o Closing and Maintenance:

Administrative activities in closing include the archiving of

the files and documenting lessons learned. Maintenance is an ongoing process, and it includes:

Continuing support of end users

Correction of errors

Updates of the software over time

In this stage, auditors should pay attention to how

effectively and quickly user problems are resolved.

01 inroductioon to project management

Documents