1 project management c13pm session 1 module objectives russell taylor business department staff...
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1
Project Management C13PM
Session 1
Module Objectives
Russell TaylorBusiness Department
Staff WorkroomE-mail: [email protected]
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Business Department 2
My Background
• Mechanical Development Engineer – 12 Years– Production Lines – VCRs, Chassis, etc.– Railways – Diesel and Electric– Oil Industry– Other off-shore activities
• NHS IT Business Analysis – 4 Years• PRINCE & PRINCE2 Accredited• NHS IT Project Manager – 8 Years• NHS Director – 7 Years• IT & Management Consultant – 4 Years
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Business Department
Exercise
• Would You Make A Good Project Manager?
3
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Business Department 4
Module Objectives
• To develop an understanding of the concept of projects and project management.
• To provide students with a life-cycle model of project management.
• To increase knowledge and understanding in a range of disciplines that are important to managing projects successfully.
• To increase students’ knowledge and understanding of hard and soft project management tools and methods.
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Business Department 5
Module Objective - 2
• To be able to use a range of project management tools and techniques.
• To be able to present an analysis of a project management case study
• To take part in a team-based project management assignment using a project management tools and software packages.
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Business Department 6
Reading
• Set Text – Gardner, P. D. (1999) Project Management – Pat McMorran / Jessica Foster £15.00
• Additional Reading– PMI (2004) A Guide to the Project
Management Body of Knowledge (http://www.pmi.org)
– http://cse.sjtu.edu.cn/~bjshen/resource/pmbok2000.pdf
– Maylor, H (2003) Project Management 3rd Ed.
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Business Department 7
Syllabus – Flexible!
• Every Thursday – 9 until 12– Please be on time!
In Module Handbook
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Business Department 8
Tutorials
• No Tutorial time – Read Case-studies in set text– Exam question
• 1 Hour Computer Session Per Week– Familiarisation and use of MS Project
2007
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Business Department 9
Assignment
• Online Case Study• Client Briefing
– Today
• Group Project – Choose team members carefully– 4/5 members in each team– Team contribution
• Team approval form – Returned in two weeks
• No marks for non-participants
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Business Department 10
Assessment
• Examinations (70%) – 2 hour - December– 34% Quantitative– 33% Qualitative – 33% Case-study
• Team Assignment (30%)– Team Presentation (10%)– Team Assignment (20%)
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Business Department 11
Session 1
• Projects & Project Management– Chapter 1
• Project definition & characteristics • Project-lifecycle• Project Stakeholders• Project Management skills
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Business Department 12
Project Definition
• “a temporary endeavour undertaken to create a unique product or service” (PMI 2000)
• Any non-repetitive activity
• Any activity with a defined start and a finish date
• Any series of activities or tasks
– to achieve a single definable purpose
– within a certain specification
• “a unique set of coordinated with a definite starting and finishing points, undertaken by an individual or organisation to meet specific performance objectives within a defined schedule, cost and performance parameters” (BS6079 2000)
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Business Department 13
Projects in manufacturing
High
Variety
Low
Low Volume HighProject
Jobbing
Mass
Continuous
Batch
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Business Department 14
Projects ‘v’ Operations
Projects • Unique
– Product or service differs in some distinguishing way
• Temporary – Definite beginning and
definite end
Operations• Repetitive
– Multiple similar products or service
• Ongoing– Continuous
production or service
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Business Department 15
Projects ‘v’ Operations
Both are:• Performed by people• Both take inputs, do something to them,
and produce outputs• Constrained by limited resources• Planned in advance• Managed using general management skills
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Business Department 16
History
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Business Department 17
History
• 1942 Manhattan project• 1950’s Numerical PM tools developed
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Business Department 18
History
• 1960-70’sConstruction & Engineering• 1980’s Mainstream management
– Project Management Institution (PMI.com)– Standards – Body of Knowledge
• 1990’s Strategic approach– Management by projects
• 2000 – ‘Projectified’ Society
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Business Department 19
Projects
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Business Department 20
Project Life-cycle
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Business Department 21
Project Phases
Initiation & Definition
Closure
Development Planning
Execution & Control
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Business Department 22
The Project life-cycle
• Projects are made up of phases• All phases should have actions and
deliverables
• Action:– the thing to be done, task to be undertaken
• Deliverable:– tangible, verifiable piece of work
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Business Department 23
Projects life-cycle
Initiation & Definition
•Conduct feasibility study •Define Project Scope
DevelopmentPlanning
•Generate Activities & Interdependencies•Determine Responsibilities•Define resources•Develop Schedules & Budgets•Identify Risks
Execution & Control •Track & Manage Project
Closure •Perform Post-Project Reviewfeedback
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Business Department 24
Project Fast-tracking
Initiation & Definition
Closure
Development Planning Execution
& Control
Time saved
Time
Initiation & Definition
Closure
Development Planning
Execution & Control
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Business Department 25
The Project Life Cycle
Initiation & Definition
ClosureDevelopmentPlanning
Execution & Control
Required resources
Time
Cumulative Consumption of Resources
Possibility of Influencing Project Outcomes
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Business Department 26
Stakeholders
• Projects stakeholders– Individuals and organisations who are actively
involved with the project or whose interests may be positively or negatively affected as a result of the project
• Key Stakeholders– Project Manager– Customer (users of end product/service)– Performing Organisation– Sponsor (client)– Project board
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Business Department 27
Project Stakeholders
Internal Stakeholders
External Stakeholders
Project Team
Project Manager
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Business Department 28
Managing Stakeholders’ Expectations
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Business Department 29
Managing stakeholder expectations
• Generate agreement and harmony between different stakeholders
• Create a chain of events by starting at the end of the project
• How will stakeholders measure a project’s success at the end?
• Foolish to start a project until the sponsor has defined success in measurable terms
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Business Department 30
Managing stakeholder expectations
• Get sponsors to commit to exactly what they want– provide the best possible customer service
– Return calls promptly
– Be professional at all times
– Develop trust
– Watch your back
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Business Department 31
Key Project Management Activities
• Planning
• Organising
• Controlling
• Leading
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Business Department 32
Asks the questions: What do you want to
achieve? When should it be
done by? How should we do it? What will be the cost?
Requires input from: The people who pay
(project sponsors) The people who
benefit (end users) The technical
experts (knowledge workers)
Project Management Activities - Planning
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Business Department 33
Organising
• Activities – Scheduled– Managed
• Processes, Quality control, Resources, Skills
• People– Roles, Responsibilities, Reporting
structure Communication• Feedback, Integration
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Business Department 34
Controlling
• Controlling each phase of the project• Authorising each phase of the project
– Satisfactory completion
• Monitoring each phase of the project– Satisfactory performance
• Be prepared to recommend critical decisions– Continue with the project– Delay the project – Stop the project
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Business Department 35
Leading
• Leadership of team– Directional
– Emotional
• Leadership of project– Critical decisions
– Level authority
• Political leadership– Need many hats
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Business Department 36
Most Projects Fail!
• 1996 survey by Sheffield University- 86% of all projects fail in terms of time, budget & quality– Channel Tunnel- 3 years late and £5 million over
budget– Sydney Opera House- $A94million over budget– Scottish Parliament!
• Why?- Insufficient project planning- Poor Project Management
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Business Department 37
Russell says
You do not need to know all the answers……..but you must have enough information to answer all the questions
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Business Department 38
Take a break