ms projects day 1 final.pptx

7/25/2019 MS Projects Day 1 Final.pptx

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Computer based Project Management

Using MS Project 2010

Training program on

Day 1


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What is a Project?

A project is a temporary endeavor undertaken to create a uniue product!

service! or resu"t#

Temporary means t$at every project $as a de%inite beginning and a de%inite

end# &o'ever! temporary does not genera""y app"y to t$e product! service or

resu"t created by t$e project# Most projects are undertaken to create a "asting

outcome#

A project creates uniue de"iverab"es! '$ic$ are products! services! or resu"ts#

Projects are e(ists as a resu"t o%)

A market demand

An organi*ationa" need

A customer reuestA tec$no"ogica" advance

A "ega" reuirement


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T$e c$aracteristics o% a project are)

+ ,t is temporary#

+ ,t is uniue#

+ ,t $as speci%ic objectives#

+ Per%ormed by peop"e#

+ Constrained by "imited resources#+ P"anned e(ecuted and contro""ed#

+ ,t invo"ves risk and uncertainty#

+ Progressive"y e"aborated#

Progressive e"aboration is a c$aracteristic o% projects t$at accompanies t$e

concepts o% temporary and uniue# Progressive e"aboration means

deve"oping in steps! and continuing by increments#


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A project may %inis$)

+ by reac$ing t$e project objectives#+ by discovering t$at t$e objectives cannot be reac$ed#

+ by terminating t$e project arbitrary#


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What is Project Management?

Project management is t$e app"ication o% kno'"edge! ski""s! too"s and

tec$niues to project activities to meet project reuirements#

Project management must "ook a$ead at t$e needs and risks!

communicate t$e p"ans and priorities! anticipate prob"ems! assess

progress and trends! get ua"ity and va"ue %or money! and c$anget$e p"ans i% necessary to ac$ieve t$e objectives#

T$e project manager is t$e person responsib"e %or accomp"is$ing t$e

project objectives#

T$e project management team $as a pro%essiona" responsibi"ity to its

stake$o"ders inc"uding customers! t$e per%orming organi*ation! and

t$e pub"ic#


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-uestions


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T$e Project Management .ody o% /no'"edge is t$e sum o% kno'"edge

'it$in t$e pro%ession o% project management# As 'it$ ot$er pro%essions

suc$ as "a'! medicine! and accounting! t$e body o% kno'"edge rests 'it$

t$e practitioners and academics '$o app"y and advance it# T$e comp"ete

Project Management .ody o% /no'"edge inc"udes proven traditiona"practices t$at are 'ide"y app"ied! as 'e"" as innovative practices t$at are

emerging in t$e pro%ession! inc"uding pub"is$ed and unpub"is$ed

materia"# As a resu"t! t$e Project Management .ody o% /no'"edge is

constant"y evo"ving#

Project Management Body of Knowledge (PMBOK)


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The Project Management Knowledge Areas

T$e Project Management /no'"edge Areas! organi*es t$e project

management processes %rom t$e Project Management Processroups into nine /no'"edge Areas! as described be"o'#

1. Project Integration Management

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management

6. Project uman !esource Management

". Project Communications Management

#. Project !is$ Management

%. Project Procurement Management


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Project Integration Management! describes t$e processes and activities

t$at integrate t$e various e"ements o% project management! '$ic$ are

identi%ied! de%ined! combined! uni%ied and coordinated 'it$in t$e Project

Management Process roups#

1 Develop Project Charter

2 Develop Project management Plan

3 Direct and manage Project

execution

4 monitor and Control Project work

5 Perform Integrated Change Control Clo!e Project or Pha!e


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Project Scope Management&describes t$e processes invo"ved in

ascertaining t$at t$e project inc"udes a"" t$e 'ork reuired! and on"y t$e

'ork reuired! to comp"ete t$e project success%u""y# ,t consists o% t$e

Scope P"anning! Scope De%inition! Create .S! Scope 3eri%ication!

and Scope Contro" project management processes#

1 Collect "e#uirement!

2 De$ne %cope

3 Create &'%

4 (erif) %cope

5 Control %cope


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Project Time Management! describes t$e processes concerning t$e

time"y comp"etion o% t$e project# ,t consists o% t$e Activity De%inition!

Activity Seuencing! Activity 4esource 5stimating! Activity Duration

5stimating! Sc$edu"e Deve"opment! and Sc$edu"e Contro" projectmanagement processes#1 De$ne *ctivitie!

2 %e#uence *ctivitie!

3 +!timate *ctivit)

"e!ource!

4 +!timate *ctivit)

Duration!

5 Develop %chedule

Control %chedule


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Project Cost Management! describes t$e processes invo"ved in

p"anning! estimating! budgeting! and contro""ing costs so t$at t$e project

is comp"eted 'it$in t$e approved budget# ,t consists o% t$e Cost

5stimating! Cost .udgeting! and Cost Contro" project managementprocesses#

1 +!timate Co!t!

2 Determine

'udget

3 Control Co!t!


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Project Quality Management&describes t$e processes invo"ved in

assuring t$at t$e project 'i"" satis%y t$e objectives %or '$ic$ it 'as

undertaken# ,t consists o% t$e -ua"ity P"anning! Per%orm -ua"ity

Assurance! and Per%orm -ua"ity Contro" project managementprocesses#

1 Plan ,ualit)

2 Perform ,ualit)

*!!urance

3 Perform ,ualit)

Control


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Project uman !esource Management&describes t$e processes

t$at organi*e and manage t$e project team# ,t consists o% t$e &uman

4esource P"anning! Acuire Project Team! Deve"op Project Team! and

Manage Project Team project management processes#

1 Develop -uman "e!ource

Plan

2 *c#uire Project .eam

3 Develop Project .eam

4 /anage Project .eam


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Project Communications Management! describes t$e processes

concerning t$e time"y and appropriate generation! co""ection!

dissemination! storage and u"timate disposition o% project in%ormation#

,t consists o% t$e Communications P"anning! ,n%ormation Distribution!Per%ormance 4eporting! and Manage Stake$o"ders project

management processes#

1 Identif) %takeholder!

2 Plan Communication!3 Di!tri0ute Information

4 /anage %takeholder

+xpectation!

5 "eport Performance


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Project !is$ Management&describes t$e processes concerned 'it$

conducting risk management on a project# ,t consists o% t$e 4isk

Management P"anning! 4isk ,denti%ication! -ua"itative 4isk Ana"ysis!

-uantitative 4isk Ana"ysis! 4isk 4esponse P"anning! and 4iskMonitoring and Contro" project management processes#

1 Plan "i!k /anagement

2 Identif) "i!k!

3 Perform ,ualitative "i!k *nal)!i!

4 Perform ,uantitative "i!k *nal)!i!

5 Plan "i!k "e!pon!e!

/onitor and Control "i!k!


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Project Procurement Management! describes t$e processes t$at

purc$ase or acuire products! services or resu"ts! as 'e"" as contract

management processes# ,t consists o% t$e P"an Purc$ases and

Acuisitions! P"an Contracting! 4euest Se""er 4esponses! Se"ectSe""ers! Contract Administration! and Contract C"osure project

management processes#

1 Plan Procurement!

2 Conduct Procurement!

3 *dmini!ter Procurement!

4 Clo!e Procurement!


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-uestions


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5%%ective project management reuires t$at t$e project managementteam understand and use kno'"edge and ski""s %rom at "east %ive

areas o% e(pertise)

T'e Project Management (o)y o* +no,le)ge

-pplication area $no,le)ge& stan)ar)s& an) regulationsn)erstan)ing t'e project en/ironment

0eneral management $no,le)ge an) s$ills

Interpersonal s$ills.

Areas of !"ertise


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T$e Project Management .ody o% /no'"edge describes kno'"edge

uniue to t$e project management %ie"d and t$at over"aps ot$ermanagement discip"ines# T$e PMBOK#$ideis! t$ere%ore! a subset

o% t$e "arger Project Management .ody o% /no'"edge#

Project Management .ody o% /no'"edge


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App"ication areas are categories o% projects t$at $ave common

e"ements signi%icant in suc$ projects! but are not needed or present

in a"" projects# App"ication areas are usua""y de%ined in terms o%)

6unctiona" departments and supporting discip"ines! suc$ as "ega"!

production and inventory management! marketing! "ogistics! and

personne"

Tec$nica" e"ements! suc$ as so%t'are deve"opment or engineering!

and sometimes a speci%ic kind o% engineering! suc$ as 'ater and

sanitation engineering or construction engineering

Management specia"i*ations! suc$ as government contracting!community deve"opment! and ne' product deve"opment

,ndustry groups! suc$ as automotive! c$emica"! agricu"ture! and

%inancia" services#

App"ication Area /no'"edge! Standards and 4egu"ations


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3irtua""y a"" projects are p"anned and imp"emented in a socia"!

economic! and environmenta" conte(t! and $ave intended andunintended positive and7or negative impacts# T$e project team s$ou"d

consider t$e project in its cu"tura"! socia"! internationa"! po"itica"! and

p$ysica" environmenta" conte(ts#

Understanding t$e Project 5nvironment

Cultural an) social en/ironment.

International an) political en/ironment.

P'ysical en/ironment.


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T$e team needs to understand $o' t$e project a%%ects peop"e and

$o' peop"e a%%ect t$e project# T$is may reuire an understanding

o% aspects o% t$e economic! demograp$ic! educationa"! et$ica"!

et$nic! re"igious! and ot$er c$aracteristics o% t$e peop"e '$om t$eproject a%%ects or '$o may $ave an interest in t$e project# T$e

project manager s$ou"d a"so e(amine t$e organi*ationa" cu"ture

and determine '$et$er project management is recogni*ed as a

va"id ro"e 'it$ accountabi"ity and aut$ority %or managing t$e

project#

Cultural an) social en/ironment.


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Some team members may need to be %ami"iar 'it$ app"icab"e

internationa"! nationa"! regiona"! and "oca" "a's and customs! as 'e""

as t$e po"itica" c"imate t$at cou"d a%%ect t$e project# 8t$erinternationa" %actors to consider are time9*one di%%erences! nationa"

and regiona" $o"idays! trave" reuirements %or %ace9to9%ace meetings!

and t$e "ogistics o% te"econ%erencing#

International an) political en/ironment.


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,% t$e project 'i"" a%%ect its p$ysica" surroundings! some team

members s$ou"d be kno'"edgeab"e about t$e "oca" eco"ogy

and p$ysica" geograp$y t$at cou"d a%%ect t$e project or bea%%ected by t$e project#

P'ysical en/ironment.


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enera" management encompasses p"anning! organi*ing! sta%%ing!

e(ecuting! and contro""ing t$e operations o% an ongoing enterprise# ,tinc"udes supporting discip"ines suc$ as)

6inancia" management and accounting Purc$asing and procurement Sa"es and marketing Contracts and commercia" "a' Manu%acturing and distribution :ogistics and supp"y c$ain Strategic p"anning! tactica" p"anning! and operationa" p"anning 8rgani*ationa" structures! organi*ationa" be$avior! personne"

administration! compensation! bene%its! and career pat$s &ea"t$ and sa%ety practices ,n%ormation tec$no"ogy#

enera" Management /no'"edge and Ski""s


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T$e management o% interpersona" re"ations$ips inc"udes)

**ecti/e communication.T$e e(c$ange o% in%ormation

In*luencing t'e organiation.T$e abi"ity to ;get t$ings done;

ea)ers'ip.Deve"oping a vision and strategy! and motivating peop"e

to ac$ieve t$at vision and strategy

Moti/ation.5nergi*ing peop"e to ac$ieve $ig$ "eve"s o% per%ormance

and to overcome barriers to c$ange

egotiation an) con*lict management.Con%erring 'it$ ot$ers to

come to terms 'it$ t$em or to reac$ an agreement

Prolem sol/ing.T$e combination o% prob"em de%inition! a"ternatives

identi%ication and ana"ysis! and decision9making#

,nterpersona" Ski""s


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-uestions


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The Project %ife &ycle

T$e project "i%e cyc"e de%ines t$e p$ases t$at connect t$e beginning o% a

project to its end#

Project "i%e cyc"es)

$at tec$nica" 'ork to do in eac$ p$ase


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The Project %ife &ycle


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Project %ife &ycle


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T$e project "i%e cyc"e de%ine t$e %o""o'ings 'it$in a typica" Project

P$ases)

+ $at tec$nica" 'ork to do in eac$

+ $en t$e de"iverab"es are to be generated in eac$ p$ase and$o' eac$ de"iverab"e is revie'ed! veri%ied! and va"idated

+ $o is invo"ved in eac$ p$ase

+ &o' to contro" and approve eac$ p$ase#


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Common c$aracteristics o% Project P$ases)

+ .eginning! midd"e and ending

+ 8ccur seuentia""y

+ 5(perience tec$nica" trans%er

+ 3ary by industry! organi*ation and project


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Prod$ct %ife &ycle


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-uestions


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Princip"es o% project management

T$e project manager must ba"ance and contro"

t$e constraints o% @ t$ings)

+ Scope

+ Sc$edu"e

+ 4esources

+ -ua"ity

+ 4isk


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Approac$


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Project Management System

T$e project management system is t$e set o% too"s! tec$niues!

met$odo"ogies! resources! and procedures used to manage a

project# ,t can be %orma" or in%orma" and aids a project manager in

e%%ective"y guiding a project to comp"etion# T$e system is a set o%

processes and t$e re"ated contro" %unctions t$at are conso"idated

and combined into a %unctioning! uni%ied '$o"e#


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Project Management P"an

.y understanding o% Project management system e"ements

reuired %or a particu"ar project! Project Management P"an is

prepared by integrating t$e too"s! tec$niues! met$odo"ogies!

resources! and procedures used to manage a project#

T$is document is inc"uded 'it$ t$e %o""o'ings)

Scope Management P"an

Sc$edu"e Management P"an

Cost Management P"an

-ua"ity Management P"anProcess ,mprovement P"an

Sta%%ing Management P"an

Communication Management P"an

4isk Management P"an

Procurement Management P"an


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Project Management Processes

Project management is accomp"is$ed t$roug$ processes! using

project management kno'"edge! ski""s! too"s! and tec$niues t$at

receive inputs and generate outputs#

T$e project management processes are discrete e"ements 'it$ 'e""9

de%ined inter%aces# &o'ever! in practice t$ey over"ap and interact# An

under"ying concept %or t$e interaction among t$e project

management processes is t$e p"an9do9c$eck9act cyc"e#


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P"an9Do9C$eck9Action cyc"e


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A process is a 'ay o% doing somet$ing# T$ere are %ive processes t$at are

used to manage projects#

Initiating - What is the challenge or "ro'lem?

Planning - ow sho$ld we go a'o$t it?

Executing oing the jo'

Monitoring and Controlling -Are we on trac*?

Closing - +inish the jo', assess how we did, and ca"t$re lessons learned-


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Procedures

An ordered set o% tasks %or per%orming some action#

Some o% t$e procedures in a project management system)

+ Procedures %or project de%inition

+ Procedures %or estimating and cost contro"+ Procedures %or sc$edu"ing

+ Procedures %or $uman resource management

+ Procedures %or procurement management

+ Procedures %or materia"s management

+ Procedures %or documents management+ Procedures %or integrating t$e proposed PM,S 'it$ ot$er

in%ormation systems


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Project .ta*eholders

Project stake$o"ders are individua"s and organi*ations t$at are

active"y invo"ved in t$e project! or '$ose interests may be a%%ected asa resu"t o% project e(ecution or project comp"etion#

/ k $ "d j i " d


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/ey stake$o"ders on every project inc"ude)

Project manager.T$e person responsib"e %or managing t$e project#

Customeruser.T$e person or organi*ation t$at 'i"" use t$e project=s product#

T$ere may be mu"tip"e "ayers o% customers# 6or e(amp"e! t$e customers %or a ne'

p$armaceutica" product can inc"ude t$e doctors '$o prescribe it! t$e patients '$o

take it and t$e insurers '$o pay %or it# ,n some app"ication areas! customer and user

are synonymous! '$i"e in ot$ers! customer re%ers to t$e entity acuiring t$e project=s

product and users are t$ose '$o 'i"" direct"y uti"i*e t$e project=s product#

Per*orming organiation.T$e enterprise '$ose emp"oyees are most direct"y

invo"ved in doing t$e 'ork o% t$e project#Project team memers.T$e group t$at is per%orming t$e 'ork o% t$e project#

Project management team.T$e members o% t$e project team '$o are direct"y

invo"ved in project management activities#

Sponsor.T$e person or group t$at provides t$e %inancia" resources! in cas$ or in

kind! %or t$e project#

In*luencers.Peop"e or groups t$at are not direct"y re"ated to t$e acuisition or useo% t$e project=s product! but due to an individua"=s position in t$e customer

organi*ation or per%orming organi*ation! can in%"uence! positive"y or negative"y! t$e

course o% t$e project#

PM7.,% it e(ists in t$e per%orming organi*ation! t$e PM8 can be a stake$o"der i% it

$as direct or indirect responsibi"ity %or t$e outcome o% t$e project#


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-uestions


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$y Projects>

Projects are e(ists as a resu"t o%)

A market demand

An organi*ationa" needA customer reuest

A tec$no"ogica" advance

A "ega" reuirement


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.usiness P"an

T$e document '$ic$ sets out t$e main advantages and parameters

o% t$e project is ca""ed t$e .usiness Case#

1# $y is t$e project reuired>

2# $at are 'e trying to ac$ieve>

# $at are t$e de"iverab"es>

# $at is t$e anticipated cost>@# &o' "ong 'i"" it take to comp"ete>

B# $at ua"ity standards must be ac$ieved>

# $at are t$e per%ormance criteria>

# $at are /ey Per%ormance ,ndicators

E# $at are t$e main risks>10# $at are success criteria>

11# $o are t$e main stake$o"ders>


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Deve"op pre"iminary Project Scope Statement

T$e pre"iminary project scope statement is t$e de%inition o% t$e project

F'$at needs to be accomp"is$ed# A pre"iminary project scopestatement inc"udes)+ Project and product objectives+ Product or service reuirements and c$aracteristics+ Product acceptance criteria+ Project boundaries+ Project reuirements and de"iverab"es+ Project constraints+ Project assumptions+ ,nitia" project organi*ation+ ,nitia" de%ined risks

+ Sc$edu"e mi"estones+ ,nitia" .S+ 8rder o% magnitude cost estimate+ Project con%iguration management reuirements+ Approva" reuirements


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Project 8ecution Strategy

T$e Project 5(ecution strategy is a term used to describe t$e

co""ection o% de%initive management strategies reuired %or proper

p"anning! e(ecution! contro" and c"osing o% a project e%%ort#

Strategy re%ers to a p"an o% action designed to ac$ieve a particu"ar

goa"#

An integrated and tai"ored Project 5(ecution strategy document

comprised on t$e necessary subsidiary management 7strategies p"ans#


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9easiility Stu)ies

A %easibi"ity study is a pre"iminary study undertaken to determine and

document a project;s viabi"ity# T$e resu"ts o% t$is study s$a"" be used toascertain t$e "ike"i$ood o% t$e project;s success# ,t is an ana"ysis o%

possib"e a"ternative so"utions to a prob"em and a recommendation on t$e

best a"ternative# A%ter a %easibi"ity study! management makes a go7no go

decision#

T$e %easibi"ity study is a management9oriented activity#

A %easibi"ity study s$ou"d e(amine %our main areas)

+ Tec$nica" reuirements

+ 5conomica" and 6inancia" overvie'+ 8rgani*ationa" reuirements

+ 5nvironmenta" and cu"tura" %actors

+ :ega" issues


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$at is G6easibi"ity StudyH >

A %easibi"ity study is a pre"iminary study undertaken to determine and

document a project;s viabi"ity# T$e resu"ts o% t$is study s$a"" be used to

ascertain t$e "ike"i$ood o% t$e project;s success# ,t is an ana"ysis o%

possib"e a"ternative so"utions to a prob"em and a recommendation on t$e

best alternati/e#


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Main 8bjectives o% 6easibi"ity Study

,denti%y true prob"em# ,n de%ining t$e prob"em you

must determine t$e s$'ject! sco"eand o'jecti/eso%

t$e study#

,denti%y %easib"e approac$ to so"ve it


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Suject:T$e prob"em t$at you $ope to so"ve#

Scope:4ange# &ere you decide '$at 'i"" be inc"uded ande(c"uded %rom t$e study#

7jecti/e : C"ear statement o% '$at you 'ant to accomp"is$#

Iou s$ou"d speci%y) $o is responsib"e %or ac$ieving t$e goa"#

&o' it 'i"" be ac$ieved#

;'at con)itions may pre/ent success

$o 'i"" monitor t$e success%u" ac$ievement o% t$is

objective


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A %easibi"ity study s$ou"d e(amine %our main areas)

Tec$nica" reuirements

6inancia" overvie' 8rgani*ationa" reuirements 5nvironmenta" and cu"tura" %actors :ega" issues

C


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Major Components

1. ee)s -nalysis

2. Tec'nical *easiility stu)y3. n/ironmental *easiility stu)y

4. conomical *easiility

5. 9inancial *easiility

6. 7perational *easiility

". Sc'e)ule 9easiility stu)y

#. Cultural 9easiility stu)y

%. egal 9easiility stu)y

1


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Jeeds Ana"ysis

A needs ana"ysis s$ou"d be t$e %irst undertaking o% a %easibi"ity study as it

c"ear"y de%ines t$e project out"ine and t$e c"ients; reuirements# 8nce t$ese

uestions $ave been ans'ered t$e person7s undertaking t$e %easibi"itystudy 'i"" $ave out"ined t$e project needs de%inition#

T$e %o""o'ing uestions need to be asked to de%ine t$e project needs de%inition)

$at is t$e end de"iverab"e>

$at purpose 'i"" it serve>

$at are t$e environmenta" e%%ects>

$at are t$e ru"es and regu"ations>

$at standards 'i"" 'e be measured against>

$at are t$e ua"ity reuirements>

$at are t$e minima" ua"ity reuirements a""o'ed>

$at sustainabi"ity can 'e e(pect>$at carry over 'ork can 'e e(pect>

$at are t$e pena"ty c"auses>

&o' muc$ do 'e need to outsource>

&o' muc$ do 'e need to in source>


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5conomic 6easibi"ity

,nnovation is o%ten regarded as t$e engine '$ic$ can introduceconstruction economies and advance "abor productivity# T$is is

obvious"y true %or certain types o% innovations in industria"

production tec$no"ogies! design capabi"ities! and construction

euipment and met$ods# &o'ever! t$ere are a"so "imitations dueto t$e economic in%easibi"ity o% suc$ innovations! particu"ar"y in

t$e segments o% construction industry '$ic$ are more

%ragmented and permit ease o% entry! as in t$e construction o%

residentia" $ousing#


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Tec$nica" %easibi"ity study

T$is invo"ves uestions suc$ as '$et$er t$e tec$no"ogy needed %or t$e

system e(ists! $o' di%%icu"t it 'i"" be to bui"d! and '$et$er t$e %irm $as

enoug$ e(perience using t$at tec$no"ogy# T$e assessment is based on

an out"ine design o% system reuirements in terms o% ,nput! 8utput! 6ie"ds!

Programs! and Procedures# T$is can be an introduction to t$e tec$nica"

system#


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5nvironmenta" %easibi"ity study

,n t$is stage! t$e project;s a"ternatives are eva"uated %or t$eir impact

on t$e environment#


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6inancia" %easibi"ity

5stab"is$ing t$e cost9e%%ectiveness o% t$e proposed system i#e# i%

t$e bene%its do not out'eig$ t$e costs t$en it is not 'ort$ going

a$ead#

Start=up costs

7perating costs

Income an) pro*it

9inancial planning


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8perationa" %easibi"ity

Do t$e current 'ork practices and procedures support a ne'system# A"so socia" %actors i#e# $o' t$e organisationa" c$anges 'i""

a%%ect t$e 'orking "ives o% t$ose a%%ected by t$e system#


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Sc$edu"e %easibi"ity

:ooks at $o' "ong t$e system 'i"" take to deve"op! or '$et$er it

can be comp"eted in a given time period using some met$ods

"ike payback period#


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Cu"tura" 6easibi"ity study

,n t$is stage! t$e project;s a"ternatives are eva"uated %or t$eir impact

on t$e "oca" and genera" cu"ture# T$is may a"so inc"ude t$e S8C,A:

5C8J8M,C 5665CT a"so#


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:ega" 6easibi"ity study

A"" projects must %ace "ega" scrutiny# &o'ever! any project may %ace

"ega" issues a%ter comp"etion too#


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Marketing 6easibi"ity study

T$is 'i"" inc"ude ana"ysis o% sing"e and mu"ti9dimensiona" market

%orces t$at cou"d a%%ect t$e commercia" operation#


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Project viabi"ity

!eturn on in/estment >!7I?

T$e simp"est 'ay to ascertain '$et$er t$e investment in a project is

viab"e is to ca"cu"ate t$e return on investment I!!?

&ig$er t$e discount rate


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Costene*it analysis

8nce t$e cost o% t$e project $as been determined! an ana"ysis $as

to be carried out '$ic$ compares t$ese costs 'it$ t$e perceived

bene%its# T$e %irst cost7 bene%it ana"ysis s$ou"d be carried out as part

o% t$e business case investment appraisa"! but in practice suc$ an

ana"ysis s$ou"d rea""y be undertaken at t$e end o% every p$ase o%

t$e "i%e cyc"e to ensure t$at t$e project is sti"" viab"e# T$e p$ase

inter%aces give management t$e opportunity to proceed 'it$! or

a"ternative"y! abort t$e project i% t$ere is an unacceptab"e esca"ation

in costs or a diminution o% t$e bene%its due to c$anges in market

conditions suc$ as a reduction in demand caused by po"itica"!

economic! c"imatic! demograp$ic or a $ost o% ot$er reasons#


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Types o* (ene*its

.ene%its may be c"assi%ied into one o% t$e %o""o'ing categories)

Monetary 99 '$en 4s#9va"ues can be ca"cu"ated

Tangile


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Types o* Costs

K Project=relate) costs

+ Deve"opment and purc$asing costs) '$o bui"ds t$e system

+ ,nsta""ation and conversion costs) insta""ing t$e system! training

o% personne"! %i"e conversion!####

K 7perational costs


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T'e role o* t'e project team

T$ere are many groups o% peop"e invo"ved in bot$ t$e project

and project management "i%ecyc"es#

T$e Project Team is t$e group responsib"e %or p"anning and

e(ecuting t$e project# ,t consists o% a Project Manager and a

variab"e number o% Project Team members! '$o are broug$t in

to de"iver t$eir tasks according to t$e project sc$edu"e#


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T'e !ole o* t'e Project Manager

Primary responsibi"ity o% t$e project manager is to ensure t$at a""

'ork is comp"eted on time! 'it$in budget and scope! and at t$ecorrect per%ormance "eve"#

T$at is! project managers= primary ro"e is to manage t$e project!

not do t$e 'orkL

T$is is not a tec$nica" job# ,t is about getting peop"e to per%orm

'ork t$at must be done to meet t$e objectives o% t$e project# So

t$e %irst ski""s t$at a project manager needs are"eo"le s*ills#

Many project managers '$o $ave strong tec$nica" backgrounds

%ind it di%%icu"t to dea" 'it$ peop"e e%%ective"y# T$ey are Gt$ings9oriented!H not peop"e9oriented#


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ea)ers'ip an) Management

T$e project manager=s job is most"y about dea"ing 'it$ peop"e!

it is abso"ute"y essentia" t$at you e(ercise "eaders$ip as 'e"" as

management ski""s#

T$e de%inition o% "eaders$ip t$at seems to me to best e(presst$e meaning o% t$e 'ord is t$at G:eaders$ip is t$e art o% getting

ot$ers to 'ant to do somet$ing t$at you be"ieve s$ou"d be doneH

-ut'ority


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-ut'ority

T$e universa" comp"aint %rom project managers is t$at t$ey $ave

a "ot o% responsibi"ity but no aut$ority# ,t is true! and it is not "ike"y

to c$ange# ,t is t$e nature o% t$e job# &o'ever! you can=tde"egate responsibi"ity 'it$out giving a person t$e aut$ority

commensurate 'it$ t$e responsibi"ity you 'ant $im to take! so

'$i"e t$e project manager=s aut$ority mig$t be "imited! it cannot

be *ero#

A 'ord to project managers! $o'ever# , "earned ear"y in my

career as an engineer t$at you $ave as muc$ aut$ority as you are

'i""ing to take# , kno' t$at sounds strange# e see aut$ority as

somet$ing granted to us by t$e organi*ation! but it turns out t$at

t$ose individua"s '$o take aut$ority %or granted usua""y get ito%%icia""y#

- ti


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-uestions

7rganiational In*luences on Project Management


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7rganiational In*luences on Project Management

T$e organi*ationa" cu"ture! sty"e! and structure in%"uence $o' projects are

per%ormed# An organi*ation=s degree o% project management maturity and its

project management systems can a"so in%"uence t$e project# $en a projectinvo"ves e(terna" entities as part o% a joint venture or partnering! t$e project 'i""

be in%"uenced by more t$an one enterprise# T$e %o""o'ing sections describe

organi*ationa" c$aracteristics and structures 'it$in an enterprise t$at are "ike"y

to in%"uence t$e project#

Most organi*ations $ave deve"oped uniue cu"tures t$at mani%est in

numerous 'ays)

+ S$ared visions! va"ues! norms! be"ie%s! and e(pectations!

+ Po"icies! met$ods! and procedures!

+ 3ie' o% aut$ority re"ations$ips! and

+ ork et$ic and 'ork $ours#

7rganiational Structure


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7rganiational Structure

+ 6unctiona"+ Matri(+ Projecti*ed


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7rganiational In*luences on Projects


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-uestions


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-uestions

Project (oun)aries


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Project Processes


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j

1. Project Initiation Processes

2. Project Planning Processes

3. Project 8ecuting Processes

4. Project Monitoring an) Controlling Processes

5. Project Closing Processes

Project Initiation Processes


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j

1. @e/elop Project C'arter

2. I)enti*y Sta$e'ol)ers


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Project Planning Processes


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1. @e/elop Project Management Plan

2. Collect !eAuirements

3. @e*ine Scope

4. Create ;(S

5. @e*ine -cti/ities

6. SeAuence -cti/ities

". stimate -cti/ity !esources

#. stimate -cti/ity @urations

%. @e/elop Sc'e)ule

1


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Project 8ecuting Processes


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1. @irect an) Manage Project 8ecution

2. Per*orm Quality -ssurance

3. -cAuire Project Team4. @e/elop Project Team

5. Manage Project Team

6. @istriute In*ormation

". Manage Sta$e'ol)er 8pectations

#. Con)uct Procurements


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Project Monitoring an) Controlling Processes


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1. Monitor an) Control Project ;or$

2. Per*orm Integrate) C'ange Control

3. Beri*y Scope4. Control Scope

5. Control Sc'e)ule

6. Control Costs

". Per*orm Quality Control

#. !eport Per*ormance

%. Monitor an) Control !is$s

1


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Project Closing Processes


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1. Close Project or P'ase

2. Close Procurements


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-uestions


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T'an$ ou

ms projects day 1 final.pptx

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