week 1 erletshaqe
DESCRIPTION
Week 1TRANSCRIPT
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Project Management1. What is Project Management
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Week 1
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Turn your phones off
Picture by Mike Licht, NotionsCapital.com
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Welcome2 parts
Intro who am I, what well be doing this semester, assessments
About projects The Project Management Framework
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First
Form into 12 Groups
1st
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Revision Groups
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Second
Your motivation
2nd
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Who wants to be a project
manager?
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Why?
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Who wants to work with a
project manager?
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When? Where? How?
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Photo by Tricky at flickr
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A walk through the course outline
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The textbook
Gray, C., & Larson, E. (2006).
Project management The managerial process (3rd ed.). NY:
McGraw-Hill. 658.404 G791p3
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Weeks
1 3
Project Management FrameworkProject Selection and Portfolio Management
Project Management Plans
Weeks
4 6
Managing Project Change
Project Marketing
Project Leadership
Weeks
7 9
Managing Project Teams
Project Conflict Management
Performance Management
Weeks
10 12Global IT Project Management
Current Issues in Project Management
Week 13 Revision
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Assessment Task Release
Date
Due Date Weighting Task
Type
Tutorial
ParticipationWeekly Weeks 1-11 10% A
Team Project
Proposal (Stage-1)Week 2
Week 5,
Wednesday 20th
August 4pm
10% A
Team Project
Proposal (Stage-2)Week 2
Week 8,
Wednesday 10th
September 4pm
15% A
Team Report Week 7
Week 11,
Wednesday 1st
October 4pm
15% A
Final Examination End of semester 50% B
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View
> Notes Page
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Week 1
The Project Management
Framework
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8 things you want to know
What is a Project?
Process Groups
The Triple Constraint
What is Project Management?
The Project Manager
Importance of Project Management
Project Management Framework
Integrated Approach
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1. What is a Project?
All projects have a beginning, a middle and an end.
Beginning Middle End
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Beginning Middle End
A definition:
A temporary endeavor undertaken to accomplish a unique purpose
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Source: CHAOS Report 1995 by the Standish Group
Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf
Not even
completed
Typically
189% over
budget
OTOBOS
53%Challenge
d
16%Success
31%Critical
Failures
1994
1 2 3 4 5 6 7 8
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More & more IT projects are starting each year
500K
300K
200K1998
2001
2002
??2007
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Projects have a common set of characteristics
which can also be defined by what they are not
A target
outcome
A defined life
span
Cross
organisational
participation
New or
unique
Time, Cost
and
performance
requirements
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Projects have a common set of characteristics
which can also be defined by what they
are not
A target
outcome
A defined life
span
Cross
organisational
participation
New or unique
Time, Cost and
performance
requirements
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ExplorationsGo on
indefinitely
One team or
one person
working alone
Creating the
same thing
multiple times
No constraints
on time, cost
or
performance
What a project isnt
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Projects v Not Projects
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Process Groups
All projects typically go through these five processes
PlanMonitor &
Control
ImplementClose
Initiate
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A process is a series of actions directed towards a
particular result.
Step 1 Step 2 Step 3 Result
activityinputs outputs
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Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
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PMI and the PMBOK
www.pmi.org
PMP certification
Google PMBOK.pdf
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There are alternatives to PMI
Numbers from Craig Brown (Sept 2007)
Project Management
OrganisationHead office
Number of
members
PMI USA 240,000
IPMA Europe 30,000
APM UK 15,000
AIPM Australia 7,100
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3. The Triple Constraint
Also known as the IRON TRIANGLE
Time
Scope Cost
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Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)
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Quality
The Quadruple Constraint
Warning: Quality has many definitions
Time
Scope Cost
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4. What is Project Management?
Advantages of Project Management
Better control of financial, physical,
and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
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Performing
Organisation
Project Manager
Client - Sponsor
Project Teamstakeholders
stakeholders
stakeholders
stakeholders
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5. The Project Manager
Week 6 Leading TeamsWeek 7 Managing Teams
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(Schwalbe, 2006, p17)
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(Schwalbe, 2006, p22)
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6. Importance of Project
Management
Increased use of Project Management
Compressed product life cycle
Global competition
Knowledge explosion
Corporate downsizing
Increased customer focus
Development of Third World and closed
economies
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7. Project Management Framework
The PMBOKs 9 Knowledge areas
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Figure 1.2 Project Management Framework(Schwalbe, 2006, p9)
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8. Integrated Approach
Why would a team member be a stakeholder?
Stakeholders
are people involved in or affected by project activities
Stakeholders include:
Project sponsor Project manager Project team Support staff Customers Suppliers Opponents to the project
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Project TeamSuppliers Customers
Opponents
Sponsor &
Supporters
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The PMBOKs 9 Knowledge areas
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Time Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Cost management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Scope Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Quality Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Remember this?
The first four knowledge areas are Core Functions
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The next four knowledge areas are Facilitating Processes
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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HR Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Risk Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Communications Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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Procurement Management
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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What knowledge area do
contract labourers fall into?
Contract
staff
?HR
Management
Procurement
Management
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Integration Management pulling it all together
Integration
Management
Time
Management
Cost
Management
Scope
Management
Quality
ManagementHR Management
Risk
Management
Communication
Management
Procurement
Management
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What if its not Integrated?
Integration
Management
Time
Management Cost
Management
Scope
Management
Quality
Management HR Management
Risk
Management
Communication
Management
Procurement
Management
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Figure 1.2 Integrated Management of Projects (Gray & Larson, 2006, p13)
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Which ones are most important for projects?
Technical skills People Skills
Budgeting, Scheduling,
Documenting
Leading, Motivating,
Listening, Empathising
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Figure 1.3 Technical and Sociocultural Dimensions of Project Management(Gray & Larson, 2006, p13)
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