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Project Management Overview - cis.gsu.edu

Project Management An OverviewSumantra SarkarMBA 8125 Fall 201115thNov, 2011 Tacoma Narrows BridgeGalloping Gertie 1940 Collapsed on 7thNov 40 Reason aerodynamic phenomena in suspension bridgeswerenotbridges were not adequately photographer for Tacoma News Tribune, Howard Clifford was the last man off the Bridge before it collapsed. 2 Now 94 (Apr 06), Clifford recounts that fateful dayAgenda What is a Project History History Operations Vs Project CaseStudyCase Study Project Types ProjectManagement&ProcessGroups Project Management & Process Groups Knowledge Areas SkillsofaProjectManager Skills of a Project Manager3 What is a Project ? A temporary endeavor undertaken to create a unique product, service or result Definite beginning and end End Project s objectives achieved Project terminated objectives cannot be met or need for Project no longer exists Temporary does not necessarily mean short in duration 2008 PjtMtItittAGidtthPjtMtBdf 2008 Project Management Institute.

Project Management – An Overview Sumantra Sarkar MBA 8125 –Fall 2011 15th Nov, 2011

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Transcription of Project Management Overview - cis.gsu.edu

1 Project Management An OverviewSumantra SarkarMBA 8125 Fall 201115thNov, 2011 Tacoma Narrows BridgeGalloping Gertie 1940 Collapsed on 7thNov 40 Reason aerodynamic phenomena in suspension bridgeswerenotbridges were not adequately photographer for Tacoma News Tribune, Howard Clifford was the last man off the Bridge before it collapsed. 2 Now 94 (Apr 06), Clifford recounts that fateful dayAgenda What is a Project History History Operations Vs Project CaseStudyCase Study Project Types ProjectManagement&ProcessGroups Project Management & Process Groups Knowledge Areas SkillsofaProjectManager Skills of a Project Manager3 What is a Project ? A temporary endeavor undertaken to create a unique product, service or result Definite beginning and end End Project s objectives achieved Project terminated objectives cannot be met or need for Project no longer exists Temporary does not necessarily mean short in duration 2008 PjtMtItittAGidtthPjtMtBdf 2008 Project Management Institute.

2 A Guide to the Project Management Body of Knowledge (PMBOK Guide 4thEdition)4 History Project Management Institute founded in 69 Premise many Management practices were common Premisemanymanagementpracticeswerecommon to projects in application areas as diverse as construction to pharmaceuticals 81 PMI Board of Directors approved a Project to develop the procedures and concepts to support the profession of Project Management 84 First PMP certification awarded 87 PMBOK Standards ; 96 A Guide to PMBOK 00 2ndEdition ; 04 3rdEdition ; 08 4thEdition > 500,000 members5 Operations Vs ProjectsCharacteristicsOperationsProject sLabor skillsLowHighTraining timeWorker autonomyCompensation systemLowLowHourly or weekly wageHighHighLump sum for projectMaterial input requirementsSuppler tiesHigh certaintyLonger durationMore formalUncertainShorter durationLess formalRaw Materials inventoryScheduling complexityQuality controlLargeLowerFormalSmallHigherInform alInformation flowsWorker mgmt communicationDurationLess importantLess importantOn goingVery importantVery importantTemporary6 Product or serviceRepetitiveUniqueHubble Telescope Failure Hubble Space Telescope launched aboard Space Shuttle Discovery on 24thApril 90 NASA called it a New window on the Universe announced failure on 21stJune 90 BothhighresolutionimagingcamerasBoth high resolution imaging

3 Cameras showed distortion Planningstartedin 70 CongressPlanning started in 70 Congress approved ( 78) at a cost of $ 400 M Totalcostwhenlaunched $25B Total cost when launched $ B Lessons Learnt(pg 58)7 DIA Baggage Handling System Denver International Airport (DIA) 53 sq. miles designed to be the largest airport in Initial ground breaking in 89 completion Fall 93 Originalplan individualairlinestobuildtheirownOrigina l plan individual airlines to build their own baggage handling system 91 UnitedAirlinesstartedtheirownwithBAE91 United Airlines started their own with BAE 92 DIA approached BAE to build an airport wide system $ Milliony$ most complex baggage handling system ever built 3100telecars,20airlines,5,000opticaldete ctors,4003100 telecars, 20 airlines, 5,000 optical detectors, 400 radio receiver, 56 bar code Baggage Handling System Aug 4 94, Mayor Webb announced a plan to develop a temporary, low tech alternative system for the DIA s high tech baggage system.

4 Feb 95 16 months behind schedule $ billion (2 billion over budget) 2 concourses served by manual baggage system 1 concourse served by scaled down semi automated system Lessons Learnt$ 05 Fully manual system Running cost $ 1 M per monthAdt An update 10 Corporate IT failures10 Top 10 Corporate IT failures11 Top 10 Corporate IT failures12IT Project types ERP Implementation Software DevelopmentSoftwareevelopment Traditional SDLC Newer Methods Agile Infrastructure Mailing System migration, Setting up data center IT Infrastructure Management Optimizing IT Operations13 Discussion questions for the class How many of you all have been notexposed to projects? How many of you have managed projects ? What are the biggest challenges ?ggg How do you measure whether you are on track? Howdoyoumitigaterisk?

5 How do you mitigate risk? How many of you all have a lessons learnt session? HowmanyknowaboutPMP?How many know about PMP ?14 Project Management Application of knowledge, skills, tools and techniques to Project activities to meet Project requirements How ? Appropriate application and integration of 42 logically pp pppggygrouped Project Management processes comprising of 5 process groups Initiating PlanningEi Executing Monitoring and Controlling Closing Closing15 Process Groups Initiating processes performed to define a new Project or a new phasep Planning processes required to establish the scope of the Project , refine the objectives, and define the course of action Executing processes performed to complete the work Monitoring & Controlling processes required to track, review and regulate the progress Closing processes performed to finalize all activities 16 Project Management Plan Project Management plan is iterative and goes through progressive elaborationthroughout the Project s life cycle Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become il blavailable17 Project Management Office An organizational body or entity assigned various responsibilities related to the centralized and coordinated Management of those projects under it s domain Responsibility range providing Project Management support to being responsible for direct Management Functions Managing shared resources across projectsId tif iddliPMthdl Identifying and developing PM methodology

6 Coaching, mentoring, training and ovesight MonitoringcompliancewithPMStandardstempl ates Monitoring compliance with PM Standards, templates Coordination communication across projects18 Project Life CycleA Guide to the Project Management Body of Knowledge PMBOK version 419 Organizational Influences Organization Cultures and Styles Cultural norms include common knowledge regarding Culturalnormsincludecommonknowledgeregar dinghow to approach getting the work done Share vision, values, norms, beliefs and expectations,,,p Policies, methods and procedures ViewofauthorityrelationshipsView of authority relationships Work ethic and work hours20 Organizational Process Assets Processes and Procedures Standards, policies, process audits, improvement targets Change control procedure, Proposal evaluation criteria Templates.

7 Issue and defect Management procedure Organization communication requirements Project closure guidelinesld Corporate Knowledge Base Project filesCfi titkldb Configuration Management knowledgebase Financial databases containing information on labor hours ProcessmeasurementdatabasesProcess measurement databases Lessons learnt knowledge base21 Organization Structure22 Knowledge Areas 9 Integration ManagementScope ManagementHuman Resource ManagementgTime ManagementgCommunications ManagementManagementCost ManagementRiskManagementQualityManagemen tProcurement23 Quality ManagementProcurement ManagementProcess Groups & Knowledge Areas24 Break25 Knowledge Areas 9 Integration ManagementScope ManagementHuman Resource ManagementgTime ManagementgCommunications ManagementManagementCost ManagementRiskManagementQualityManagemen tProcurement26 Quality ManagementProcurement ManagementIntegration Management Develop Project Charter Example of Project Charter Develop Project Management Plan Direct and Manage Project Executiongj Monitor and Control Project Work PerformIntegratedChangeControlPerform Integrated Change Control Close Project or Phase27 Scope Management Collect Requirements Define ScopeefineScope Create Work Breakdown Structure (WBS)28 WBS 29 Scope Management Collect Requirements Define ScopeefineScope Create Work Breakdown Structure (WBS)

8 Verify Scope ControlScope Control Scope30 Time Management Define Activities Sequence Schedule Management Reference CardNetwork Logic links all Schedule Management Reference CardNetwork Logic links all SequenceActivities EstimateActivityWBS product oriented, include all work, provides framework for planningEstablish baselinelogically related tasks & milestones, minimal use of constraintsDurations realistic, WBS product oriented, include all work, provides framework for planningEstablish baselinelogically related tasks & milestones, minimal use of constraintsDurations realistic, Estimate Activity Resources EstimateActivityTask Descriptions clear, complete, conciseSlack (float) amount of time a task can slip before impacting Project completiondiscrete and measurable, use consistent time unitsTask Descriptions clear, complete, conciseSlack (float) amount of time a task can slip before impacting Project completiondiscrete and measurable, use consistent time units Estimate Activity Durations DevelopCritical path typically starts at beginning (or time now) & flows thru logic sequence to Project end, lowest slack path Resource OverallocatedCritical path typically starts at beginning (or time now) & flows thru logic sequence to Project end, lowest slack path Resource Overallocated Develop ScheduleCtlShdlNote: Resource loading ensures cost/schedule integration and consistency between budget plan & schedule plan Note.

9 Resource loading ensures cost/schedule integration and consistency between budget plan & schedule plan Control Schedule31 Time Management (Gantt Chart)32 Time Management (PERT)33 Cost Management Estimate costs Determine Estimate At Completing the PictureetermineBudget ControlCostsNCC=CBB=TABA ctual costs}16182022 Complete (EAC) or Latest RevisedEstimate (LRE)MRControl Costs How?(ACWP)ManagementReserve$810121416 Budgeted costs(BCWS) How? EVM Earned ValueManagementBudget atComplete02468 Earned Value(BCWP)BACV alue Management Cost Variance ScheduleVariance31 DaysReport DateCompletion date0246810 12 14 16 18 20 Schedule Variance34 NASA IBR Toolkit 24 Dec 2009 Cost Management Estimate costs Determine etermineBudget ControlCostsControl Costs How? How? EVM Earned ValueManagementValue Management Cost Variance ScheduleVarianceSchedule Variance35 NASA IBR Toolkit 24 Dec 2009 Quality Management Plan Quality Perform Quality AssurancePerformQualityAssurance Perform Quality Control36 Human Resources Management Develop Human Resource Plan Acquire Project TeamAcquireProjectTeam Develop Project Team ManageProjectTeamManage Project Team37 Knowledge Areas 9 Integration Management9 Scope ManagementHuman Resource Management99gTime ManagementgCommunications Management9 ManagementCost ManagementRisk9 ManagementQualityManagementProcurement93 8 Quality ManagementProcurement Management9 Break39 Knowledge Areas 9 Integration Management9 Scope ManagementHuman Resource Management99gTime ManagementgCommunications Management9 ManagementCost ManagementRisk9

10 ManagementQualityManagementProcurement94 0 Quality ManagementProcurement Management9 Project Communications Management Identify Stakeholders Plan communicationsPlancommunications Distribute Information ManageStakeholdersexpectationsManage Stakeholders expectations Report performance41 Framework for Identifying Risks Background $ 250 billion across 175,000 projects Cost overrun $ 59 billion Cancelled projects $ 81 billion One explanation Managers are not taking prudent measures to assess and manage risk Suggested Steps Identify risksf Relative importance of the risks Identified risks to be classified to suggest meaningful mitigationstrategiesmitigation strategies42 Framework for Identifying Risks Delphi Study 40 software PM Finland, HK, US selected common 11 factors universal43 Framework for Identifying Risks Q1 Q 1 specific risk factors lack of top Management commitment, failure to gain user commitment, and inadequate user involvement.


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