Introduction To Project Management
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Introduction To Project Management
- 1. Introduction to Project Management Nada A. Abandah, OPM3, PgMP Amman – Intrinsic Training Center
- 3. What is a Project? • A Temporary endeavor undertaken to create a unique Product, service, or result –Temporary. –Unique Products, Services, or Results. –Progressive Elaboration. • An Operation is repetitive and provides the same output. All rights reserved intrinsic management 2009 © 3
- 4. Project Management • Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. It includes: • Identifying Requirements • Establishing clear & achievable objectives • Balancing the competing demands for quality, scope time and cost • Adapting the specifications, plans & approach All rights reserved intrinsic management 2009 © 4
- 5. Question? • Project Manager Skills! What skills, knowledge should the project manager have to be a successful project manager? All rights reserved intrinsic management 2009© 5
- 6. The Project Manager Technical Skills Management Skills All rights reserved intrinsic management 2010 © 6
- 7. Allrights reserved intrinsic management 2009 © 7 Project Manager Interpersonal Skills Leadership Team Building Motivation Com- munication Influencing Decision making Political & cultural awareness Negotiation
- 8. Project Manager Competencies 0 0.2 0.4 0.6 0.8 1 Knowledge PersonalPerformance All rights reserved intrinsic management 2010 © 8
- 9. From Knowledge to Competency Competency Skill Knowledge All rights reserved intrinsic management 2010 © 9
- 10. Organizational Project Management • The systematic management of business and its processes in alignment with achievement of strategic goals. • The purpose of the Organizational Project Management Model is to enhance an organization's ability to implement organization strategy through successful, consistent, and predicable delivery of project. No matter what the industry. All rights reserved intrinsic management 2009 © 10
- 11. Project, Program, Portfolio Interactions All rights reserved intrinsic management 2008 © 11 Delivery Level Benefit Level Strategy Level Portfoli o Portfoli o Program Project Project Project Program Program Project Project Project Related Work
- 12. Juggling Work! “Project management is like juggling three balls - time, cost and quality. Program management is like a troupe of circus performers standing in a circle, each juggling- three balls and swapping balls from time to time.” All rights reserved intrinsic management 2009© 12
- 13. Project Management Office • An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of projects. All rights reserved intrinsic management 2009© 13
- 14. Project Support Includes • Managing shared resources, • Identifying and developing PM methodology, • Coaching, mentoring, and training, • Developing projects standards and policies, • Monitoring compliance to standards, • Coordinating communication among all projects. • … All rights reserved intrinsic management 2009© 14
- 15. WHAT IS A SUCCESSFUL PROJECT? All rights reserved intrinsic management 2010 ©
- 16. How do you Define Success? • On Time, • Within Budget , • Scope Integrity, • Maintaining Quality, • Customer Satisfaction. All rights reserved intrinsic management 2009 © 16
- 17. Why do Projects Fail? • Dissatisfied Customers or Stakeholders, • Misunderstood deliverables, • Inappropriate budgets, schedules, teams skills, • Horrible project manager! All rights reserved intrinsic management 2009 © 17
- 18. Why do Projects Fail? • Lack of leadership, definition of roles and responsibilities, • Overworked or under worked team resources, • Uncharted territory, • Project Management culture. All rights reserved intrinsic management 2009 © 18
- 19. Triple Constraint (STC) All rights reserved intrinsic management 2009© 19 Cost
- 20. Other Forms of Project Constraints Scope Cost Time Cost 20Allrights reserved intrinsic management 2009©
- 21. ORGANIZATIONAL INFLUENCE All rights reserved intrinsic management 2010 ©
- 22. Organizational Influence • Different types of organization structure exert different influences on project teams and project managers. • Certain structures are in favor of project work, others are against it. All rights reserved intrinsic management 2009 © 22
- 23. PROJECT LIFE CYCLE All rights reserved intrinsic management 2010 ©
- 24. Project Life Cycle • The collection of project phases the project team will follow in order to produce the product of the project, • It varies from one industry to the other. All rights reserved intrinsic management 2009 © 24
- 25. Sequential Phases All rights reserved intrinsic management 2009© 25 Phase1 Phase2 Phase 3 Phase 4
- 26. Overlapping Phases All rights reserved intrinsic management 2009© 26 Phase1 Phase2 Phase3 Phase 4
- 27. Iterative Phases/ Spiral Model Phase 1 Phase 2 Phase 3 Phase 4 All rights reserved intrinsic management 2009© 27
- 28. Process Groups Interact in aProject Allrights reserved intrinsic management 2009 © 28 Level of Process Interaction Initiation Process Group Planning Process Group Execution Process Group Monitoring & Control Process Group Closing Process Group
- 29. The Project Throughits Life Cycle Allrights reserved intrinsic management 2009© 29
- 30. The Project Through its Life Cycle All rights reserved intrinsic management 2009 © 30
- 31. Project Management Process Groups All rights reserved intrinsic management 2009 © 31 Monitoring & Controlling Processes Closing Processes Initiation Processes Planning Processes Execution Processes
- 32. PROJECT MANAGEMENT FRAMEWORK All rights reserved intrinsic management 2010 ©
- 33. Project Management Knowledge Areas • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communication Management • Project Risk Management • Project Procurement Management All rights reserved intrinsic management 2009 © 33
- 34. THANK YOU www.abandah.com/nada www.twitter.com/NadaAbandah Allrights reserved intrinsic management 2010 ©
Editor's Notes
- Invite all trainees for coffee and snack before we startExpect to start 30 minutes late; 9:30 even if started on 9:45 that will be okWelcome people, tell them the purpose of this training and how are going to conduct it “interactive approach”
- As an instructor, you would like to convey a certain set of notes to the attendees at the beginning of the course. Please insert an introduction about yourself, the course, your methodology, and meet the attendees. Also, you might find it important for you to specify the ground rules such as: Smoking inside the hall Break times (for this audience, you might need to specify the prayer breaks as well) Questions and answers (if as they have a question, or at the very end) Group work (how they should be sectioned and distributed) Mobile phone usage… (if they should be turned off or just silent)
- Remember to mention the example about knowing how to drive, being able to drive, but then driving while focusing on other things.
- Organizational strategies and priorities linked to portfolios and programs.Portfolios have governance and disposition of change requests.Looking at the big picture helps you as a project manager to manage your project.
- Responsibilities of PMO range from support to actually managing the projects.May be involved in selection, management, and deployment of shared or dedicated projects.
- What is most important: scope, schedule, or cost? Thesethree variables are interdependent and it’s important to know their order of importance because, during the planning phase you’ll have to maketrade-off decisions between them.In order for the team to make the best choices between the threevariables, they need to know how the sponsor prioritizes scope versusschedule versus cost. Is schedule the most important with scope nextand then the cost?Number the variables from one to three with one being the highestPriority. Triple constraintsAlways quality needs to be maintained
- Risk: Risks include both threats to and opportunities within the project. The processes in thisknowledge area are concerned with identifying, analyzing, and planning for potential risks,both positive and negative, that may impact the project. This means minimizing the probabilityand impact of negative risks while maximizing the probability and impact of positive risks.These processes are also used to identify the positive consequences of risk and exploit them toimprove project objectives or discover efficiencies that may improve project performance.
- Its very important at this stage to differentiate between two main things: The project life Cycle (or the delivery approach): which is the steps or phases the team will follow in order to produce the product of the project, and it varies from one industry to the other, and changes according to the size and type of project. The project management process groups: Initiate, Plan, Execute, Control, Close. Which we will be discussing in details.
- Another example is Waterfall Model. Sequential steps are: define, design, develop, test, deployreduces uncertainty, but may eliminate options for reducing the schedule.
- This can sometimes be applied as an example of the schedulecompression technique called fast tracking. Overlapping phases may increase risk andcan result in rework if a subsequent phase progresses before accurate information isavailable from the previous phase.
- This approach is useful in largely undefined, uncertain, or rapidly changing environmentssuch as research, but it can lead to rework and reduce the ability to provide long termplanning or scope control for the project. It also entails having all of the project teammembers (e.g. designers, developers, etc.) available throughout the project.Some project may contain all three models, this is exceptional and for large projects.
- No matter the size of the project, or the complexity, it passes through general structure:Initiation, organizing and planning, carrying out the project work, closing the project.
- This is the project management version of the Plan-Do-Check-Act cycleAsk what is a process..and show how is a project consisted of a set of processes…..a process has input, output and activities
- Leave the integration to the lastTell them that our style is to go with the material in the process groups style and not the knowledge areas, so this is not the same sequence as in the PMBokThese knowledge areas apply within the project management process groups…ask what they are to refresh their minds….who knows them all takes a chocolateTalk a bit about each..and ask for examples of activities that maybe done in eachAsk the trainees to check the PMBOK, page 70, mapping the Project management processes on the project management process groups and the project management knowledge areas.