Ch1 Introduction to Project Management 16

8/18/2019 Ch1 Introduction to Project Management 16

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Chapter 1. Introduction


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Chapter Objectives

1. Describe project, programme and portfoliomanagement

2. Describe project life cycle

3. Describe the challenges of managing projects4. Explain the importance of Project

Management

. !"tline Project Management #tandards,

professional bodies and certificationprogrammes

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What is a Project?

• ExamplesGive THREE examples of projects and identify the

common characteristics of these projects.

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Otira Viaduct, Arthur Pass

• Planning for the project began in 1$%&'

constr"ction started in 1$$(' completed on timein 2))), one month ahead of programme.

• *"dget+ 2Million

• -he project came in "nder b"dget by seeralh"ndred tho"sand dollars.

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The Press

16 April 2012


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!a"va#e operation o$ the Costa Concordia

%

The expected cost: $300 million USD.: the most expensive

salvae operation ever.

http:!!en."i#ipedia.or!"i#i!osta%oncordia


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C&'A

(


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The Press

& April 2012


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• /ei #tra"ss0ith the help of Deloitte cons"ltants an - system

called #P as implemented 2))35 )%67. *"dget+ million approx.7.

-he final o"tcome+ 2)) million loss in 2))%7 8nformation officer resigned.

Why Your IT Project ay !e Ris"ier Than You Thin" #y !ent lyv#jer$ and

%lexander !ud&ier ' H!R' (eptem#er )*++' pa$es ),-)

*

http://hbr.org.ezproxy.canterbury.ac.nz/search/Bent+Flyvbjerg/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Alexander+Budzier/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Alexander+Budzier/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Alexander+Budzier/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Bent+Flyvbjerg/0/author


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• 9:mart as already losing its competitie position to0almart and -arget hen it began a 1.4 billion -moderni;ation project in 2))). *y 2))1 it had reali;edthat the ne system as so highly c"stomi;ed that

maintenance o"ld be prohibitiely expensie. #o itla"nched a &)) million project to "pdate its s"pplychain management softare. -hat effort ent off the railsin 2))2, and the to projects contrib"ted to :mart*A, #eptember 2)11, pages 2352

1+

http://hbr.org.ezproxy.canterbury.ac.nz/search/Bent+Flyvbjerg/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Alexander+Budzier/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Alexander+Budzier/0/authorhttp://hbr.org.ezproxy.canterbury.ac.nz/search/Bent+Flyvbjerg/0/author


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What is a Project?

• Project Defined complex, non5ro"tine, one5time effort limited by

time, b"dget, reso"rces, and performancespecifications designed to meet c"stomer needs.

/arson B Cray 2)1)7• 9 temporary endeao"r "nderta=en to create a

"ni"e prod"ct, serice or res"lt?PM*!: Project Management *ody of

:noledge7, 4th ed. 2))$


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ajor Characteristics o$ a project

• >as an established objectie• >as a defined life span ith a beginning and an

end

•

Ae"ires across5the5organisation participation.• -ypically inoles doing something that has

neer been done before

• >as specific time, cost and performance

re"irements

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Project ana#e-ent

• PM*!:


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Projects Vs. Pro#ra--es

• Programme Defined series of coordinated, related, m"ltiple projects that

contin"e oer an extended time and are intended toachiee a goal.

higher leel gro"p of projects targeted at a commongoal.

• ExampleProgramme+ an EAP pac=age

Projects+ ndiid"al mod"les+ inance, P"rchasing,Materials management, etc.


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• ExampleProgramme+ Frban transport system+ 12 Gyear, 4(

million inoling 12) miles of rail linesH

Projects+ Different aspects of the transport system

• Project Is. ProgrammeDiffers in scope and time

Programme+ foc"sed on meeting strategic objectiesand project integration' ris= management' costmanagement' comm"nication etc. across all projects

Projects+ meeting specific project objecties

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Projects Vs. Port$o"ios

J Portfolio definedJ Kentralised management of m"ltiple projects and

programmes related or "nrelated7.

J Example+ portfolio of projects may incl"de+

K"stomer relations management project, EAPprogramme, Le prod"ct deelopment programme,etc.

J noled in front5end actiities+ dentifying, prioritising

and a"thorising projects and programmes to achieestrategic objecties

J /eerage economies of scale, red"ce costs, improeprobability of s"ccess

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Project ana#e-ent o$$ice

• Kentralised "nit that oerseas the managementof portfolio of projects and programmes

• 0hy PM!6Proides s"pport f"nctions for projects' establishes

and maintains proced"res and standards for projectmanagement methodologies' trains employees'manages reso"rces' monitors projects' proidesfeedbac=' maintains and archies project doc"ments.

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• -al= to the person next yo" and identifyexamples of+ ro"tine tas=, project, programmeand project portfolio.

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Project i$e/C0c"e

1*

'evel o( )((ort

Start )nd

• n "sef"l frameor= for better control and the management of the

project.


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• >o do the folloing change as the projectprogressesProject cost and effort

#ta=eholder infl"ence, ris= and "ncertainty

Kost of changes and correcting errors

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The Press* + Septem,er 2012


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he cha""en#es o$ -ana#in# projects

• -he project manager+manages temporary, non5repetitie actiities and

fre"ently acts independently of the formalorganisation

marshals reso"rces for the project is lin=ed directly to the c"stomer interfaceproides direction, coordination, and integration

to the project team

is responsible for performance and s"ccess of theproject

m"st ind"ce the right people at the right time toaddress the right iss"es and ma=e the right decisions

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echnica" and !ociocu"tura" di-ensions o$

Project ana#e-ent

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he I-portance o$ Project ana#e-ent

• PM membership groth

1),))) in 1$(' 3)),))) in 2)1)

• People ith PMP credentials3&),))) by end of 2))$

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• *M of employees + N 3)),)))

o"tside F# + ()O

of Project Managers + 2),)))

• >P of employees + N 3),)))

of project managers + N %)))

of PMPs + N 3,))

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actors in$"uencin# the need $or P

• Kompression of the Prod"ct /ife Kycle• :noledge Explosion

• -riple *ottom /ine Planet, People and Profit7

•Korporate Donsi;ing and restr"ct"ring• ncreased K"stomer oc"s

• #mall Projects Aepresent *ig Problems

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ene$its o$ Acce"erated Product eve"op-ent

2(


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he chan#in# product cost structure

2)

http:!!""".rieti.o.-p!en!china!0011601.html/diaram

The smilin crve


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2*

no"lede )xplosiont too# (rom the time o( hrist to the mid4eihteenth

centr5 (or #no"lede to do,le. t do,led aain 1&0 5ears

later* and then aain in onl5 &0 5ears. Toda5 it do,les

ever5 or & 5ears. ore ne" in(ormation has ,een

prodced in the last 30 5ears than in the previos &*000.7

David 8. 'ino"es


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3+

3D Printin


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Project ana#e-ent Pro$ession

• PMo"nded + 1$&$

Membership + oer 3)),)))

Le ealand Khapter+ PML

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Project ana#e-ent 5ua"i$ications

• PMP Project Management Professional7 certification Leed project management experience

Leed to Pass examination

ollo PM code of professional cond"ct

•

KPM Kertified ssociate in Project Management7Kertification or entry leel project managers

#ome experience and pass examination

• PALKE2 Practitioner Q"alification F: based

Pass exam


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!tandards

• PM*!: B PALKE2• PM*!:+ Project Management *ody of

:noledge Kollection of processes and =noledge areas

Proides f"ndamentals of project managementirrespectie of the type of project

ie process gro"ps nitiating Planning Exec"ting Monitoring and Kontrolling Klosing


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PO6

• Line =noledge areas+1. Project ntegration Management

2. Project #cope Management

3. Project -ime Management

4. Project Kost Management

. Project Q"ality Management

&. Project >"man Aeso"rce Management

(. Project Komm"nications Management

%. Project Ais= Management

$. Project Proc"rement Management


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Other 'e$erences

• -he corporate j"ngle spans a nespecies+ -he project manager. *y+ #teart,-homas ., ort"ne, ))1%2$, (R1)R$,Iol.132, ss"e 1

• Magdalena A Mejillano' Khris /iely' #taceyMiller, -he mportance of Project management,*iopharm nternational, pr 2))(, pp 2%53(.

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Ch1 Introduction to Project Management 16

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Transcript of Ch1 Introduction to Project Management 16