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Presentation project management
- 2. Learning Outline Defining Project management The Project Team Small Scale Projects Managing the Project Project Operations Project Control
- 3. Why Need Project Management? Complex project needs coordination of: Multiple people Multiple resources (people, equipment) Multiple tasks – some must precede others Multiple decision points – approvals Phased expenditure of funds Matching of people/resources to tasks
- 4. Professional and conscientious project management is critical to a successful outcome!
- 5. Defining project management The Project Team The role of the project manager Small Scale Projects Managing the Project Project Operations Project Control Learning Outline
- 6. What is a Project? A temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value can be large or small and take a short or long time to complete *PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 5.
- 7. Defining Project Management The application of knowledge, skills, tools and techniques to project activities to meet project requirements Organizing and managing resources so the project is completed within defined scope, quality, time and cost constraints *PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 8
- 8. Defining project management The Project Team Small-Scale Projects Managing the Project Project Operations Project Control Learning Outline
- 9. the group responsible for planning and executing the project consists of a Project Manager and a variable number of Project Team members, who work together to deliver their tasks according to the project schedule Project Team
- 10. Project Team Members responsible for executing tasks and producing deliverables as outlined in the Project Plan and directed by the Project Manager, at whatever level of effort or participation has been defined for them On larger projects, some Project Team members may serve as Team Leaders, providing task and technical leadership, and sometimes maintaining a portion of the project plan
- 11. What makes this all work? A good, solid professional project manager
- 12. Project Manager a person with experience in all aspects of architecture and engineering and project management, the project manager may be registered as an architect or engineer, or it may be simply a title
- 13. Project Manager the focus of a Project Manager is always…
- 14. PM Triple Constraints Time Cost Scope Manage these or they will manage you!
- 16. Project Management Skills Program area knowledge, standards, and regulations Understand the project environment
- 17. Project Management Skills General management skills (budgeting, scheduling) Communication skills Interpersonal skills
- 18. The project manager makes things happen!
- 20. A good project team can be the key to a successful project!
- 21. Learning Outline Defining project management The Project Team Small-Scale Projects Managing the Project Project Operations Project Control
- 22. Small-Scale Projects characterized by factors such as short duration; low person hours; small team; size of the budget and the balance between the time committed to delivering the project itself and the time committed to managing the project They are otherwise unique, time delineated and require the delivery of a final output in the same way as large-scale projects.
- 23. Learning Outline Defining project management The Project Team Small-Scale Projects Managing the Project Project Operations Project Control
- 24. Manage the Project Successful project management is delivering a quality outcome that meets the client’s requirements within time, scope, and budget.
- 25. Projects Operations Work done to sustain the project Processes done from the beginning of the project until its closing
- 27. Project Controls Management action, either preplanned to achieve the desired result or taken as a corrective measure prompted by the monitoring process mainly concerned with the metrics of the project, such as quantities, time, cost, and other resources; however, also project revenues and cash flow can be part of the project metrics under control
- 28. Project Controls encompass the people, processes and tools used to plan, manage and mitigate cost and schedule issues and any risk events that may impact a project.
- 29. Beware of scope creep Gradual, progressive increase in the project’s scope that is not noticed immediately Occurs when additional requirements result in scope change and can cause cost and schedule overruns But what is it?
- 30. Keeping Control of the Budget
- 31. Budget/Cost Management Planning the Budget Keeping Track of Costs Effective Time Management Project Change Control
- 32. Time Management Defining Activities Sequencing Activities Resource Estimating for Activities Duration and Effort Estimation Development of the Schedule Schedule Control
- 33. Total Quality Management (TQM) the processes and initiatives that produce products or services are thoroughly managed Quality control is very essential when it comes to every project, because this will show how you manage the working ethics of yours staff/team on the project
- 34. THE END
Hinweis der Redaktion
- It’s a balancing act – you’ve got a lot of things to keep going - and going well – all at once!
- In order to define project management, we need to understand what a project is. A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value. Projects have end dates!
- The textbook definition of PM is: The application of knowledge, skills, tools and techniques to project activities to meet project requirements And Organizing and managing resources so the project is completed within defined scope, quality time, and cost constraints.
- Read the slide. (CLICK)
- Read the slide. (CLICK)
- ASK THE AUDIENCE?? Do we have any project managers in the audience?? Does anyone know what the PM Triple Constraints are? (GIVE CANDY) The PM Triple constraints are the keys to quality and success! These three are interdependent and create quite a balancing act for Project Managers. The time constraint is the amount of time available to complete a project. All projects have deadlines or end dates. This may be the most difficult constraint to manage. The cost constraint is the budgeted amount available for the project. Remember that cost also translates to resources – people, equipment, and materials. The scope constraint is what must be done to produce the project's end result – the system you need – meeting your requirements! These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, a tight budget could mean increased time and reduced scope, or managing the project over a longer period of time to take advantage of various funding opportunities without a loss of continuity! The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.
- a good project manager needs to be a juggler (CLICK) At times a magician (CLICK) a teacher (CLICK) a policeman (CLICK) a parent (CLICK) A Project Manager has to manage - juggle the triple constraints! Time Cost Scope A quote from PMBOK -- “An under-qualified project manager can destroy a contract as effectively as an under-qualified engineer” ….now we will discuss some of the skills involved in project management!
- ASK THE AUDIENCE – what skills are important? (CLICK) The PM doesn’t have to be an expert in the application area but – they do need to understand the application area, the standards required, and the regulations that apply (includes functional, technical, financial, and procurement). (CLICK) Understand the project environment! What are the cultural, social and political characteristics you are doing with? (DON”T TALK ABOUT INTERPERSONAL SKILLS) There are big differences between FSP & WIC - and even more between government and private industry! (think about dealing with contractors!) Educate yourself, listen and try to understand.
- General management skills and knowledge – prioritization, organization, decision-making, supervision, budgeting, negotiation (CLICK) Communication skills!!! Written, oral, presentation! These are essential! (CLICK) Interpersonal skills – this is a high visibility position for the duration of the project! The PM needs to be seen, heard, and understood. Calls for diplomacy, tact, and good listening skills. Maybe mediation.
- Primary role is to make things happen. Jumping through fiery hoops and keeping the money coming is only the tip of the responsibilities!
- Together we can! Working together as a team means winning together as a team! This is how you do want your team to feel!
- A good project team doesn’t mean leaving the uncooperative people out of the room – make the extra effort to co-opt them! Draw on all areas of expertise! You need the subject matter experts on your team! Involve your stakeholders – encourage synergy and collaboration! Being a team member also gives stakeholders a sense of ownership and commitment. Good teamwork makes the Project Manager look good and the project successful!
- This is a creep you need to be ready to identify and deal with! Scope creep occurs when additional requirements, sometimes minor, are identified and added to the project. Overtime, these collectively may result in scope change and cause cost and schedule overruns. OFTEN DON’T RECOGNIZE IT BECAUSE IT HAPPENS WHEN EVERYONE IS AGREEING! Delineate between requirements and enhancements. You need buy-in from all of the stakeholders to add enhancements.
- This ties back to the triple constraint and our nemesis scope creep. It also may reflect poor planning. Keep on top of your budget. Don’t let changes in time or scope occur without updating your budget. A GOOD PROJECT MANAGER STAYS ON TOP OF THE BUDGET. While some changes in budget are not uncommon, projects that go significant over budget are in danger of not getting something they really need or want that comes later in the project because of failure to control cost.