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The Art Of Project Management

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The Art Of Project Management

  1. 1. Project Management The ―Art‖ Of
  2. 2. Agenda What is a project? What is Project Management? Project Management framework Project Management Area of Knowledge Why Project Management? Benefits of Project Management in your life
  3. 3. WHAT IS A PROJECT ?
  4. 4. What is a Project? A temporary endeavor Temporary undertaken to create a unique product, service or result
  5. 5. What is a Project? A temporary endeavor Temporary undertaken to create a unique product, service or result
  6. 6. What is a Project? 1.Definite beginning and a definite end (Does not mean short duration) 2.Produce a product or artifact, quantifiable, an end item or a component item 3.A result, such as research results or documents 4.An improvement in an existing product or service
  7. 7. What is a Project? Examples of projects include, but are not limited to: Developing a new product, service, or result; Effecting a change in the structure, processes, staffing, or style of an organization; Developing or acquiring a new or modified information system (hardware or software); Conducting a research effort whose outcome will be aptly recorded; Constructing a building, industrial plant, or infrastructure; or Implementing, improving, or enhancing existing business processes and procedures.
  8. 8. Quiz: 1 What is your first project ever?
  9. 9. Project vs. Operation Operations are an organizational function performing an ongoing execution of activities. Examples: Production, manufacturing, and accounting operations. Projects help achieve the organizational goals when they are aligned with the organization’s strategy. Projects require project management while operations require business process management (BPM) or operations management.
  10. 10. Project or Operation?
  11. 11. Project or Operation? Wedding ?
  12. 12. Project or Operation? Marriage ?
  13. 13. WHAT IS PROJECT MANAGEMENT?
  14. 14. What is Project Management? is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups: Initiation Planning Execution Monitoring and Controlling Closure
  15. 15. The Role of Project Manager Effective project management requires that the project manager possess the following competencies: Knowledge: Refers to what the project manager knows about project management. Performance: Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. Personal: Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.
  16. 16. The Role of Project Manager The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals. Project managers need interpersonal skills such as: •Leadership •Team Building •Motivation •Communication •Influencing •Decision making •Political and culture awareness •Negotiation •Trust Building •Conflict Management •Coaching
  17. 17. Project Management Institute PMI Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. 600,000 members representing 184 countries Establishes project management standards, provide seminars, educational programs and professional certification. http://www.pmi.org
  18. 18. PROJECT MANAGEMENT FRAMEWORK
  19. 19. Project Life Cycle Initiating Planning Executing Closing
  20. 20. Project Life Cycle Initiating Planning Executing Closing Monitoring & Controlling
  21. 21. Project Management Process Groups Initiating Process Group  Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
  22. 22. 1.Project Scope Management 2.Project time Management 3.Project cost Management 4.Project Quality Management 5.Project Communication management 6.Project Human resource Management 7.Project risk Management 8.Project Procurement Management 9.Project Integration Management Area of Knowledge
  23. 23. 1.Project Scope Management 2.Project time Management 3.Project cost Management 4.Project Quality Management 5.Project Communication management 6.Project Human resource Management 7.Project risk Management 8.Project Procurement Management 9.Project Integration Management Area of Knowledge
  24. 24. Project Management Process Group and Knowledge Area Mapping KA/PG Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.6 Close Project or Phase 4.5 Perform Integrated Change Control 5. Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope 5.2 Collect Requirements 5.6 Control Scope 5.3 Define Scope 5.4 Create WBS 6. Project Time Management 6.1 Plan Schedule Management 6.7 Control Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs 7.2 Estimate Costs 7.3 Determine Budget 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11.1 Plan Risk Management 11.6 Control Risks 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
  25. 25. From PMBOK 5th Edition
  26. 26. Process Interaction Inputs •Documents or documentable items that will be acted upon Tools & Techniques •Mechanisms applied to the inputs to create outputs Outputs •Documents or documentable items that are a result of the process
  27. 27. Project Management Area of Knowledge
  28. 28. Scope refers to all the work involved in creating the deliverables of the project and the processes used to create them. Performing extra work to what was originally agreed to. Project should give exactly what the customer asked for, nothing more and nothing less. Giving any extras is a waste of time and gain no benefit to the project! As a rule, it is totally refused by PMI and other Project Management standards Project Scope Management
  29. 29. Project Scope Management Overview 6. Control Scope 5. Verify Scope 4. Create WBS 3. Define Scope 2. Collect Requirements 1. Plan Scope Management
  30. 30. Alternatives generation Benchmarking Context diagrams Decomposition Document analysis Expert Judgment Facilitated workshops Focus groups Group creativity techniques Group decision- making techniques Inspection Interviews Meetings Observations Product analysis Prototypes Questionnaires and surveys Variance analysis Project Scope Management T&T
  31. 31. Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas. The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner. Project Time Management
  32. 32. Project Time Management Overview 7. Control Schedule 6. Develop Schedule 5. Estimate Activity Durations 4. Estimate Activity Resources 3. Sequence Activities 2. Define Activities 1. Plan Schedule Management
  33. 33. Alternatives Analysis Analogous Estimating Analytical techniques Bottom-up Estimating Decomposition Dependency Determination Expert Judgment Group decision- making techniques Leads and Lags Meetings Parametric Estimating Precedence Diagramming Method (PMD) Project Management Software Published Estimating Data Reserve Analysis Rolling Wave Planning Three-point Estimating Project Time Management T&T
  34. 34. Project Cost Management Purpose of every private organization is to maximize the profit and there are two ways to maximize the profit • To win the order at maximum highest price (That is not possible in this imperfect competition market) • To reduce the maximum manufacturing cost by setting different standards, and then management try to achieve these standard. Cost, Budget & Price
  35. 35. Project Cost Management Overview Control Costs Determine Budget Estimate Costs Plan Cost Management
  36. 36. Analogous Estimating Bottom-up Estimating Cost Aggregation Cost of Quality Earned Value Management Expert Judgment Forecasting Funding Limit Reconciliation Group decision- making techniques Historical Relationships Meetings Parametric Estimating Performance Reviews Project management software Reserve analysis Three-Point Estimating To-complete Performance Index (TCPI) Vendor Bid Analysis Project Cost Management T&T
  37. 37. Project Quality Management Quality management ensures that Project, product or service is consistent. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product and service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.
  38. 38. Project Quality Management Overview Control Quality Perform Quality Assurance Plan Quality Management
  39. 39. Additional Quality Planning Tools Approved change requests review Benchmarking Cost of Quality Cost-Benefit Analysis Design of Experiments Inspection Meetings Process analysis Quality audits Quality management and control tools Seven basic quality tools Statistical sampling Project Quality Management T&T
  40. 40. Project Communication Management Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others Communication is the glue that connects the project stakeholders
  41. 41. Project Communication Management Overview Control Communications Manage Communications Plan Communications Management
  42. 42. Communication Methods Communication models Communication Requirement Analysis Communication Technology Expert Judgment Information management systems Meetings Performance reporting Project Communication Management T&T
  43. 43. Project Human Resource Management The most important resource to a project is its people—the project team. Projects require specific expertise at specific moments in the schedule, depending on the milestones being delivered, or the given phase of the project. An organization can host several strategic projects concurrently over the course of a budget year, which means that its employees can be working on more than one project at a time. Alternatively, an employee may be seconded away from his/her role within an organization to become part of a project team because s/he has a particular expertise. Moreover, projects often require talent and resources that can only be acquired via contract work and third party vendors. Procuring and coordinating these human resources, in tandem with managing the time aspect of the project, is critical to overall its overall success
  44. 44. Project Human Resource Management Overview Manage Project Team Develop Project Team Acquire Project Team Plan Human Resource Management
  45. 45. Acquisition Co-location Conflict Management Expert Judgment Ground Rules Interpersonal skills Meetings Multi-criteria decision analysis Negotiation Networking Observation and Conversation Organization Charts and Position Descriptions Organizational Theory Personnel assessment tools Pre-Assignment Project Performance Appraisals Recognition and Rewards Team-building Activities Training Virtual Teams Project Human Resource Management T&T
  46. 46. Project Risk Management Project Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities Uncertain event or condition that, if occurs, has an effect (impact) On one or more project objectives (Time, Cost, Quality, Scope) Impact could be +ve or –ve
  47. 47. Project Risk Management Overview Control Risks Plan Risk Responses Perform Quantitative Risk Analysis Perform Qualitative Risk Analysis Identify Risks Plan Risk Management
  48. 48. Analytical techniques Assumptions analysis Checklist analysis Contingent Response Strategies Data gathering and representation techniques Diagramming techniques Documentation reviews Expert Judgment Information gathering techniques Meetings Meetings Probability and impact matrix Quantitative risk analysis and modeling techniques Reserve Analysis Risk Audits Risk categorization Risk data quality assessment Risk probability and impact assessment Risk Reassessment Risk urgency assessment Strategies for Negative Risks or Threats Strategies for Positive Risks or Opportunities SWOT analysis Technical Performance Measurement Variance and Trend Analysis Project Risk Management T&T
  49. 49. Project Procurement Management Procurement refers to the aspects of project management related to obtaining goods and Service/Product from outside companies. It does not refer to other internal organizations within your own company. (For the purposes of this discussion, purchasing and procurement are equivalent terms.) While procurement is an area into which a project manager will give input, in many, and perhaps most companies, it's an area that the project manager doesn't own. The project manager usually does not have the authority to enter into contracts on behalf of the company, and he is usually not asked to administer the contracts once they're in place. But it's still an area you need to know about.
  50. 50. Project Procurement Management Overview Close Procurements Control Procurements Conduct Procurements Plan Procurement Management
  51. 51. Advertising Analytical techniques Bidder conference Claims Administration Contract Change Control System Expert Judgment Independent estimates Inspections and Audits Make-or-buy analysis Market research Meetings Payment Systems Performance Reporting Procurement Audits Procurement negotiations Procurement Performance Reviews Proposal evaluation techniques Records Management System Project Procurement Management T&T
  52. 52. Project Integration Management Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated. It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.
  53. 53. Project Integration Management Overview Close Project or Phase Perform Integrated Change Control Monitor and Control Project Work Direct and Manage Project Work Develop Project Management Plan Develop Project Charter
  54. 54. Analytical techniques Change control tools Expert Judgment Facilitation techniques Meetings Project management information system Project Integration T&T
  55. 55. WHY PROJECT MANAGEMENT?
  56. 56. Why Project Management? Planning With Accuracy and Practicality Budgeting To The Best Of Your Ability Effectively Negotiating With Others Leading A Team Efficiently Managing Contracts Effectively Managing Risks Properly Effective Reporting Using Motivational Techniques
  57. 57. BENEFITS OF PROJECT MANAGEMENT IN YOUR LIFE
  58. 58. Benefits of Project Management in your life Develop your career
  59. 59. Benefits of Project Management in your life Develop your-self
  60. 60. Benefits of Project Management in your life Managing your daily projects
  61. 61. Benefits of Project Management in your life It’s a lifestyle ! Increased Productivity Less Stress Overall Satisfaction Friendship
  62. 62. Benefits of Project Management in your life Special Skills Leadership Negotiation Maturity Organized
  63. 63. Benefits of Project Management in your life Be the CEO of your Own Life

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