Introduction to Project
Management
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AGENDA:
Advantages of Using Formal Project Management.
Daily Routine Jobs and Projects
What Is a Project?
Project Attributes
Project Success
Project Failure
What is Project Management
Key Areas of Project Management
Project Life Cycle
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Advantages of Using Formal Project Management
Better control of financial, physical, and human
resources.
Improved customer relations.
Shorter development times.
Lower costs.
Higher quality and increased reliability.
Higher profit margins.
Improved productivity.
Better internal coordination.
Higher worker morale (less stress).
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Daily Routine Jobs and Projects
Daily Routine Jobs Projects
• Repeated without any • Not repeatable
modification
A new product or a
Routine •
•
service
• Continuous
Done once
Done before •
•
• Will be done in the same • Never done before
way • Will not be done in a
• Using experience and similar manner
past knowledge • Little or no experience
• Known • Ambiguity
• Example: Book press • Your EE 494 projects
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What Is a Project?
A project is “a temporary endeavor
undertaken to create a unique product,
service, or result.”
Operations is work done to sustain the
business.
A project ends when its objectives have been
reached, or the project has been terminated.
Projects can be large or small and take a short
or long time to complete.
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What is a Project?
A project is a temporary endeavor
undertaken to produce a unique product or
service
Temporary Characteristic Unique
s of
Projects
– Temporary – Definitive beginning and end
– Unique – New undertaking, unfamiliar ground
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Project Attributes
A project:
– Has a unique purpose.
– Is temporary.
– Is developed using progressive elaboration.
– Requires resources, often from various areas.
– Should have a primary customer or sponsor.
– Involves uncertainty.
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Project Success
Customer
Completed within
Requirements
allocated time frame
satisfied/exceeded
Completed within Accepted by the
allocated budget customer
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Project Failure
Poor Requirements
Scope Creep
Gathering
Unrealistic planning Lack of resources
and scheduling
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What is Project Management
Project Management is the application of
skills, knowledge, tools and techniques to
meet the needs and expectations of
stakeholders for a project.
– The purpose of project management is
prediction and prevention, NOT
recognition and reaction
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Project Organization Structure
Project Organization
– Personnel organized by Projects
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Triple Contraint
Time
Quality
Cost Scope
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Triple Contraint
Increased Scope = increased time +
increased cost
Tight Time = increased costs + reduced
scope
Tight Budget = increased time + reduced
scope.
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Key Areas of Project Management
Scope Management
Issue Management
Cost Management
Quality Management
Communications Management
Risk Management
Change Control Management
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Scope Management
Primarily it is the definition and control of what IS
and
IS NOT included in the project.
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Scope Management
Project Scope Management is the process to ensure
that the project is inclusive of all the work required,
and only the work required, for successful
completion.
Primarily it is the definition and control of what IS
and IS NOT included in the project.
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Issue Management
Issues are restraints to accomplishing the
deliverables of the project.
Typically identified throughout the project and logged
and tracked through resolution.
Issue… already impacting the cost, time or quality
Rope not thick
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Issue Management
Issues are restraints to accomplishing the
deliverables of the project.
Issues are typically identified throughout the project
and logged and tracked through resolution.
In this section of the plan the following processes are
depicted:
– Where issues will be maintained and tracked
– The process for updating issues regularly
– The escalation process
– The vehicle by which team members can access documented
issues
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Cost Management
This process is required to ensure the project
is completed within the approved budget and
includes:
Resources Budget
people
equipment
materials
Quantities
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Cost Management
This process is required to ensure the project
is completed within the approved budget and
includes:
– Resource Planning - The physical resources
required (people, equipment, materials) and what
quantities are necessary for the project
– Budget
• Budget estimates
• Baseline estimates
• Project Actuals
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Quality Management
Quality Management is the process that
insure the project will meet the needs
“conformance to requirements”
“fitness for use”
“the totality of characteristics of an
entity that bear on its ability to
satisfy stated and implied need’ - ISO
8402:1994
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Quality Management
Quality Management is the process that
insure the project will meet the needs via:
– Quality Planning, Quality Assurance, and Quality
Control
• Clearly Defined Quality Performance Standards
• How those Quality and Performance Standards are
measured and satisfied
• How Testing and Quality Assurance Processes will ensure
standards are satisfied
• Continuous ongoing quality control
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Communications Management
This process is necessary to ensure timely and
appropriate generation, collection, dissemination, and
storage of project information
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Communications Management
This process is necessary to ensure timely and
appropriate generation, collection, dissemination, and
storage of project information using:
– Communications planning
– Information Distribution
– Performance Reporting
Define the schedule for the Project Meetings (Team,
OSC, ESC), Status Meetings and Issues Meetings to
be implemented
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Risk Management
Risk identification and mitigation strategy
Risk update and tracking
Risk… POTENTIAL negative impact to
project
Tree – location, accessibility, Weather
ownership
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Risk Management
Risk identification and mitigation strategy
When\if new risks arise
Risk update and tracking
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Change Control Management
Define how changes to the project
scope will be executed
Scope Technical Specification
Change Changes
Schedule
changes
nges require collaboration and buy in via the project sponsor’s sign
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INDIAto implementation of the changes
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Change Control Management
Define how changes to the project
scope will be executed
– Formal change control is required for all of the following
[Link] Change
[Link] changes
[Link] Specification Changes
[Link] Changes
All changes require collaboration and buy in via the
project sponsor’s signature prior to implementation of
the changes
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Project Life Cycle
Initiation Definition Planning Implementation Monitoring & Closing
Phase Phase Phase Phase Contorl Phase
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Initiation Phase
– Analyzing the business needs/requirements in
measurable goals
– Reviewing of the current operations
– Financial analysis of the costs and benefits including
a budget
– Stakeholder analysis, including users, and support
personnel for the project
– Project charter including costs, tasks, deliverables,
and schedule
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Definition Phase
Determine goals, scope and project
constraints
Identify members and their roles
Define communication channels, methods,
frequency and content
Risk management planning
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Planning Phase
Resource Planning
Work Breakdown Structure
Project Schedule Development
Quality Assurance Plan
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Work Breakdown Structure
For defining and organizing
the total scope of a project
First two levels - define a
set of planned outcomes
that collectively and
exclusively represent 100%
of the project scope.
Subsequent levels -
represent 100% of the
scope of their parent node
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Implementation Phase
Execute project plan and accomplish project
goals
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Monitoring & Control
Measuring the ongoing project activities ('where we are')
Monitoring the project variables (cost, effort, scope, etc.) against the
project management plan and the project performance baseline (where we
should be)
Identify corrective actions to address issues and risks properly (How can
we get on track again)
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Closing Phase
– Project close: Finalize all activities across all of
the process groups to formally close the project or
a project phase.
– Contract closure: Complete and settle each
contract (including the resolution of any open
items) and close each contract applicable to the
project or project phase.
Lessons Learned
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