Project and Change Management Lecture 1

7/30/2019 Project and Change Management Lecture 1

1/34

Project and Change

Management Week 1

Lecture 1: Introduction


2/34

Course Details

Contact - [email protected]

Monday and Wednesday 18:30 19:30 allcontact time lectures and labs

Continuous assessment 1 assignment 50

% submitted via webcoursesWebsite http://pmcmnotes.com all lecturenotes here
mailto:[email protected]:[email protected]


3/34

Books/ Websites /Journals

Main book:

Project Management Institute (2004), Guide to the Project Management Body ofKnowledge, third edition, PMI press. In library or available athttp://www.peoplelogicsoftware.com/products/project_management_guide.htm

Other Books : Steve McConnell Rapid Development , More Software Orientated

Harold Kerzner; Project management A systems approach to planning, scheduling andcontrolling Very detailed good reference book

Websites:

The Project Managers Homepage, http://www.allpm.com

Project Management Institute, http://www.pmi.org

Journals:

International Journal of Project Management, Elsevier Ltd and the InternationalProject Management Association (IPMA).

IBM Systems Journal, IBM Corporation/IBM Journals

Project Management Journal, Project Managers Institute.
http://www.peoplelogicsoftware.com/products/project_management_guide.htmhttp://www.allpm.com/http://www.pmi.org/http://www.pmi.org/http://www.allpm.com/http://www.peoplelogicsoftware.com/products/project_management_guide.htm


4/34

Overview of course- Overview of

Project Management

What are the characteristics of projects?

What is Project Management?

A history of project managementProject management in the context of the

permanent organisation

Interactions - stakeholdersProject Management tools


5/34

Project Management for

Information technologies

Categories of information technology

projects

Failure and reasons for failure


6/34

Project Lifecycle

Project Phases

Characteristics of different phases of

project life cycle

Completion of phase marked by

deliverable

Primary software phasesTypes of software lifecycles


7/34

Methodologies

Traditional methodologies e.g. PRINCE2

(PRojects IN Controlled Environments),

PMBOK Guide

Non traditional e.g. agile methodologies,

rapid development


8/34

Project Organisation

Customers of the project

Project position within organisation

Project manager roles andresponsibilities

Project skills requirement

Communication


9/34

Project Evaluation

Evaluation criteria; functional, cost, time

Transition to operations

Customer satisfaction measurement


10/34

Planning and Management

Estimating and planning techniques; critical pathanalysis; WBS, Gantt charts

Milestone identification, project estimating techniques

Control documentation

Project Reporting

Cost management - cost estimating, cost control, costbudgeting


11/34

Change Management

Causes of change

Requirements creep

Change ControlChange Control Board

Regression Testing


12/34

Project Management in PMBOK

guide Project Management Institute

Structures PM by

A) Processes

B) Knowledge Areas

Processes. 2 types

1. PM processes: describing and organizing

the work of the project

2. Product-oriented processes: specifying and

building the projects product


13/34

PMIs 9 Knowledge areas

Project in tegrat ion management

Scope

Time

CostQuality

Human resource

CommunicationsRisk

Procurement


14/34

Project Integration management

Includes the processes required to ensure

the various element of the project are

properly coordinated

Project plan development

Project plan execution

Integrated change control


15/34

Project Scope Management

Is concerned with defining and controlling

what is or is not in the project

Ensures that the project contains all of the

work required

And only the work required to complete

the project successfully


16/34

Project Time Management

This is the name given to the collection of theprocesses required to ensure timely completionof a project

Establishes and maintains the appropriateallocation of time

By planning, estimating, scheduling, trendingand schedule control

Through the successive stages of the projectsnatural life-span

i.e. definition, concept, execution and finishing

C


17/34

Cost Management

Is the controlling of costs as they apply to

the project. It includes the estimation of

costs, cash flows, direct and indirect costs

and costs associated with the project lifecycle


18/34

Quality Management

Quality Management Definition

Processes required to ensure the project will

satisfy the needs for which it is was

undertaken

It includes

Quality planning

Quality assurance

Quality Control


19/34

Human Resource Management

Team Building,

Team Management,

Team ModelsRole responsibility,

Power and authority

LeadershipManaging conflict


20/34

Communications Management

A subset of project management that

includes the processes required to ensure

the proper dissemination of project

information. It consists of

Communication planning

Information distribution

Performance Reporting

Administrative closure


21/34

Risk Management

Risk Management

Types of risk: schedule, cost, requirements, personnel

Risk Identification

Risk Analysis Risk Exposure (RE = Prob. * Size)

Risk Prioritisation

Risk Control risk management plan

Risk acceptance or risk avoidance


22/34

Procurement Management

Procurement planning: determining what toprocure and when

Solicitation planning: documenting productrequirements and identifying potential sources

Solicitation: obtaining quotations, bids, offers, orproposals as appropriate

Source selection: choosing from among potentialvendors

Contract administration: managing therelationship with the vendor

Contract close-out: completion and settlement of

the contract


23/34

What is a Project ?

PMI definition

A project is a temporary endeavor undertaken

to create a unique product or service

Progressively elaborated

With repetitive elements


24/34

Projects and on-going operations

Both are performed by people,Constrained by resources, Plannedexecuted and controlled

Projects are temporary. Operations areongoing

Projects are completed when the goals

and objectives are accomplishedOperations involve work that is continuouswithout an ending date


25/34

Other Common Characteristics of

Projects

Multidisciplinary

Complex

Conflict


26/34

What is project management?

Project management brings together a set

of tools and techniques to describe,

organise and monitor the work of project

activities

Project managers are people responsible

for managing project processes, and

applying the tools used to carry out theproject activities


27/34

Work of project management

involves

Competing demands for: scope, time,

cost, risk and quality

Stakeholders with differing needs and

expectations

Identifying requirements


28/34

Organisational History Leading Up

to Project Management

Hunter gather --- up to approximately 8000years ago

Agriculture increase food production allowed thetraining of specialists e.g. military, religious,craftsman, merchants

Large empires allowed major constructionprojects e.g. Pyramids

Degree of specialisation increased with timemodern engineering only two or three hundredyears old


29/34

First project managers needed

skills inorganising

planning

directing work

directing workers

negotiating

general skills

theoretical knowledge

imagination

communicating a vision

implementing the work

transforming a vision into reality


30/34

Early development of project

management

Industrial Revolution large scale projects e.g.

trans continental railway in the United States,

London Sewers

Needed way to manage large quantities oflabour

Turn of the century Fredrick Taylors study of

work

Henry Gantt Gantt charts outline the sequence

and duration of all tasks in a process


31/34

History of project management

Modern form only a few decades old

Early 1960s organisations began to see

the benefit of organising work around

projects

Need to communicate and integrate work

across multiple departments and

professions.


32/34

Birth of modern PM:

Second World War increases scarcity of labour

and complexity of projects

1969 Project management Institute

1970s: military, defense, construction industrywere using PM software

1990s: large shift to PM-based models


33/34

Processes supporting project

management

Total Quality Management 1985

Empowerment and self directing teams

Re-engineeringScope Change Control

Risk Management

Project Office


34/34

Processes supporting project

management

Maturity Models

Strategic planning for project management

Intranet status reportsCapacity planning models

Six sigma project management

Virtual project teams

Documents

Project and Change Management Lecture 1