Week 1.ppt

8/20/2019 Week 1.ppt

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Prof. Ahmed SamehProfessor of Computer Sc. &

Information Systems

1

Week 1:Introduction to Project

Management

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Administration

Instructor: Dr. Ahmed SamehProfessor in Computer Science & Information [email protected]: E23

Course !e"site on:http:##info.psu.edu.sa#psu#cis#asameh#

Primary course resource repository$ecture notes$in%s to other resourcesCass communication: announcements' ( ..

mailto:[email protected]

mailto:[email protected]

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Consultation Times

11.00 – 1.00 pm M, 2:00-4:00 W

)or emer*ency appointments pease:

Emai me +su",ect ine: CS2-2 Appointment Reuest/ 0i1e enou*h notice +at east 2 hrs/

0i1e a ist of aternati1e times hen you are a1aia"e.

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Course OrganisationCasses: 2 4our ectures on 5onday & !ednesday

6hese i incude or%shop acti1ities and discussions

C$ASSES

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Prescribed & RecommendedReadings The prescribed text for this course is:

Available in Co-op Bookshop

Scha"e' 7.' Information Technology Project Management 5e, 6homson Course6echnoo*y' 2--8' IS9 ;<23<-;=<2

Recommended E>ceent Aternati1e Readin*:

Rache 9iheer 9unin' New Perspectives on Microsoft Office Project 2007

Intro!ctory, Cen*a*e $earnin*' 2--?' IS9 ;<23<-=<

0ido' . and Cements' .P.' "!ccessf!l Project Management 2e' 6homson South<!estern' 2--3' IS9 -<32<-8;?<B

5eredith' .R. and 5ante' S..' Project Management# $ Managerial $pproach' thEdition' ohn !iey' 2--- 3rd Edition.

arious e" site resources. 6o "e notified in ectures andannounced on the e"site. Chec% the site at east tice per ee%.

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Assessment for tis course

E>amination items of this course i incude ta%e home tests' ee%y or%sheets'uies' ora presentations' ritten reports' and your *roup participation

Item Week Assessment Percentage1 Weekly Group Worksheets for the

Project5%

2 Week 4 Project Charter 5%

3 Week 7 Mid Seester !"a # 15%

4 Week 1$ 1st raft of all projectassets

1$%

5 Week 11 Mid &er !"a ## 15%

' Week 15 (ll )*al project assets due 1$%

7 Week1'

+i*al e"a 4$%

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To!ics co"ered in C#$%$

Introduction to Pro,ect 5ana*ement Conte>t and Processes

Pro,ect Inte*ration 5ana*ement

Pro,ect Scope 5ana*ement

Pro,ect 6ime 5ana*ement Pro,ect Cost' uaity and 4R 5ana*ement

Pro,ect uaity 5ana*ement

Pro,ect 4R 5ana*ement

Communications 5ana*ement Pro,ect Ris% 5ana*ement

Pro,ect Procurement 5ana*ement

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earning Objecti"es

,

Fnderstand the *roin* need for "etter pro,ectmana*ement' especiay for information technoo*ypro,ects

E>pain hat a pro,ect is and pro1ide e>ampes ofinformation technoo*y pro,ects

Descri"e hat pro,ect mana*ement is and discuss %eyeements of the pro,ect mana*ement frameor%

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earning Objecti"es

-

Discuss ho pro,ect mana*ement reates to otherdiscipines

Fnderstand the history of pro,ect mana*ement

Descri"e the pro,ect mana*ement profession'incudin* recent trends in pro,ect mana*ement

research' certification' and softare products

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Context of your learning

Project Management

Processes

Project Management Tools

Context

Managerial

Technical

Communication & Reporting

Planning

Scheduling

Control

Quality

Management

Risk

Management

HR

Management

Configuration

Management

Procurement

Management

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Project Management#tatistics

11

6he F.S. spends G2.3 triion on pro,ects e1eryyear' an amount eua to one<uarter of thenationHs *ross domestic product.

6he ord as a hoe spends neary G;- triion ofits G-.8 triion *ross product on pro,ects of a%inds.

5ore than si>teen miion peope re*ard pro,ectmana*ement as their profession on a1era*e' apro,ect mana*er earns more than G?2'--- peryear.J

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More Informationon Project Management

12

5ore than haf a miion ne informationtechnoo*y +I6/ appication de1eopmentpro,ects ere initiated durin* 2--;' up from3--'--- in 2---.J

)amous "usiness authors and consutantsare stressin* the importance of pro,ectmana*ement. As 6om Peters rites in his

"oo%' %einventing &or'# the Project 50 ' K6oin today you must master the art of thepro,ectLM

The Standish !roup" #CH$%S ''() $ Recipe for Success*

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Moti"ation for #tud'ingInformation Tecnolog' (IT)

Project Management

13

I6 pro,ects ha1e a terri"e trac% record A ;= Standish 0roup study +C4ANS/ found that ony

;.2O of I6 pro,ects ere successfu and o1er 3;Oere canceed "efore competion' costin* o1er G?; 9 in

the F.S. aone

6he need for I6 pro,ects %eeps increasin*

In 2---' there ere 3--'--- ne I6 pro,ectsIn 2--;' o1er =--'--- ne I6 pro,ects ere started

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Ad"antages of *sing +ormalProject Management

14

9etter contro of financia' physica' and humanresourcesImpro1ed customer reationsShorter de1eopment times$oer costs4i*her uaity and increased reia"iity4i*her profit mar*ins

Impro1ed producti1ity9etter interna coordination4i*her or%er morae

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Wat Is a Project,

15

A pro,ect is Ka temporary endea1or underta%en to

accompish a uniue product or ser1iceM +P59N70uide 2---' p. /

Attri"utes of pro,ectsuniue purposetemporaryreuire resources' often from 1arious areas

shoud ha1e a primary sponsor and#or customer in1o1e uncertainty

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#am!les of IT Projects

1'

orthest Airines de1eoped a ne reser1ationsystem caed Reset +see case study on companion!e" site at .course.com#mis#scha"e/

5any or*aniations up*rade hardare' softare' and

netor%s 1ia pro,ectsNr*aniations de1eop ne softare or enhance

e>istin* systems to perform many "usiness functions

ote: KI6 pro,ectsM refers to pro,ects in1o1in*

hardare' softare' and netor%s

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Wa"es of tecnolog'

17

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Te Tri!le Constraint

1,

E1ery pro,ect is constrained in different ays "y itsScope *oas: !hat is the pro,ect tryin* to accompishQ6ime *oas: 4o on* shoud it ta%e to competeQCost *oas: !hat shoud it costQ

It is the pro,ect mana*erHs duty to "aance these threeoften competin* *oas

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Te Tri!le Constraint of ProjectManagement

1-

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Te $%%1 #tandis -rou! Re!ort#o.ed /ecided Im!ro"ement in

Project #uccess

2$

&ie o.erru*s si/*i)ca*tly decreased to 1'3%copared to 222%Cost o.erru*s 0ere do0* to 145% copared to

1,-%euired features a*d fu*ctio*s 0ere up to '7%

copared to '1%7,$$$ S projects 0ere successful copared

to 2,$$$2,% of #& projects succeeded copared to 1'%

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W' te Im!ro"ements,

21

&he reaso*s for the i*crease i* successfulprojects .ary+irst the a.era/e cost of a project has 6ee*

ore tha* cut i* halfetter tools ha.e 6ee* created to o*itor

a*d co*trol pro/ress a*d better skilled!roject managers .it bettermanagement !rocesses are 6ei*/ used &he fact that there are processes is

si/*i)ca*t i* itself

i j

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Wat is ProjectManagement,

22

Pro,ect mana*ement is Kthe appication of %noed*e's%is' toos' and techniues to pro,ect acti1ities in orderto meet pro,ect reuirementsM +P5IJ' Pro,ect5ana*ement 9ody of 7noed*e +P59N7 0uide/'

2--/

The Project Management +nstitute ,PM+- is an international professional society. Their /e0 site is ///.pmi.org.

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Project Management+rame.ork

23

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Project #takeolders

24

Sta%ehoders are the peope in1o1ed in or affected"y pro,ect acti1ities

Sta%ehoders incudethe pro,ect sponsor and pro,ect team

support staff customersuserssuppiers

opponents to the pro,ect

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0 Project Managementno.ledge Areas

25

7noed*e areas descri"e the %ey competencies thatpro,ect mana*ers must de1eop core %noed*e areas ead to specific pro,ect

o",ecti1es +scope' time' cost' and uaity/

faciitatin* %noed*e areas are the means throu*hhich the pro,ect o",ecti1es are achie1ed +humanresources' communication' ris%' and procurementmana*ement/; %noed*e area +pro,ect inte*ration mana*ement/

affects and is affected "y a of the other %noed*eareas

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Project Management Tools andTecni2ues

2'

Pro,ect mana*ement toos and techniues assistpro,ect mana*ers and their teams in 1ariousaspects of pro,ect mana*ement

Some specific ones incudePro,ect Charter' scope statement' and !9S +scope/0antt charts' netor% dia*rams' critica path

anaysis' critica chain scheduin* +time/

Cost estimates and earned 1aue mana*ement+cost/

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3o. Project ManagementRelates to Oter /isci!lines

27

5uch of the %noed*e needed to mana*epro,ects is uniue to the discipine of pro,ectmana*ement

Pro,ect man*ers must aso ha1e %noed*e ande>perience in*enera mana*ementthe appication area of the pro,ect

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3istor' of ProjectManagement

2,

Some peope ar*ue that "uidin* the E*yptianpyramids as a pro,ect' as as "uidin* the 0reat!a of China5ost peope consider the 5anhattan Pro,ect to "e

the first pro,ect to use KmodernM pro,ectmana*ement6his three<year' G2 "iion +in ; doars/ pro,ect

had a separate pro,ect mana*er and a technica

mana*er

# l - tt C t

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#am!le -antt Cart

2-

The 12S is on the left" and each task3s start and finish date

are sho/n on the right using a calendar timescale. 4arly !antt

Charts" first used in (5(6" /ere dra/n 0y hand.

# l 4 t k /i

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#am!le 4et.ork /iagram

3$

4ach 0ox is a project task from the 12S. $rro/s sho/ dependencies 0et/een tasks. The

0olded tasks are on the critical path. +f any tasks on the critical path take longer than planned"

the /hole project /ill slip unless something is done. 7et/ork diagrams /ere first used in

(589 on the 7a:y Polaris project" 0efore project management soft/are /as a:aila0le.

am! e n er!r se ro ec

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am! e n er!r se ro ecManagement Tool

31

+n recent years" organi;ations ha:e 0een taking ad:antage of soft/are to

help manage their projects throughout the enterprise.

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Te Project ManagementProfession

32

6he ,o" of I6 Pro,ect 5ana*er is in the ist of the topten most in demand I6 s%is

Professiona societies i%e the Pro,ect 5ana*ement

Institute +P5I/ ha1e *ron tremendousyPro,ect mana*ement research and certification

pro*rams continue to *ro

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To! Ten Most in /emand IT#kills

33

Rank IT Skill/Job Average Annual Salary( SQ< =ata0ase $nalyst >9'"??@

%racle =ata0ase $nalyst >96"(@@

A CBC Programmer >58"95

@ Disual 2asic Programmer >6?"5'A

8 4EcommerceBFa:a =e:eloper >95"(?A ? 1indo/s 7TB''' 4xpert >9'"?A5

6 1indo/sBFa:a =e:elopert >5A"698

9 Security $rchitect >9?"99(

5 Project Manager >58"6(5

(' 7et/ork 4ngineer >9"5'? Paul Gi:" #The Top (' +T Skills in =emand"* !lo0al no/ledge 1e0cast,www.globalknowledge.com- ,((B'B''-.

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Project Management no.ledgeContinues to -ro. and Mature

34

P5I hosted their first research conference inune 2--- in Paris' )rance' and the secondone in Seatte in uy 2--2

6he P59N7 0uide 2--- is an ASIstandard

P5IHs certification department earned ISN--- certification

4undreds of ne "oo%s' artices' andpresentations reated to pro,ect mana*ementha1e "een ritten in recent years

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Project ManagementCerti6cation

35

P5I pro1ides certification as a Pro,ect5ana*ement Professiona +P5P/ A P5P has documented sufficient pro,ect

e>perience' a*reed to foo a code of ethics' and

passed the P5P e>am6he num"er of peope earnin* P5P certification

is increasin* uic%yP5I and other or*aniations are offerin* ne

certification pro*rams

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-ro.t in PMP Certi6cation710089$%%$

3'

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5tics in ProjectManagement

37

Ethics is an important part of aprofessionsPro,ect mana*ers often face ethica

diemmasIn order to earn P5P certification'

appicants must a*ree to the P5Pcode of professiona conduct

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Project Management#oft.are

3,

9y 2--3' there ere hundreds of different productsto assist in performin* pro,ect mana*ement6hree main cate*ories of toos e>ist:$o<end toos: 4ande sin*e or smaer pro,ects e'

cost under G2-- per user 5idran*e toos: 4ande mutipe pro,ects and users' cost

G2--<=-- per user' Pro,ect 2--- most popuar 4i*h<end toos: Aso caed enterprise pro,ect

mana*ement softare' often icensed on a per<user "asis

Pro,ect 2--2 no incudes a separate 1ersion forenterprise pro,ect mana*ement

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ou Can A!!l' ProjectManagement to Man' Areas

3-

Pro,ect mana*ement appies to or% as e aspersona pro,ects

Pro,ect mana*ement appies to many differentdiscipines +I6' construction' finance' sports' e1ent

pannin*' etc./Pro,ect mana*ement s%is can hep in e1eryday

ife

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4$

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41

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I6 Pro,ect 5ana*ement' 6hird Edition

Chapter ;42

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Chapter ;43

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Chapter ;44

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Chapter ;45

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Chapter ;4'

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Chapter ;47

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Documents

Week 1.ppt