Project Management
An Introduction
What Is a Project?
n
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.
n
n
n
Project Attributes
nA
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.
§ The project sponsor usually provides the direction and funding for the
What is a successful project?
nCust om er
Requirem ent s sat isfied/exceeded nCom plet ed wit hin allocat ed t im e fram e nCom plet ed wit hin allocat ed budget nAccept ance by t he cust om er
n
Why do projects fail?
nScope
creep nPoor requirem ent s gat hering nNo Funct ional input in planning nLack of sponsorship nUnrealist ic planning and scheduling/Im possible schedule com m it m ent s nLack of resources
n
The Triple Constraint
n
Every project is constrained in different ways by its:
– Scopegoals: What work will be done? – Time goals: How long should it take to complete? – Cost goals: What should it cost?
n
?
It is the project manager’s duty to balance these three often-competing goals.
The Triple Constraint of Project Management
Successful project m anagem ent m eans m eet ing all t hree goals (scope, t im e, and cost ) – and sat isfying t he project ’s sponsor!
nProject
Managem ent is t he applicat ion of skills, knowledge, t ools and t echniques t o m eet t he needs and expect at ions of st akeholders for a project
–The purpose of project m anagem ent is predict ion and prevent ion, NOT recognit ion and react ion –Effect ive Managem ent of t he Triple Const raint s
§Requirem ent s – Needs Ident ified or Unident ified Expect at ions §Cost /Resources – People, Money, Tools
What is Project Management?
Management of Projects
Client Situation analysis External Internal Firm, strategies, objectives, priorities
Hard System
Projects
Soft system
Scope Work breakdown Schedules, baselines Networks Resources Costs budgets Status reports
Organisation Leadership & problem-solving Teams - form …. to perform Partners Customer expectations Negotiation/Politics
Implementatio n
Project completed Happy client
Key areas of Project Management
nScope
Managem ent nIssue Managem ent nCost Managem ent nQualit y Managem ent nCom m unicat ions Managem ent nRisk Managem ent nChange Cont rol Managem ent
Scope Management
n
Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work require, for successful completion. Primarily it is the definition and control of what IS and IS NOT included in the project This component is used to communicate
– – – – How the scope was defined How the project scope will be managed Who will manage the scope (e.g., PM, QA) Change Control
n
n
?
Issue Management
n n
n n
Issues are restraints to accomplishing the deliverables of the project. Issues are typically identified throughout the project and logged and tracked through resolution. Issues not easily resolved are escalated for 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
n
Cost Management
n The
processes 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
§ Full Time Employees, Professional Services, Cost, and Contingency
– Budget
§ Budget estimates § Baseline estimates
Quality Management
n Quality
Management is the processes 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
Communications Management
n
The processes necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using:
– Communications planning: Determining the needs (who needs what information, when they need it, and how it will be delivered) – Information Distribution: Defining who and how information will flow to the project stakeholders and the frequency – Performance Reporting: Providing project performance updates via status reporting.
n
Define the schedule for the Project Meetings (Team, OSC, ESC), Status Meetings and Issues Meetings to be implemented
n
Risk Management
n Risk
identification and mitigation strategy n When\if new risks arise n Risk update and tracking
n
Change Control Management
n Define
how changes to the projects scope will be executed
– Formal change control is required for all of the following
1.Scope Change 2.Schedule changes 3.Technical Specification Changes 4.Training Changes
n
All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
n
Project Lifecycles
?
Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.
How to choose a lifecycle
n Fixed
or variable requirements n Who controls the scope? n Project Risk levels n Time
Sample Project Life Cycle
n Initiation
Phase n Definition Phase n Planning Phase n Implementation Phase n Deployment Phase n Closing Phase
Project Life Cycle
Definition Planning Execution Delivery
Effort & Cost
1.Goals 2.Specifications 3.Tasks 4.Responsibilities
1.Schedules 2.Budgets 3.Resources 4.Risks 5.Staffing
1.Progress reports 2.Changes 3.Quality 4.forecasts
1.Train customer 2.Transfer documents 3.Release resources 4.Reassign staff 5.Lessons learnt
Project Life Cycle Example Phases
Concept and Proposal Development Implementation
Verification Termination
Initial Phase
Intermediate Phases
Final Phase
Waterfall Lifecycle
Spiral Methodology
Prototyping
Four Phase Project Lifecycle
Define
Key Purpose Propose a project to senior management with a brief written document to establish a shared understanding of the proposal before writing a Plan, Schedule, and Budget Key Questions §Is this the right project? §What results should it achieve? §How will success be measured? §How will the project achieve its objectives? §When will the project finish? §Who will do what? §What will it cost? §How will risks/issues be managed? §Thoroughly plan the project activities, schedule, and resource requirements §Provide more detailed information to senior management for discussion and approval §How is project work progressing? §What issues and risks does the project face, and how should these be managed? §How much is the project actually costing? §Is the work of the project complete? §Did the project achieve its results/outcomes? §What did the team learn that could help other projects? §Where do project staff go next?
Plan
Implement
Close
Propose a project in more detail, and outline a clear approach for executing the project in a Plan, Schedule, and Budget
Do the work described in the Project Plan, aligned with the Schedule and Budget
Shut down the project in a controlled manner
Key Activities §Understand stakeholder interests and expectations §Establish a shared high-level understanding of the proposed project and its intended results §Mobilize the team to execute the Project Plan §Control the execution of the Project Plan §Communicate with stakeholders §Report project status §Update the Project Plan, Schedule, Budget, and Business Case as needed §Demonstrate that the project is complete §Assess the success of the project §Undertake administrative close-out §Transfer knowledge to the permanent organization §Support departing staff
Key Deliverables §Project Definition Document and/or Business Case §Project Plan §Project Schedule §Project Budget §Project Manual §Status Reports §Risk, Issue, and Change Logs §Updated Plans, Schedules, Budgets §Final Acceptance Document §Lessons Learned Document §Project Archives
Moving to the Next Phase When your Project Definition Document and/or Business Case are approved by senior management, move to the Plan Phase When your Project Plan, Schedule, and Budget are approved by senior management, move to the Implement Phase As project deliverables near completion, move to the Close Phase When this phase is complete, the project is finished
www.qnpm.gov.qa
doc_500748313.pptx
An Introduction
What Is a Project?
n
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.
n
n
n
Project Attributes
nA
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.
§ The project sponsor usually provides the direction and funding for the
What is a successful project?
nCust om er
Requirem ent s sat isfied/exceeded nCom plet ed wit hin allocat ed t im e fram e nCom plet ed wit hin allocat ed budget nAccept ance by t he cust om er
n
Why do projects fail?
nScope
creep nPoor requirem ent s gat hering nNo Funct ional input in planning nLack of sponsorship nUnrealist ic planning and scheduling/Im possible schedule com m it m ent s nLack of resources
n
The Triple Constraint
n
Every project is constrained in different ways by its:
– Scopegoals: What work will be done? – Time goals: How long should it take to complete? – Cost goals: What should it cost?
n
?
It is the project manager’s duty to balance these three often-competing goals.
The Triple Constraint of Project Management
Successful project m anagem ent m eans m eet ing all t hree goals (scope, t im e, and cost ) – and sat isfying t he project ’s sponsor!
nProject
Managem ent is t he applicat ion of skills, knowledge, t ools and t echniques t o m eet t he needs and expect at ions of st akeholders for a project
–The purpose of project m anagem ent is predict ion and prevent ion, NOT recognit ion and react ion –Effect ive Managem ent of t he Triple Const raint s
§Requirem ent s – Needs Ident ified or Unident ified Expect at ions §Cost /Resources – People, Money, Tools
What is Project Management?
Management of Projects
Client Situation analysis External Internal Firm, strategies, objectives, priorities
Hard System
Projects
Soft system
Scope Work breakdown Schedules, baselines Networks Resources Costs budgets Status reports
Organisation Leadership & problem-solving Teams - form …. to perform Partners Customer expectations Negotiation/Politics
Implementatio n
Project completed Happy client
Key areas of Project Management
nScope
Managem ent nIssue Managem ent nCost Managem ent nQualit y Managem ent nCom m unicat ions Managem ent nRisk Managem ent nChange Cont rol Managem ent
Scope Management
n
Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work require, for successful completion. Primarily it is the definition and control of what IS and IS NOT included in the project This component is used to communicate
– – – – How the scope was defined How the project scope will be managed Who will manage the scope (e.g., PM, QA) Change Control
n
n
?
Issue Management
n n
n n
Issues are restraints to accomplishing the deliverables of the project. Issues are typically identified throughout the project and logged and tracked through resolution. Issues not easily resolved are escalated for 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
n
Cost Management
n The
processes 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
§ Full Time Employees, Professional Services, Cost, and Contingency
– Budget
§ Budget estimates § Baseline estimates
Quality Management
n Quality
Management is the processes 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
Communications Management
n
The processes necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using:
– Communications planning: Determining the needs (who needs what information, when they need it, and how it will be delivered) – Information Distribution: Defining who and how information will flow to the project stakeholders and the frequency – Performance Reporting: Providing project performance updates via status reporting.
n
Define the schedule for the Project Meetings (Team, OSC, ESC), Status Meetings and Issues Meetings to be implemented
n
Risk Management
n Risk
identification and mitigation strategy n When\if new risks arise n Risk update and tracking
n
Change Control Management
n Define
how changes to the projects scope will be executed
– Formal change control is required for all of the following
1.Scope Change 2.Schedule changes 3.Technical Specification Changes 4.Training Changes
n
All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
n
Project Lifecycles
?
Project life cycle: The natural grouping of ideas, decisions, and actions into Project phases, from Project conception to operations to Project phase-out.
How to choose a lifecycle
n Fixed
or variable requirements n Who controls the scope? n Project Risk levels n Time
Sample Project Life Cycle
n Initiation
Phase n Definition Phase n Planning Phase n Implementation Phase n Deployment Phase n Closing Phase
Project Life Cycle
Definition Planning Execution Delivery
Effort & Cost
1.Goals 2.Specifications 3.Tasks 4.Responsibilities
1.Schedules 2.Budgets 3.Resources 4.Risks 5.Staffing
1.Progress reports 2.Changes 3.Quality 4.forecasts
1.Train customer 2.Transfer documents 3.Release resources 4.Reassign staff 5.Lessons learnt
Project Life Cycle Example Phases
Concept and Proposal Development Implementation
Verification Termination
Initial Phase
Intermediate Phases
Final Phase
Waterfall Lifecycle
Spiral Methodology
Prototyping
Four Phase Project Lifecycle
Define
Key Purpose Propose a project to senior management with a brief written document to establish a shared understanding of the proposal before writing a Plan, Schedule, and Budget Key Questions §Is this the right project? §What results should it achieve? §How will success be measured? §How will the project achieve its objectives? §When will the project finish? §Who will do what? §What will it cost? §How will risks/issues be managed? §Thoroughly plan the project activities, schedule, and resource requirements §Provide more detailed information to senior management for discussion and approval §How is project work progressing? §What issues and risks does the project face, and how should these be managed? §How much is the project actually costing? §Is the work of the project complete? §Did the project achieve its results/outcomes? §What did the team learn that could help other projects? §Where do project staff go next?
Plan
Implement
Close
Propose a project in more detail, and outline a clear approach for executing the project in a Plan, Schedule, and Budget
Do the work described in the Project Plan, aligned with the Schedule and Budget
Shut down the project in a controlled manner
Key Activities §Understand stakeholder interests and expectations §Establish a shared high-level understanding of the proposed project and its intended results §Mobilize the team to execute the Project Plan §Control the execution of the Project Plan §Communicate with stakeholders §Report project status §Update the Project Plan, Schedule, Budget, and Business Case as needed §Demonstrate that the project is complete §Assess the success of the project §Undertake administrative close-out §Transfer knowledge to the permanent organization §Support departing staff
Key Deliverables §Project Definition Document and/or Business Case §Project Plan §Project Schedule §Project Budget §Project Manual §Status Reports §Risk, Issue, and Change Logs §Updated Plans, Schedules, Budgets §Final Acceptance Document §Lessons Learned Document §Project Archives
Moving to the Next Phase When your Project Definition Document and/or Business Case are approved by senior management, move to the Plan Phase When your Project Plan, Schedule, and Budget are approved by senior management, move to the Implement Phase As project deliverables near completion, move to the Close Phase When this phase is complete, the project is finished
www.qnpm.gov.qa
doc_500748313.pptx