Title: Effective Communication Techniques
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2 Project Management Overview
- By Engr.Dr.Attaullah Shah
- PhD ( Civil) Engg , MSc Engg ( Strs), BSc Engg (
Gold Medalist), - MBA, MA ( Eco),M.Phil (Eco) MSc Envir Design,
PGD Computer Sc. - Tel 051-9250100
- E-mail pdaiou_at_yahoo.com.
3Bio details of the Speaker
- Dr. Attaullah Shah
- Director ( Planning and Projects AIOU)
- pdaiou_at_yahoo.com. pd_at_aiou.edu.pk,
www.drshahpak.weebly.com - 92-333-5729809, 92-51-9057212
- Qualification
- PhD Civil Engineering ,M.Phil Eco ,MSc Structure
Engg - MBA, MA Eco, MSc Envir Design,BSc Civil Engg
(Gold Medal), Post Grad Dip Comp (Gold Medal) - Professional and Field experience
- 25 Years
- Research Publications in refereed journals and
conferences - 25 Journals publications40 Conference
publications - Areas of interests
- Structural Engineering
- Sustainable built Environment
- Construction project Management
4Some quotes about project management
- Let our advance worrying become advance thinking
and planning. Winston Churchill - Plans are only good intentions unless they
immediately degenerate into hard work. Peter
Drucker - To accomplish great things, we must not only act,
but also dream not only plan, but also believe.
Anatole France - A project is complete when it starts working for
you, rather than you working for it. Scott
Allen - Get the right people. Then no matter what all
else you might do wrong after that, the people
will save you. Thats what management is all
about. Tom DeMarco - Everybody gets so much information all day long
that they lose their common sense. Gertrude
Stein
5Some quotes about project management
- One of the true tests of leadership is the
ability to recognize a problem before it becomes
an emergency. Arnold Glasow - Being a Project Manager is like being an artist,
you have the different colored process streams
combining into a work of art Greg Cimmarrusti,
PMP - Good judgment comes from experience, and
experience comes from bad judgment. Fred Brooks - Of all the things Ive done, the most vital is
coordinating the talents of those who work for us
and pointing them towards a certain goal. Walt
Disney - Project management is The art of creating the
illusion that any outcome is the result of a
series of predetermined, deliberate acts when, in
fact, it was dumb luck. Harold Kerzner
6What is a Project?
- An temporary endeavor to create a Unique Product
or Service. - A unique one time effort bound by cost, time and
resources/technical performance ( CST) and has
defined objectives to satisfy the customer needs.
- Project is an undertaking having definite
objectives, and specific beginning and ending
points, limited budgets, defined scope. - Sum of certain activities and tasks required to
be performed in a specified period of time with
human and non-human resources for specified
objectives. - ( Is your training a project? )
7What is a Project?
- Project is a one time non-routine opportunity to
develop a new product. - To satisfy the customer to achieve the
organizational objectives. - To be completed with in
- Allocated budget.
- Scheduled Time.
- Approved Technical Performance.
- Approved and agreed Scope of Work.
- Without any change in the existing culture.
8What is management? The process of Planning,
Organizing, Staffing, controlling and leading.
- Project management
- The art of Directing and coordinating the human
and non human - Resources throughout the life of project by using
modern - Management techniques to achieve pre-determined
objectives of - scope, cost, time, quality and participants
satisfaction. - ( Project Management Institute America)
- Project management includes
- Project Appraisal
- ( Before Commencement of Project PC-I, PC-II).
- Project monitoring.
- ( During Execution of the Projects PC-III)
- Project Evaluation
- ( After Completion of the projects. PC-IV,PC-V)
9Introduction
- In the early days, project mgmt was mainly used
for very large, complex projects - Dam, ships, refineries, freeways, etc
- Today, we see proj mgmt for even small software
projects - Many organizations today have a new or renewed
interest in project management. - Computer hardware, software, networks, and the
use of interdisciplinary and global work teams
have radically changed the work environment. - The U.S. spends 2.3 trillion on projects every
year (1/4 of GDP) - World as a whole spends nearly 10 trillion of
its 40.7 gross product on projects of all kinds.
10Advantages 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).
11Project and Program Managers
- Project managers work with project sponsors,
project teams, and other people involved in
projects to meet project goals. - Program A group of related projects managed in
a coordinated way to obtain benefits and control
not available from managing them individually. - Program managers oversee programs and often act
as bosses for project managers.
PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 16.
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13Project Portfolio Management
- Many organizations support an emerging business
strategy of project portfolio management - Organizations group and manage projects as a
portfolio of investments that contribute to the
entire enterprises success.
High risk High payoff Low risk High payoff
High risk Low payoff Low risk Low payoff
14Costs of Poor Project Management
- 31 of all new software development projects are
cancelled before completion - 53 of projects cost gt189 of original estimates
- 16.2 of software projects completed on time and
on budget - Average overrun is 222 of original estimates
- Source Standish Group, 1995
- A survey on overall applications development
projects revealed - 46 of IT projects were "challenged" (completed
over budget and past the original deadline). - 6 of projects succeeded.
- 28 of projects failed.
-
Source Standish Group, 1998
15Improved Project Performance
- The Standish Groups CHAOS studies show
improvements in IT projects in the past decade.
The Standish Group, Latest Standish Group CHAOS
Report Shows Project Success Rates Have Improved
by 50 (March 25, 2003).
16Why the Improvements?
- The reasons for the increase in successful
projects vary. First, the average cost of a
project has been more than cut in half. Better
tools have been created to monitor and control
progress and better skilled project managers with
better management processes are being used. The
fact that there are processes is significant in
itself. - The Standish Group, CHAOS 2001 A Recipe
for Success (2001).
17Project Success Factors
- 1. Executive support
- 2. User involvement
- 3. Experienced project manager
- 4. Clear business objectives
- 5. Minimized scope
- 6. Standard software infrastructure
- 7. Firm basic requirements
- 8. Formal methodology
- 9. Reliable estimates
- 10. Other criteria, such as small milestones,
proper planning, competent staff, and ownership
The Standish Group, Extreme CHAOS (2001).
18What the Winners Do
- Recent research findings show that companies that
excel in project delivery capability - Use an integrated project management toolbox that
includes standard and advanced tools and lots of
templates. - Grow project leaders, emphasizing business and
soft skills. - Develop a streamlined project delivery process.
- Measure project health using metrics, including
customer satisfaction and return on investment.
Milosevic, Dragan and And Ozbay, Delivering
Projects What the Winners Do, Proceedings of
the Project Management Institute Annual Seminars
Symposium (November 2001).
19The Role of the Project Manager
- Job descriptions vary, but most include
responsibilities such as planning, scheduling,
coordinating, and working with people to achieve
project goals. - Remember that 97 percent of successful projects
were led by experienced project managers.
20Fifteen Project Management Job Functions
- Evaluate project requirements.
- Identify and evaluate risks.
- Prepare contingency plan.
- Identify interdependencies.
- Identify and track critical milestones.
- Participate in project phase review.
- Secure needed resources.
- Manage the change control process.
- Report project status.
- Define scope of project.
- Identify stakeholders, decision-makers, and
escalation procedures. - Develop detailed task list (work breakdown
structures). - Estimate time requirements.
- Develop initial project management flow chart.
- Identify required resources and budget.
21Suggested Skills for Project Managers
- Project managers need a wide variety of skills.
- They should
- Be comfortable with change.
- Understand the organizations they work in and
with. - (who to go to, SOP, etc)
- Lead teams to accomplish project goals.
22Suggested Skills for Project Managers
- Project managers need both hard and soft
skills. - Hard skills include product knowledge and knowing
how to use various project management tools and
techniques. - Soft skills include being able to work with
various types of people.
23Suggested Skills for Project Managers
- Communication skills Listens, persuades.
- Organizational skills Plans, sets goals,
analyzes. - Team-building skills Shows empathy, motivates,
promotes esprit de corps. - Leadership skills Sets examples, provides vision
(big picture), delegates, positive, energetic. - Coping skills Flexible, creative, patient,
persistent. - Technology skills Experience, project knowledge.
24Project management consists of
Work Products
Roles
GuidingPrinciples
Who is responsible?
What to deliver?
Processes
1
2
3
7
8
25Stages of PM
26Three Stages of a Project
- Define project objectives, scope and approach,
mobilise project team
- Execute the work plan to achieve desired outcome
27Project Stages Project Management Model
- Define project objectives, scope approach,
mobilise project team
- Execute the work plan to achieve desired outcome
Confirm Definition
Project Selection
Plan the Execution
Complete Project
Report Status
Organise Resources
Control the Work
28Project Stages Project Management Model
Establish
Confirm Definition
Project Selection
29Project Stages Project Management Model
Establish
Confirm Definition
- Understand Project Sponsor expectations
- Understand Project Scope
- Understand Project Objectives
- Confirm any assumptions
- Identify Project Risks
Confirm Definition
Project Selection
30Project Stages Project Management Model
Execute
Plan the Execution
- Define Project Deliverables
- Develop Work Plans
- Develop Scope, Change Control, Issue Management
and Sign-off Processes - Develop Risk Mitigation Plan
- Develop Quality Plan
Plan the Execution
Report Status
Organise Resources
Control the Work
31Project Stages Project Management Model
Execute
Organise Resources
- Identify Project Team Roles / Responsibilities
- Assign Team Members to Work Plan tasks
- Communicate responsibilities, target dates,
deliverables - Train Team Members
- Organise physical resources
Plan the Execution
Report Status
Organise Resources
Control the Work
32Project Stages Project Management Model
Execute
Control the Work
- Monitor work progress
- Resolve issues
- Measure performance
Plan the Execution
Report Status
Organise Resources
Control the Work
33Project Stages Project Management Model
Execute
Report Status
- Assess project progress
- Prepare status reports
- Communicate progress to relevant audience group
- Follow up any issues resulting from status meeting
Plan the Execution
Report Status
Organise Resources
Control the Work
34Project Stages Project Management Model
Complete
Complete Project
- Complete any development / administrative
activities - Obtain sign-off of final project deliverables
- Transition to maintenance team where appropriate
Complete Project
35The Project Management Profession
- Professional societies such as the Project
Management Institute (PMI) have grown
significantly. PMI - There are specific interest groups in many areas,
such as engineering, financial services, health
care, and IT. - Project management research and certification
programs continue to grow.
36Project Management Certification
- PMI provides certification as a Project
Management Professional (PMP). - A PMP has documented sufficient project
experience, agreed to follow a code of ethics,
and passed the PMP exam. - The number of people earning PMP certification is
increasing quickly. - PMI and other organizations are offering new
certification programs
37Growth in PMP Certification, 1993-2003
38Ethics in Project Management
- Ethics is an important part of all professions.
- Project managers often face ethical dilemmas.
- In order to earn PMP certification, applicants
must agree to the PMP code of professional
conduct. - Several questions on the PMP exam are related to
professional responsibility, including ethics.
39Project Management Software
- There are currently hundreds of different
products to assist in performing project
management. - Three main categories of tools
- Low-end tools Handle single or smaller projects
well cost under 200 per user. - Midrange tools Handle multiple projects and
users cost 200-500 per user Project 2003 most
popular (includes an enterprise version). - High-end tools Also called enterprise project
management software often licensed on a per-user
basis VPMi Enterprise Online (www.vcsonline.com).
40Area of Expertise needed by Project Team
41Project Management Office
- A project management office (PMO) is an
organizational unit to centralize and coordinate
the management of projects under its domain. - A PMO can also be referred to as a program
management office, project office, or program
office. - A PMO oversees the management of projects,
programs, or a combination of both. - The PMO focuses on the coordinated planning,
prioritization and execution of projects and
subprojects that are tied to the parent
organizations or clients overall business
objectives. - PMOs can operate on a continuum, from providing
project management support functions in the form
of training, software, standardized policies, and
procedures, to actual direct management and
responsibility for achieving the project
objectives.
42Project Management Processes for a Project
- Project management is accomplished through
processes, using project management knowledge,
skills, tools, and techniques that receive inputs
and generate outputs. - In order for a project to be successful, the
project team must - Select appropriate processes within the Project
Management Process Groups (also known as Process
Groups) that are required to meet the project
objectives - Use a defined approach to adapt the product
specifications and plans to meet project and
product requirements - Comply with requirements to meet stakeholder
needs, wants and expectations - Balance the competing demands of scope, time,
cost, quality, resources, and risk to produce a
quality product.
43Project management Processes
- Five Processes.
- Initiating Authorizing the project or phase
- Planning Defining Objectives and selecting
approach - Execution Managing human and non human resources
to execute the project. - Controlling Monitoring, evaluation and
correcting - Closing Formal acceptance and close out.
44Nine Project Management Knowledge Areas
- Knowledge areas describe the key competencies
that project managers must develop. - Four core knowledge areas lead to specific
project objectives (scope, time, cost, and
quality). - Four facilitating knowledge areas are the means
through which the project objectives are achieved
(human resources, communication, risk, and
procurement management). - One knowledge area (project integration
management) affects and is affected by all of the
other knowledge areas. - All knowledge areas are important!
45 Knowledge Areas for Project Management
- Project Integration Management
- Project Scope Management
- Project Time Management
- Project Cost Management
- Project Quality Management
- Project Human Resource Management
- Project Communications Management
- Project Risk Management
- Project Procurement Management
46Project Management
47A Framework for Project Management
48Project Integration Management
- Describes the processes required to ensure that
the various elements of the project are properly
coordinated. - Tradeoffs among competing objectives and
alternatives to meet or exceed stake holders
needs or expectations - Consists of
- project plan development
- Integrating and co-ordinating all project plans
to create a consistent, coherent document - project plan execution
- Carryout the project plan by performing the
activities included therein - overall change control.
- Co-ordinating the changes across the entire
project
49Project Scope Management
- Describes the processes required to ensure that
the project includes all the work required, and
only the work required, to complete the project
successfully. - Consists of
- initiation
- Authorizing the project phase
- scope planning
- Developing a written scope statement as the basis
for future project decisions - scope definition
- Subdividing the project deliverables into
smaller, more manageable components - scope verification
- Formalizing the acceptance of the project scope
- scope change control.
- Controlling the changes to project scope
50Project Time Management
- Describes the processes required to ensure
timely completion of the project. - Consists of
- Activity definition
- Activity sequencing
- Activity duration estimating
- Schedule development
- Schedule control
51Project Cost Management
- Describes the processes required to ensure that
the project is completed within the approved
budget. - Consists of
- Resource planning
- Identify people, equipment and material
- Cost estimating
- Developing an approximation of the cost of
resources - Cost budgeting
- Allocating the overall cost estimate to
individual work activities - Cost control
- Controlling changes to the project budget
52Project Quality Management
- Describes the processes required to ensure that
the project will satisfy the needs for which it
was undertaken. - Consists of
- quality planning
- Identifying relevant quality standards
- quality assurance
- Planned and systematic activities implemented
within the quality system - quality control.
- Monitoring specific project results
53Project Human Resource Management
- Describes the processes required to make the most
effective use of the people involved with the
project - Consists of
- organizational planning
- Identifying, documenting and assigning project
roles and responsibilities - staff acquisition
- Getting the human resource needed, assigned to
and working on the project - team development.
- Developing individual and group competencies to
enhance project performance
54Project Communications Management
- Describes the processes required to ensure timely
and appropriate generation, collection,
dissemination, storage, and ultimate disposition
of project information - Consists of
- communications planning
- information distribution
- performance reporting
- administrative closure.
55Project Risk Management
- Describes the processes concerned with
identifying, analyzing, and responding to project
risk - Consists of
- risk identification
- risk quantification
- risk response development
- risk response control
- An effective software measurement process can
provide early warning of problems associated with
risks - indicators can be used to project any trends
- early warning can allow action in time to
prevent problems
56Mapping of Project Management Process
Process Group Knowledge Area Initiating Planning Executing Controlling Closing
Project Integration Management Project Plan Development Project Plan Execution Integrated Change Control
Project Scope Management Initiation Scope Planning Scope Definition Scope Verification Scope Change Control
Project Time Management Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control
Project Cost Management Resource Planning Cost Estimating Cost Budgeting Cost Control
Project Quality Management Quality Planning Quality Assurance Quality Control
Project Human Resource Management Organizational Planning Staff Acquisition Team Development
Project Communications Management Communications Planning Information Distribution Performance Reporting Administrative Closure
Risk Project Management Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control
Project Procurement Management Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Closeout
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62Some Funny Quotes of Project Managers
- As of tomorrow, employees will only be able to
access the building using individual security
cards. Pictures will be taken next Wednesday and
employees will receive their cards in two weeks.
What I need is a list of specific unknown
problems we will encounter. E-mail is not to
be used to pass on information or data. It should
be used only to be used for company business.
Turnover is good for the company, as it proves
that we are doing a good job in training people.
This project is so important, we can't let
things that are more important interfere with it.
Doing it right is no excuse for not meeting the
schedule. No one will believe you solved this
problem in one day! We've been working on it for
months. Now, go act busy for a few weeks and I'll
let you know when it's time to tell them