Beginning Project Management Overview Part 1 - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Beginning Project Management Overview Part 1

Description:

Beginning Project Management Overview Part 1 Max Smith, PMP retired * * A Project is initiated to produce an end-product in a given period of time Project management ... – PowerPoint PPT presentation

Number of Views:179
Avg rating:3.0/5.0
Slides: 24
Provided by: Smith244
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Beginning Project Management Overview Part 1


1
Beginning Project Management Overview Part 1
  • Max Smith, PMP retired

2
Overview Part 1 Project Definition
  • A Project is initiated to produce an end-product
    in a given period of time
  • Project management is a set of principles,
    methodology, and techniques for scheduling,
    controlling, and modifying a project
  • Project Management requires that Start of Work
    follows intensive planning, work definition and
    scheduling
  • Project Management forces early and continuous
    consideration of Work, Time, Money, Resources and
    Quality

3
Overview Part 1 Project Life Cycle
  • Project Management is a structured planning and
    control method that has distinct phases
  • AMA - Planning, Scheduling, and Controlling
  • PMI Feasibility, Planning Design, Production,
    Turnover Startup
  • Most Used Plan Design, Implement, and Manage

4
Overview Part 1 Project Life Cycle
5
Overview Part 1 Scope
  • Scope is the Work and/or technical content of the
    Project. It is described by
  • Naming all of the activities performed
  • Drawings, Requirements and Specifications
  • Resources to be consumed
  • Scope Management is the function of Planning and
    Controlling a Project to reach its objectives
    though Planning , Development, Implementation and
    Termination Phases

6
Overview Part 1 Schedules
  • The allocation of time over the project life
    cycle
  • Typical representations
  • Milestones
  • Gantt Chart
  • Activity network

7
Overview Part 1 Schedules
  • Milestones

8
Overview Part 1 Schedules
  • Gantt Chart

9
Overview Part 1 Schedules
  • Activity Network

10
Overview Part 1 Financials
  • Cost Assembly - To effectively schedule the work
    and control the costs of any large
    program/project , the effort must be broken down
    into discrete tasks with well defined
    responsibility assignments
  • Clearly defined responsibility assignments
    (Functional Organization)
  • Clearly defined Work Scopes (Work Breakdown
    Structure)
  • Revenue Assembly - Defined by the Terms of the
    Contract
  • Time and Material (periodic billing aligned with
    Cost Structure)
  • Progress Payments
  • work accomplished (earned value)
  • completed end items

11
Overview Part 1 Financials
  • Cost and Revenue Control

12
Overview Part 1 Conclusion
  • Scope, Schedule, and Financials are core of
    managing a project
  • Overview 2 will cover Quality, Risk, Procurement,
    Human Resources, Communications, and Integration
  • There will be a Quiz on Overview 1 2 at the end
    of the next session

13
Beginning Project Management Overview Part 2
  • Max Smith, PMP retired

14
Overview Part 2 Quality
  • PMI/PMBoK Definition of Quality Management
  • Carrying out a project through its four phases
    with zero deviations from project
  • Composite of material attributes (performance
    characteristics) of the product or service for
    which the project is launched
  • Improving the Quality of project process is the
    only way to improve the quality of the project
    outcome

15
Overview Part 2 Quality Overall Quality
Philosophy
  • A person who sees Quality and feels it as he
    works is a person who cares. A person who cares
    about what he sees and does is a person whos
    bound to have some characteristics of Quality.
  • To put it in more concrete terms If you want to
    build a factory or fix a motorcycle, or set a
    nation right without getting stuck, then
    classical, structured dualistic subject-object
    knowledge, although necessary isnt enough. You
    have to have some feeling for the quality of the
    work. You have to have a sense of whats good.
    That is what carries you forward. This sense
    isnt something that youre born with, although
    you are born with it. It is also something you
    can develop. Its not just intuition not just
    unexplainable skill or talent. Its the
    direct result of
  • contact with basic reality, Quality, which
    dualistic reason in the past has tended to
    conceal.
  • Zen and the Art of Motorcycle Maintenance, Robert
    M. Pirsig, 1974

16
Overview Part 2 Risk
  • Risk Management systems generally require a
    continual disciplined, systematic problem
    identification and resolution process which
    addresses the following issues
  • Risk related to a tolerance level
  • live with it mode
  • Risks where the rating has not been well
    thought-out
  • Risk Management quantifies the risk level and
    risk impact of an action so it can be related to
    a tolerance level

17
Overview Part 2 Procurement
  • Procurement is a process that involves two
    parties with different objectives for the
    acquisition of labor and/or material, usually
    consummated in contract
  • Procurement includes Purchasing, Expediting,
    Logistics, and Inspection
  • Spectrum of Contracts in relation to Risk

18
Overview Part 2 Human Resources
  • Project Human Resource Management (PMBoK)
  • The art or science of directing and coordinating
    human resources throughout the life of a project
    by using administrative and behavioral knowledge
    to achieve pre-determined project objectives of
    scope, time, cost, quality and participant
    satisfaction.
  • Human resource management activities
  • Motivation, leadership, counseling
    communications, . . .

19
Overview Part 2 Communications
  • Project Communications Management definitions
  • Communications Management is conducting or
    supervising the exchange of information.
  • Communications Management is the process of
    formal and informal interactions of individuals
    and groups in the project team and across
    organizational lines
  • Communications skills are particularly important
    because about 80 of Project Managers time spent
    in communicating either face to face, by phone,
    mail, or other media (in monitoring, evaluating,
    controlling, and reporting).

20
Overview Part 2 Communications
  • Communications Function Chart

21
Overview Part 2 Integration
  • Integration is a newer PMI component with two
    aspects
  • Integration of the physical components of the
    project
  • Integration of the PDIM project phases

22
Overview Quiz
  •  
  • 1. Project Management requires that the Project
    Leader actually delay the start of work. c
  • a to ensure proper authorization
  • b to devote more time to choosing the best
    possible team
  • c to ensure an appropriate planning effort
  • d until all budget approvals are complete
  •  
  • 2. Name three key phases of project
    management. planning, scheduling and
    controlling
  •  
  • 3. The ________ phase is the heart of project
    management. Planning
  •  
  • 4. A managed project may be thought of as b
  • a a list of tasks required to produce a
    product
  • b the organized development of an
    end-product
  • c the administrative work necessary to
    control product development
  •  
  • 5. Which of the following activities does not
    apply to project management? e
  • a Using planning principals, methods and
    techniques
  • b Scheduling resources

23
Overview Quiz
  • 6. Name three criteria for work that will lend
    itself to project management methods.
    a well defined collection of jobs leading to
    an end-product,
  • activities that are started and stopped
    independently,
  • and activities that are ordered
  •  
  • 7. Estimates, if they seem accurate, should be
    made at the beginning of the project False
  • and rarely revised thereafter. True or
    False?
  •  
  • 8. Effective planning requires a b
  • a decision-tree approach to decision making
  • b precise communications network involving
    key decision makers
  • c detailed status report of work in
    progress
  •  
  • 9. Which of the following is/are not imperative
    to successful project completion? b
  • a The project team c A phased approach e
    Standards and procedures
  • b Hire and fire authority d A
    performance contract f Sign-offs and
    checkpoints
  •  
  • 10. The project management process requires that
    a project leader plan, a
  • control, _________, and _________ a project.
  • a direct . . . Administer b organize
    . . . Delegate c schedule . . . evaluate
About PowerShow.com