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Project Management_Lecture 1

A project is a temporary endeavor aimed at creating a unique product or service, defined by specific start and end dates, and success is measured by customer satisfaction. The project life cycle consists of four phases: initiation, planning, implementation, and closing, with various constraints such as cost, scope, and quality. Effective stakeholder management is crucial, involving identification, analysis, and communication to ensure project success.

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2 views

Project Management_Lecture 1

A project is a temporary endeavor aimed at creating a unique product or service, defined by specific start and end dates, and success is measured by customer satisfaction. The project life cycle consists of four phases: initiation, planning, implementation, and closing, with various constraints such as cost, scope, and quality. Effective stakeholder management is crucial, involving identification, analysis, and communication to ensure project success.

Uploaded by

taseercs66
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Project Management

Define a project

Define project success

Project constraints
Define a Project

Define a project:
A project is a temporary endeavor undertaken to create a unique product, service,
or result. It has a specific start and end date, and is typically driven by a specific
goal or objective.

Key Aspects
Unique product or service
Time-limited
Project ends when the objectives are achieved or abandoned
Unique

How can you tell that an activity is unique?


Completely new product or service
Creation of new process
Product or service new to this group of people
Time-limited

May have a start and end date


May be measured as “will be complete when a particular objective is achieved”
If it simply continues forever or to an unspecified end-date it is probably an
ongoing business activity
Can tell when it is done

Objective is achieved
Time limit is reached
Objective is abandoned
Project Success

Traditionally: on time, within budget and delivers the promised scope

More effective measure: satisfied customer


Group work

In small groups, try to identify the LARGEST project each of you have been
involved with.
You do not have to have been the project manager—if not, what was your role?
(team member, volunteer, purchaser, ??)
With the group, make it clear how the project you have identified meets the
criteria:
Unique
Temporary
Project constraints

Cost
Scope
Quality
Risk
Resources
Time
Summary

Project definition: unique, time-limited, can tell when it is over


Project success: satisfied client
Project constraints: time, scope, cost
The Project Life Cycle

The Project Life Cycle refers to the series of phases that a project goes through
from its initiation to its completion. It is a framework that helps to initiate, plan,
execute or implement, and deliver project effectively
Phases of a project

Initiation
Planning
Implementation
Closing
Initiation phase

Project sponsor is identified


Scope and deliverables are defined
Relationship to organizational goals is key
Budget is approved
Broad statements are made about risks, approach, timelines
Stakeholders are identified
Project Manager is assigned
At end of phase, approved project charter is the approval to proceed to the
planning phase
Planning phase

Deliverables are clearly defined


Based on the deliverables, a work breakdown structure or WBS defines the “work
packages”
The work packages are used to develop a schedule
Plans are made for management of stakeholders, communication, quality, costs,
risks, procurement, resources including human resources
Implementation (Execution) Phase

Project team is hired and developed


Procurements take place
Project work is underway
Project must be monitored and changes managed
Communication to stakeholders is an important ongoing activity
Closing phase

Reporting
Closing out procurements—final payments
Identify lessons learned
Celebrate
Summary

Project Phases
Initiation
Planning
Implementation (Execution)
Closing
Project Integration

Very active during the startup

Coordinates all activities in all other knowledge areas


Project Scope

Scope generally defines what the project is all about

Forms the basis of agreement between the project SPONSOR and the project
team

Changes in the scope may be proposed at any time during a project, but should
follow a clearly defined approval process
Scope Statement

Description of the scope


Acceptance criteria
Deliverables
Constraints
Assumptions
Scope and the WBS

A Work breakdown structure or WBS is the breakdown of the deliverables into


manageable units of work.
Schedule and Time Management

Based on the units of work defined by the WBS


Resources required are identified
Time durations are estimated
Dependencies are identified (such as, what task must be completed before
another task can begin)
And a schedule can be created
Software is frequently used to assist with managing the time schedule
Project Costs

Develop a budget
Several methods can be used to estimate
Plan for the cash flow
Track the expenditures
Explain deviations and make adjustments where required
Project Quality

Quality plan defines


The quality standards
The methods that will be used to achieve the standards
The methods that will be used to measure the standards
Human Resources

Identification of HR requirements
Selection of project team
Development of project team
Motivation and management of the project team
Communication

Communication includes within the team and with others outside the team
The project should have a communication plan
Who needs to be communicated with
What methods will be used
What frequency
Who within the project will be responsible
Risk

Risk represents the likelihood of the occurrence of an event that will negatively or
positively impact the achievement of the project goals
Processes:
Identify risks
Analyze risks
Manage risks
Project Stakeholder

Definition:
People, groups or organizations that could impact or be impacted by the project

Identify stakeholders, analyze stakeholder expectations and their impact on the


project, and develop appropriate management strategies for effectively involving
stakeholders in project decisions and execution.
Stakeholder Management

Stakeholders are people or organizations who either will be impacted by the


project or who can impact the project.
Always include: project sponsor, project team
May include: customers, suppliers, vendors, the public, land owners, voters,
other departments within the organization, government, etc.
Major tool is the stakeholder register
Lists stakeholder, role, all communications
Updated regularly throughout the project
New stakeholders can appear at any time
Project Initiation: Identify Stakeholders

Top Management
Your Manager
Peers
Resource Managers
Internal Customers
External Customers
Government
Contractors, Subcontractors, Suppliers
Others (the public, landowners, interest groups, business competitors)
Stakeholder Analysis

Who are they?


What are their interests?
Will their interest level vary throughout the project?
Can coalitions be built?
The power/interest grid
Project sponsor

The person or group responsible for enabling success.


May be inside but is usually outside the project.
Signs off that the project is complete—the one the PM has to satisfy.
The person responsible for escalating issues that are beyond the control of the
PM.
Significant role in developing the initial charter and project plan.
Politics of Projects

The environment
The goals of each stakeholder or group
Goals that are openly stated or clear
Hidden agendas?
Power
Cultural influences

Groups and individuals may differ with regard to:


Communications
Negotiations
Decision-making
Relationship Building

Analyze stakeholders
Assess influence
Understand expectations
Define success
Keep stakeholders involved
Keep stakeholders informed
Questions?
THANK YOU

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