PMC100

Project Management - Introduction

Objectives
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Introduce the project management field Discuss the role of professional organizations Explain what a project is Compare projects and operations Explain what project management is Explain the triple constraint Discuss the relationship between project, program, and portfolio

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Introduction
History of Project Management Professional Organizations and Certifications

History of Project Management

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Early examples: Roman and Greek temples and monuments 1917 Gantt Chart 1970s Project management software introduced 1990s Project management offices (PMO)

Courtesy of Google Images

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Project Management Institute (PMI)

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An international professional society for project managers founded in 1969 Continues to attract and retain members A large number of PMI members work in the IT industry PMI has created specific interest groups (SIGs) that focus on particular application areas (examples: IT, automotive, ) A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a recognized standard

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PMI Certifications
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Certified

Associate in Project Management

(CAPM) Project Management Professional (PMP) Program Management Professional (PgMP) PMI Agile Certified Practitioner (PMI-ACP)SM PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP)

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PMP Certification
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Requirements: Sufficient education Sufficient project experience To agree to follow the PMI code of professional conduct To pass a comprehensive examination

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PMBOK Guide vs. ITIL vs. PRINCE2

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The Information Technology Infrastructure Library (ITIL), is a set of practices for IT service management that focuses on aligning IT services with the needs of business. PRINCE2 (PRojects IN Controlled Environments), is a project management method. ITIL for IT services, PMBOK Guide is leading approach in North America and PRINCE2 in the UK/Commonwealth.

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Project
Definition Characteristics Project vs. Operation IT Projects

Project
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Projects are used to:

Address

identified needs Implement strategic initiatives Create new opportunities

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Project Definition
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A project is a temporary endeavor undertaken to create a unique product, service, or result (PMBOK Guide 5e 3).

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Project
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A project delivers a change The project work is new A project produces a specific product or service (deliverable a tangible output which can be measured and has to be reviewed and approved) Benefits of project deliverables outweigh the investment

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Project Characteristics
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A project produces a unique deliverable A project is temporary (clear start and end dates) A project has a definite budget A project uses a wide range of resources Every project will face uncertainty Project plans and requirements will likely be progressively enhanced (progressive elaboration)

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Project
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Project is closed when:

Project

objectives have been met It is determined that project objectives will not/can not be met Project is cancelled

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IT Project
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Very diverse

Scope Resources Technologies that change constantly

Support every industry and business function Characterized by ever-changing needs and objectives Outsourcing and globalization

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IT Project
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Examples of IT projects:
a new web based application Product Upgrade existing infrastructure Product Launch new Call-In Centre Service Develop a document that summarize the findings of a mobile technology research study Result
Develop

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Project vs. Operation

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Project

Operation

Temporary Clear start and end date Unique

On-going No end date Repetitive

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18

Project Management
Definition/Objectives Challenge The Triple Constraint Programs. Portfolios, PMO

Project Management Definition

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Project management, is the application of knowledge, skills and techniques to execute projects effectively and efficiently (PMBOK Guide 5e 5).

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Project Management Objectives

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The project meets all requirements The project is completed on time and within budget All project risks are identified, analyzed, and mitigated The project sponsor/customer is satisfied The most effective use of resources The effective communication between the project team and other stakeholders

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Project Management Challenge

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Balancing competing demands:

Scope, time, cost, and quality Stakeholder expectations Identified and unidentified project scope/requirements

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The Triple Constraint

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Every project is constrained by:

Scope
Time Cost

Successful project management = Making trade-offs between scope, time and cost

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The Triple Constraint

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Altering one constraint requires change/tradeoff of at least one other constraint All three constrains cannot be improved simultaneously Quality (in the centre) cannot be traded-off

QUALITY

SCOPE

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Evolution of the Constraint Model

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PMBOK Guide Forth Edition introduced an evolved model based on six factors to be monitored (PMBOK Guide 4e 6):
Scope Quality Schedule Budget Resources Risk

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Project Management
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Project Management may involve more than a single project Concepts that help organizations successfully manage multiple projects:
Programs Project Portfolios Management Project Management Office

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Project, Programs, Portfolios

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Project
Focus: Produce unique product, service or result

Program
Group of related projects Individual Project Managers report to Program Manager Projects are managed together using same tools and techniques

Portfolio
Focus on strategic goals Group of projects and programs that are not always directly related Support specific business goals

Tactical
Focus on:

Strategic
Focus on:

Project deliverables Schedule, budget Stakeholders

Right projects Right investments Right resources

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Project Management Office (PMO)

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Centralized unit Oversees and coordinates project/program management throughout the organization PMO provides support and expertise to other functional units Project Managers may report to PMO Establishes and manages standards

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Project Management - Introduction

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Q&A

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References/Copyrights
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The following references were mostly used in the preparation of the lecture:

Cooke, Helen S. , and Karen Tate. The McGraw-Hill 36Hour Course: Project Management 2e. McGraw-Hill, 2011. Print Dalcher, Darren, and Lindsey Brodie. Successful IT Projects. London: Thomson, 2007. Print Schwalbe, Kathy. Information Technology Project Management 6e. Boston: Course Technology, 2010. Print

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References/Copyrights
30

The following references were mostly used in the preparation of the lecture (Cont.):
PMI. A Guide to the Project Management Body of Knowledge (PMBOK Guide Forth Edition),2008. Print. PMI. A Guide to the Project Management Body of Knowledge (PMBOK Guide Fifth Edition),2013. PMI. Web. 29 Jan 2013. PMI is a federally registered trade and service mark of the Project Management Institute, Inc. PMBOK is a trademark of the Project Management Institute, Inc. PMI supports the development and use of resources to advance the project management profession. This seminar is not sponsored or endorsed by the Project PMC100 Management Institute Inc. S. Kliska