1、1,Project Management Sharing,xxxxxxxxxxx Sep 06, 2010,2,What is a Project?,A temporary endeavor undertaken to create a unique product or service. It has a beginning and a definite end. It is directed at achieving a specific result. It involves the coordinated undertaking of interrelated activities.,

2、3,The Meaning of Projects,Management resource (capital) commitments = the future of the company Project selections mean the future direction of the company The strategic management questions are: Why do we want to invest in a project? How does this project fit into our overall business strategy?,4,W

3、hat is a Program?,Is larger in scope than a project. Often comprises several interrelated projects. Lasts longer than a project. Has a much less definite end point in time.,5,Project Management Knowledge,Scope management Time management Cost management Quality management HR management Communication

4、management Procurement management Risk management Integration management,6,Product Life Cycle and Project Activity,PMBOK,1,CONCEPT,C,(Conceive),2,DEVELOPMENT,D,(Develop),3,IMPLEMENTATION,E,(Execute),4,TERMINATION,F,(Finish),- Gather data,- Identify need,- Establish: -,- goals,objectives,- basic econ

5、omics, feasibility,- stake holders,- risk level,- strategy,- potential team,- Guesstimate resources,- Identify alternatives,- Present proposal,- Obtain approval for next phase,- Appoint key team members,- Conduct studies,- Develop scope baseline: -,- end product(s),- quality standards,- resources,-

6、activities,- Establish: -,- master plan,- budget, cash flow,- WBS,- policies Establish working relationships/lines of communication; Set team goals/objectives; Review project status; Review project plans; Identify problem areas; Establish individual and group responsibilities/accountabilities; Obtai

7、n individual/group commitments.,17,Project Plan:,Is the baseline against which all changes are managed. Used for six reasons: To guide project execution; To document project planning assumptions; To document project planning decisions regarding alternatives chosen; To facilitate communication among

8、stakeholders; To define the content, extent, and timing of key management reviews; To provide a baseline for progress measurement and project control.,18,Work Breakdown Structure:,A deliverable/product oriented family tree of activities. It is not task oriented. Shows how to organize the project. Al

9、lows for cost-estimating. It is the deliverable of the Planning phase. The lowest level of the WBS is the Work Package. PMI recommends that Work Packages not exceed 80 hours duration.,19,Project Time Management,Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development

10、 Schedule Control,20,Schedule Development,Analyzing activity sequences, activity duration, and resource requirements to create the project schedule. Inputs: Project network diagram Activity duration estimates Resource requirements Resource pool description Calendars Constraints Assumptions Leads and

11、 Lags,Tools/Techniques: Mathematical analysis Duration compression Simulation Resource leveling heuristics Project management software Outputs: Project schedule Supporting detail Schedule management plan Resource requirement updates,21,Schedule Control,Controlling changes to the project schedule. In

12、puts: Project schedule Performance reports Change requests Schedule management plan,Tools/Techniques: Schedule change control system Performance measurement Additional planning Project management software Outputs: Schedule updates Corrective action Lessons learned,22,Node Construction,23,Duration Co

13、mpressing:,This is a mathematical analysis that looks for ways to shorten the project schedule without changing the project scope. There are two main techniques used in this analysis: Crashing: Always crash tasks on the Critical Path Select those critical tasks that are the least costly to accelerat

14、e. Fast Tracking It overlaps project activities in order to expedite the completion of project activities to save time. It is doing work in parallel. It increases the risk to the project.,24,Resource Planning,Determining what resources (people, equipment, and materials) and what quantities of each s

15、hould be used to perform project activities. Inputs: Work Breakdown structure Historical information Scope Statement Resource pool description Organizational policies,Tools/Techniques: Expert Judgement Alternatives identification Outputs: Resource requirements,25,Elements of Project Cost,Cost of Cap

16、ital Resources Human Equipment Consumable Supplies Facilities Time e.g. staff hours, equipment rates, contractual penalties Risk Events e.g. workarounds, Quality e.g. re-work,26,Project Quality Management Process Areas,Quality Planning Quality Assurance Quality Control,27,Quality Management,Project

17、Quality Management involves carrying out a project through its 5phases (initiating, planning, executing, controlling, and closeout) with zero deviations from the project specifications. Policies, plans, procedures,specifications, and requirements are attained through the sub-functions of qualityassu

18、rance and quality control.,28,The 7 Quality Management Tools,Cause and Effect Diagram Flow Chart Pareto Chart Scatter Diagram Control / Run Charts Histograms Checklists,29,Cause and Effect Diagram,30,Flow Charts(Process Description),31,Pareto Chart,32,Scatter Diagram,33,Control / Run Charts,34,Histo

19、gram,35,Checklists,36,Project Risk Management,Risk Identification Risk Quantification Risk Response Development Risk Response Control,37,Risk Identification,Determining which risks are likely to affect the project and documenting the characteristics of each. Inputs: Product description Other plannin

20、g outputs Historical information,Tools/Techniques: Checklists Flowcharting Interviewing Outputs: Sources of risk Potential risk events Risk symptoms Inputs to other processes,38,Risk Response Development,Defining enhancement steps for opportunities and response to threats. Inputs: Opportunities to p

21、ursue Threats to respond Opportunities to ignore Threats to accept,Tools/Techniques: Procurement Contingency planning Alternative strategies Insurance Outputs: Risk management plan Inputs to other processes Contingency plans Reserves Contractual agreements,39,Risk Response Strategies / Tools,Strateg

22、ies: Avoidance Reduction Acceptance (Retention) Risk Deflection (Transfer),Tools to use: Insurance Warrantees Guarantees Performance Bonds Payment Bonds Sub-contractors,40,Risk Response Control,Responding to changes in risk over the course of the project. Inputs: Risk management plan Actual risk eve

23、nts Additional risk identification,Tools/Techniques: Workarounds Additional risk response development Outputs: Corrective action Updates to risk management plan,41,Risk Response Control Methods,Categories: Avoidance Mitigation Acceptance,Tools to use: Procurement Contingency Planning Alternative Str

24、ategies Insurance,42,Project Communication Types,The following are the main types of communication in a project environment: Formal written - Project Charter Informal written - memos & notes Formal verbal - presentations Informal verbal - conversations,43,P.Mgr. Communication Roles,P.Mgrs. need skil

25、ls in communicating with: Top management The Project team Peers (other project teams) Customer(s) Sub-contractor(s) PMI says 90% of a PMgr.s time is spent acquiring & communicating information P.Mgr. is the key to all project communication,44,PMI Advice for Effective Team Communication,Be an effecti

26、ve communicator Be a communications Expeditor Avoid communication Blockers Use a Tight Matrix Have a project War Room Hold effective meetings,45,Communication Barriers,Lack of clear communication channels Physical distance between the communicator and receiver Trouble with technical language Negative attitudes Environmental distractions PMI says communication barriers can lead to increased conflict in the project.,46,Preparing a Presentation,Determine the objective Define the audience Decide on the