Project_Management_Introduction (1).ppt

Project Management: An Introduction  What is a “Project?” Harold Kerzner, Project Management, pg. 2 A series of activities and tasks that  Have a specific objective to be completed within certain specifications;  Have defined start and end dates;  Have funding...

Project Management: An Introduction  What is a “Project?” Harold Kerzner, Project Management, pg. 2 A series of activities and tasks that  Have a specific objective to be completed within certain specifications;  Have defined start and end dates;  Have funding limits (if applicable);  Consume resources (i.e., money, people, & equipment)  What is a “Project?” A series of activities and tasks that have  SCOPE  Have defined start and end dates;  Have funding limits (if applicable);  Consume resources (i.e., money, people, & equipment)  What is a “Project?” A series of activities and tasks that have  SCOPE  TIME  Have funding limits (if applicable);  Consume resources (i.e., money, people, & equipment)  What is a “Project?” A series of activities and tasks that have  SCOPE  TIME  RESOURCES The Three Project Constraints:  SCOPE  TIME  RESOURCES  Project Triangle SCOPE TIME RESOURCES  Project Triangle SCOPE TIME RESOURCES What is “Project Management?” “Project management is the planning, organizing, directing, and controlling of company resources for a relatively short term objective that has been established to complete specific goals and objectives.” Harold Kerzner, Project Management, pg. 4  Two Main Components  Planning  Creating, then fine tuning, the overall project plan  Monitoring  Tracking & reporting progress  Measurements of Project Success  Within specifications  Within allotted time period  Within the budgeted costs  Accepted by the customer/user  Minimal and mutual scope changes  Within corporate culture & without disturbing organizational workflow  Project Manager’s Role  Responsible for coordinating and integrating activities across multiple and functional lines  Understand operations of line organizations  Familiar with technology  Master if in R&D activities  What’s in the Successful Project Manager’s Toolbox?  Strong communication skills  Strong interpersonal skills  Ability to  balance technical and managerial functions;  overcome organizational constraints;  cope with and survive risks  Ten Specific Skills  Team Building  Leadership  Conflict Resolution  Technical Expertise  Planning  Ten Specific Skills  Organizing  Entrepreneurship  Administration  Management support  Resource allocation Project Managers Manage  Engineering  Procurement  Construction  Finance  Cost engineering  Project Managers Manage  Schedule  Environmental considerations  Regulatory requirements and law  Inflation & cost escalations  Labor and client relations  Management Skills  Human behavior and interpersonal relationships  Psychology  Organizational behavior  Sociology  Communications  Project Manager’s Responsibilities  Planning agent  Overall and summary  NOT detailed planning Functional or line managers  Resolve conflicts  Make tradeoffs “Planning Architect” defines  Complete tasks  Resource requirements  Major timetable milestones  End-item quality and reliability requirements  Performance measurements System/Product Lifecycle  What would a typical “Project Lifecycle” look like?