Introduction To Project Management PDF

INTRODUCTION TO PROJECT MANAGEMENT OPM 3703 Projects are singular, but non-routine, events with precise objectives which must be achieved within a set timeframe. Projects are broken into a set of activities designed to fulfil the stated objectives. Examples of projects include the building of a hou...

INTRODUCTION TO PROJECT MANAGEMENT OPM 3703 Projects are singular, but non-routine, events with precise objectives which must be achieved within a set timeframe. Projects are broken into a set of activities designed to fulfil the stated objectives. Examples of projects include the building of a house, the holding of an event like a party or even something as simple as completing a school assignment. Project Management requires the organisation of people, equipment and procedures in an appropriate way to get a project completed within a set timeframe and budget. A Project Manager is responsible for the coordination of all these resources in order to achieve the project objective Central Vista Project- New Parliament Building  https://economictimes.indiatimes.com/news/india/central-vista-project-in cluding-new-parliament-building-faced-several-court-cases/articleshow/1 00567688.cms?from=mdr  https://indianexpress.com/article/explained/indias-new-parliament-and-w hy-it-is-needed-8632565/  https://www.outlookindia.com/business/new-parliament-building-what-is- the-cost-of-modi-s-ambitious-central-vista-project-and-who-paid-for-it--ne ws-289284  https://centralvista.gov.in/myths-and-realities.php Project Management gone wrong  It was reported that the construction of a building costed up to four times the original project estimate. It is an example of a project executed in an atmosphere of delay and controversy, featuring not only an extraordinary budget blow-out but a court battle and the resignation of the chief Project Manager. The following need to be considered when planning a project Purpose and aim of the project Resources available both human and material Costing, human and time constraints The tasks, procedures or activities required to complete the project Project management techniques are used by organisations because they ensure that organisational objectives and system objectives are being met in a timely, accurate, relevant and complete manner. They provide a way of controlling people, resources and procedures, and clearly identify the tasks that must be completed and the desired completion time Example: Sydney Opera House, Montreal Olympic stadium, Three Gorges Dam, China, UK high speed 2 railway : https://www.youtube.com/watch?v=WIKsi2QSM_k Useless mega projects in the world: https://www.youtube.com/watch?v=on2yz8SN3fg&t=0s Most expensive construction mistakes in the world: https://www.youtube.com/watch?v=WVCOYUXkeKg&t=0s Insane megaprojects that were never built: https://www.youtube.com/watch?v=K1ax8lxUBEg&t=0s Project Management History Project Management is not a new concept. Even in the time of the Ancient Egyptians a form of project management was needed to coordinate the construction of the great pyramids. Modern project management tools were, however, not developed until the early 1900s with the creation of the GANTT chart method. Further refinement in project management tools came about in the 1950s with the development of the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). These three tools form the basis for documenting and managing the progress of projects. All of these tools produce graphical representations of projects, and all current project management software includes these components. Even before the time of the Pyramids humankind Interviews with a Project Manager  Vanessa Duis, 29, works as a Project Manager coordinating CD-ROM and Internet content. She works to extremely tight deadlines within a multimedia organization alongside a variety of developers, designers, film-makers, authors and editors. Read her comments about how Project Management techniques are used within the multimedia industry.  My initial background was working for a UK-based traveller's magazine. I used this experience working with written content to move into the multimedia and Internet industry.  In the last few years businesses have really started to see the importance of Project Management. If you scan any national newspaper you will find a number of jobs for people with Project Management skills. This was not the case a couple of years ago. Within the workforce contract work is becoming more common. This means that employees are more likely to work on short set projects that must be completed within a specific time frame. Project Management techniques are extremely useful for organising work when strict budgets and time frames are involved. I have decided to focus on upgrading my Project Management skills because I find that these skills are highly regarded in all industries, but especially in the field of any Internet-based or multimedia work.  The best Project Managers I have come across like to take a complex problem and to break it down into smaller, manageable components. They are highly organised and usually quite logical in their outlook to problems. You will find that most Project Managers have a "can do" approach; they understand that all problems have solutions.  Project Managers are often faced with very complex briefs. Sometimes projects can be broken down into hundreds or even thousands of tasks. This means that any project plan is extremely involved. Working in the multimedia industry you also find that the scope of projects can change on a daily basis. The other issue for Project Managers can be how to make a compromise between what senior management require from their employees and what is actually able to be completed in the time frames that they set. The whole process of Project Management is thus one of continual negotiation and re-negotiation.  Project Management sets boundaries and tasks that need to be followed to complete a project. However you cannot assume that your workforce is static. Once I was nearing the completion of a project and working to a very tight deadline when, unexpectedly, the whole company was restructured. As you can imagine this was extremely challenging, however the project was still completed on time and within budget.  I find GANTT charts to be the most useful tool for coordinating projects. I also track information in spreadsheets.  The IT industry is constantly changing. It evolves from day to day. Project Management techniques allow a means of keeping track of constantly changing information. With an industry that is in a constant state of flux I think it is quite understandable that these techniques have surfaced as a key to the completion of any project. Project Management Methodology This Information Technology resource reviews the phases of Project Management. Begin by drawing some preliminary conclusions about which phase is the most expensive. Why might this be the case? Which stage is least expensive? Use the graph below. There are several distinct phases or steps involved with managing a project. There are many versions of the phases described. Regardless of which version you read they will all encapsulate the following concepts: Phase 1: Investigation Once a project is defined, further research is needed in order to determine whether or not it is worthwhile pursuing. This phase  Involves the initial commissioning of the project  Involves the identification of the initial aim and goals  Involves investigation into the possible ways the project could be completed  Is undertaken by top level management or strategic planners  This phase would provide a project brief to the project team or project manager. Phase 2: Planning and Design  This phase is important as it provides the foundation for the following phases. The aim of this step is to ensure that the objectives can and will be met within the set time and budgetary constraints. This phase involves:  Defining the exact purpose of the project and clearly defining the objectives to be achieved  Breaking the project into tasks or activities and defining the purpose of each  Estimating the shortest and longest possible time required for each activity  Identifying milestones and key time markers in the project that keep the project on schedule  Determining the sequence of activities and any constraints affecting the sequence. For example, some tasks must be completed before other ones can start, or particular resources might be required for the activity. This also includes:  Deciding which activities should be completed before others can commence  Identifying activities that can be done simultaneously or must be done at the same time  Assigning resources, people, materials and equipment to activities  Estimating the cost of resources  Drawing up a calendar of events  The deliverables or final output of this phase could include: a)A project plan for management review b)A GANTT chart c)A PERT diagram, including Phase 3: Production During this phase the plan is put into operation. It ought to provide a completed project, ready to be 'handed over to' clients. Alternatively, it may end in a full implementation, i.e. at the end of an internal organisational project. This phase involves: Providing the resources Completing the activities Monitoring, controlling and recording the progress of the project on the GANTT chart Comparing the current progress to the planned schedule Updating and refining the schedule as required Monitoring resource use to ensure no budgetary blowout Ensuring milestones and overall goals are met Phase 4: Evaluation and Monitoring The initial part of this phase is the transferal or hand over of the project. Of course this project may not always have a single product as the final result. Either way, the objectives of the project at this point should be met. Once the project is transferred to the client the project team is 'decommissioned', reassigned new tasks or placed into new project teams. Some members of the group may be utilised in observing the full implementation of the project or in supporting or monitoring its implementation. Phase 4: Evaluation and Monitoring It is also at this point the management will assess the success of the project. This assessment is based on the elements of efficiency and effectiveness: Quality: How well it has met the objectives? What is the final quality of the product? Cost: Did the project stay within the budget specified and proposed use of resources? Time: Did the project finish on or before the specified date? Was it the shortest possible time for the project? Timeliness: Was the project completed in time for the information to be of use? Accuracy: Are there any errors in the product? Relevance: Does the project/product include only those elements required by the client? Completeness: Does the client have everything they need in order to do their work and make their decisions? Project Management requires the organization of three things: (1)__________, (2)__________ and (3)__________. Project managers are concerned with how to get a particular job done. The jobs, or projects, coordinated by project managers have set activities that are required to meet stated (4)__________. The first documented Project Management techniques were in the early 1900s with the development of the (5)__________ chart method. The principles of Project Management were refined further in the 1950s with the development of the (6)__________ Path Method (CPM) and the Program (7)__________ and (8)__________ Technique (PERT). Project management is characterised by four specific stages. These distinct steps are: (1) ………….…, Project management is characterised by four specific stages. These distinct steps are: (1)__________, Planning and (2)__________, (3)__________ and, lastly, Monitoring and (4)__________. During the Investigation phase the initial (5)__________ of the project takes place and goals and (6)__________ are identified. At the end of this phase a project (7)__________ is given to the project team or project manager. During the Planning and Design phase milestones and key time markers are identified to keep the project on (8)__________. It is also important during this phase to break the project into tasks or activities and to define the (9)__________of each. The Production phase should provide a (10)__________ project, ready to be 'handed over’ to clients. In the final phase of Project Management, the Evaluation and Monitoring phase, the (11)__________ of the project is assessed. The project is assessed based on (12)__________and (13)__________factors. 1. What is the role of a Project Manager? 2. Why are project management techniques used by organisations? 3. When were the first project management techniques documented? 4. Project management methodology has four distinct phases. What are they? 5. What does Phase 1, the Investigation phase of project management, involve? Who undertakes this phase? 6. List four steps in Phase 2, the Planning and Design Phase of project management. 7. What does Phase 3, the Production Phase of project management involve? 8. In the Evaluation and Monitoring phase of project management what questions might a Project Manager address? 9. https://alison.com/topic/learn/66918/project-management-toolset Some projects of interest  https://www.youtube.com/watch?v=K1ax8lxUBEg&t=0s  https://nitie.ac.in/pmgatishakti