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1. 2. 3. 4. 5. 6. 7. 8. 9. 10. What is a project? What is project management? Popular Project Management methodologies / standards The Project Life cycle Nine knowledge areas, starting with the 4 core Nine knowledge areas continued: the four facilitating areas and Integrating. Five Management Process Groups Main project constraints Benefits of Project Management Quick Summary of Module 1.
Video1: What is a project?
• • Welcome. Up front let you know my approach of educating is that I see myself as purely a facilitator of knowledge… I’ll endeavour to provide you with meaningful information in a variety of formats, thereby providing the right environment for you to learn about Project Management, but it is only in your exploration of that information, in sharing ideas through the forum and in utilising the suggested readings that you will enable your own learning. I’d also like to point out that this subject is a brief overview of Project Management only. It is not intended to cover all aspects, and nor could it in the limited time. Our aim is to give you an overview of the discipline so that you can decide whether you would like to pursue a career in project management and point out some possible pathways for you to do so. Let’s start with today’s module, which has 10 topics, the first of which is:
“What is a project”? • Most work we do fits into being either project work or ongoing operations o So what is a project? Projects are: • one-off, creating something unique, are temporary have specific start and end dates, have limited resources, involve uncertainty, and implement change.
Ongoing operations are:
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o o o o o
ongoing, repeat tasks staff are already familiar with, have resources permanently assigned to them and are the day to day duties of a workplace.
An example of both would be the building of a prototype for a new product to be mass produced by an organisation. The project would be conceiving, developing and creating the prototype which, if accepted in the closure phase as delivering a product that would benefit the organisation by being produced, could then transition from a project into the ongoing operation of mass producing it. • • Doesn’t mean once transitioned from project to ongoing operations, it will stay in ongoing operations. Development of a new version of the product will be a project. The Apple iPad is an example of this: o o o o • transition from invention -> prototype (a project) Mass production of first release(Ongoing operations ) Update of iPad to iPad 2 release (a project) …back to ongoing operations of mass production.
Evidence of projects being run goes back centuries. The Pyramids, the Roman aqueducts, the Great Wall of China. In the last century projects like the Hoover Dam, the Panama Canal, the English Channel Tunnel and the International Space Station are all famous examples. However projects aren’t just about building things. A project always creates something unique – that is why projects implement change, but that something isn’t just a “product” such as a building, a roadway, a tunnel or a computer. Projects can create: a product / an ability to perform a service / or a result. Examples of project outcomes that are not products include: o o o o o o o Apollo program getting a man on the moon <result> sending the first ‘email’ between geographically separate computers (seen by some as the birth of the Internet) <service> creating and getting legislation passed <result> establishing safety and health procedures for an organisation <service> running a research project <result> gaining ISO 9001:2008 Quality management systems accreditation <result and service> writing a thesis<result>
Many of us relate to projects not only because we become involved with them at work, but because we can associate major life events as projects. Some examples could be: o o o Gaining a qualification <result> Organising and getting married <result – tho some may call a service> Planning and going on a holiday e.g. driving around Australia <result>
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materials) o • Commonly the successful completion of a project will then be associated with the ‘deliverable’ requiring ‘ongoing operations’ to maintain it. require limited resources. have a finite start and end and create something unique – whether it is a new product. your holiday experience. In our own • Principles of Project Management – Module 1 Page 3 of 28 . people.o o • Building or renovating a home <product> Renovating a car <product> Have distinct start and end dates meaning that they are temporary endeavours Create something unique that implements change: Your degree which enables new career / job / remuneration choices. On an ongoing basis we will need to maintain and clean our home if we want to maintain its value and keep it habitable. The only example not requiring ongoing operations is our holiday driving around Australia – in its closure phase there may be a caravan to be sold and journals made up to document the journey and reflect on your experiences. but there is no specific deliverable that needs maintenance (unless you count maintaining your travel bug). Our newly renovated car will also need maintaining if we want it to stay at its newly renovated condition and keep it roadworthy. so learning about project management can give you useful information you can apply to and improve all areas of your life with! Just because you or your organisation has made a decision to initiate a project does not necessarily mean that effective management of the project will follow. with the personal goals above: o We will need to continue learning in the field of our qualification to make it meaningful. will implement change. increasing your life experience your home. a new service or a result. o o o • So what we can confidently say is that a project o o o o o • You can also accurately say that many of the most exciting things that happen in both your working life and your personal life are “projects”. involve uncertainty. However. providing a new plan to live your renovated car which provides a new mode for travelling. These should all: o o o Involve uncertainty as each project is unique and so you cannot know beforehand everything that will happen and be required (though project planning helps you to try and think of everything you can) Use limited resources (funds. maintaining and updating our knowledge (commonly known as Professional Development). though this is not always true.
Not surprisingly the same can be said of many organisations’ projects! • So in the next topic we will discuss what managing a project effectively is about. Post into the Forum information about a Project you have been involved in. o Before progressing to the next topic encourage to look at the Readings Tab. http://www.youtube. and project management (their description)". Max's Project Management Wisdom . portfolio.American resource for Project Managers. definition and planning.htm is an easy to read overview by Max Wideman about projects and project management. The You tube video of 40 years of great projects is especially worth looking at for inspiration. free site launched 2000. accessible for free from this site. Project Smart . Australian Institute of Project Management (AIPM) . https://www.com/watch?v=HrJiDIvE-8s (2011 PMI Project of the Year winner.the largest organisation of Project Management professionals in the world. with many Project Management resources. formed in 1976. Projects at Work .com/watch?feature=player_embedded&v=IQK4QN-NqgM (40 years of great projects) https://www. founded 2001 and "The online destination for leading-edge approaches and perspectives in program.com/pm_101/intro.youtube.Max Wideman was the author of the first PMBOK guide and has dedicated a lot of his time and effort to creating a wealth of information about Project Management.maxwideman.British resource. a water supply project) • • • • • Principles of Project Management – Module 1 Page 4 of 28 .personal projects too often we just ‘plunge in’ without careful thought. formed in 1969 and publishers of the PMBOK guide. o Useful Links VIDEO: • • WEB: • Project Management Institute (PMI) .the Australian organisation representing Project Management professionals in Australia.
or helped run. skills tools. that is agreed to by the key stakeholders such as the Project Sponsor.” PMBoK. Inc. time. also called the key stakeholders. Definitions of Project Management include: o o “The art and science of managing a project from inception to closure as evidenced by successful product delivery and transfer. • • o o o • If we keep to the short definition of Project Management being the managing of a project from its start to a successful outcome.the application of knowledge. and processes. 4th Ed. Start with clear definition of goal.” PMIS. This clear description forms what is called the Project Scope. Principles of Project Management – Module 1 Page 5 of 28 . Pennsylvania: Project Management Institute.managing a project from its start to a successful outcome.” British Standard BS6079 (1996) “…. Fourth Ed. obviously there will be a whole range of considerations to make. quality and performance. where extensive plans of all facets of project written with baselines established for scope. Considerations are: o Once an initial concept has been approved as being worth pursuing a clear description must be formed of what the project outcome will be. cost and quality expected. tools and techniques to apply to achieve this. What is true is that just participating in or running a project is not necessarily project managing it in the true sense of the term. M.” APMP (2000) References: Wideman. V3. (2002) Max Wideman Comparative Glossary of Project Management Terms. In length – there are various definitions we will look at.com/pmglossary/ PMI (2008) The guide to the Project Management Body Of Knowledge (PMBoK). While many people can claim to have run. (1997) “The planning. a project there are not so many that can honestly say that the project started with forming a clear description of its outcomes and after authorisation a team was formed that built plans that helped guide execution and establish a baseline to track performance against for every aspect of the project that may affect its ability to be successfully completed. and techniques to project activities to meet the project requirements. Think of it as a description of the end deliverable or the goal of the project. Project Manager and Project Customer or Client (if not also the Sponsor). formal authorisation to Project Manager to progress to developing project plans. When finished then move to finishing where handover is achieved. asses for feasibility and business case written. (2008) “The controlled implementation of defined change. These are the sort of skills that formal project management can teach you.1 Retrieved from http://maxwideman. monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to specified cost.Video 2: What is project management? • • In short . lessons learned documented and all documentation is archived for use and reference by future projects. Once developed move to execution where constant monitoring and controlling against the baselines established in the plan.
Because projects involve uncertainty and are better understood as they progress. resources and risk and quality. Human Resources. The continuous improvement of knowledge and information regarding the project. Cost. concerns and expectations listened to and addressed in ways that allow the project to progress as initially agreed. considered and implemented in the most efficient ways.The plan must be constructed to enable execution to run smoothly. all of which can affect each other and significantly impact the project’s success. At the end there needs to be closing processes to make sure all work on the project has been completed. it needs to be anticipated and planned for that changes will be required so that changes can be requested. Some stakeholders are defined as being ‘key’ and should include the Project Sponsor. This is achieved by having in place an Integrated Change Control system to manage requested changes. lessons learned documented and all documentation archived for use and reference by future projects. Note that “Stakeholders” can be defined as anyone impacted by the running of the project and its outcome (or who have a vested interest in the project outcome).o There needs to be a clear allocation of resources. time and budget to enable the project to be planned and executed. Without clear allocation of authority it is impossible to effectively manage a project. cost. Communications. We will look at these in greater detail in Topics 5 and 6. and the resulting refinements to the plans are referred to as “Progressive Elaboration”. Time. the deliverables formally verified and handed over. Scope. Throughout the project a balance needs to be continuously maintained between key constraints: scope. A Project Management Plan must be written that outlines what will be built (scope) in which sequence and time durations (time) using what resources (cost and procurement) and by whom (human resources). Processes: Having a clear project scope and objectives Using good project management processes Planning well and then tracking and reporting progress well • Research has found key success factors for projects include: o Principles of Project Management – Module 1 Page 6 of 28 . to defined standards (quality). time. Risk. Procurement. It should also consider assumptions and constraints that may affect the project (helping to identify potential project risks). Project Manager and his or her team. The document that is used to define this information and assign authority is commonly called the Project Charter. There also needs to be a clear line of authority / responsibility that enables these to be managed appropriately. Good communication must be maintained throughout the project to enable stakeholders to have their requirements. o o o o o o • PMBoK advocates that for a Project to be properly managed the Project Manager must understand nine key knowledge management areas which are: o Integration. be managed effectively and provide a means for measuring project progress against once the project moves to the execution phase. Monitoring and controlling are important throughout execution to check the execution of the project against the plans early agreed to. Client and end users. Quality.
• Useful Links VIDEO: • • • • WEB: • Project Management Institute (PMI) . • • • • • • • Principles of Project Management – Module 1 Page 7 of 28 . Max's Project Management Wisdom . founded 2001 and "The online destination for leading-edge approaches and perspectives in program.o People: Having well trained.com/watch?v=4n0kVSxV8-8 (What is Project Management in simple outline) https://www.British resource.htm is an easy to read overview by Max Wideman about projects and project management.the largest organisation of Project Management professionals in the world. how.youtube. http://www.Max Wideman was the author of the first PMBOK guide and has dedicated a lot of his time and effort to creating a wealth of information about Project Management.com/watch?v=GcR-wpSzr4Y A simple 5 step process example of how to manage a project: why.org/wiki/List_of_project_management_topics http://www. formed in 1969 and publishers of the PMBOK guide. experienced Project Managers Having Stakeholder & management support Involving end users at the concept and planning stages Realistic expectations Communicating well Emotional Maturity o Attitude: • Before progressing to the next topic encourage to look at the Readings Tab. http://en. Australian Institute of Project Management (AIPM) .American resource for Project Managers. I particularly recommend exploring the Max Wideman website and reading his explanation of projects and how to manage them.com/watch?feature=player_embedded&v=r5qFLd1u0XQ (An Idiots Guide to Project Management) The basics. accessible for free from this site. http://www. formed in 1976. https://www.com/watch?v=9LSnINglkQA Simple. portfolio.the Australian organisation representing Project Management professionals in Australia.com/pm_101/intro.com/papers/framework/intro.youtube. what.youtube. with many Project Management resources. (their description)". who. http://www.maxwideman. Project Smart . cartoon overview of Project Management.htm is a more sophisticated explanation of project management by Mr Wideman. Make a post about stories of where you have experienced or seen project management processes poorly used. and project management.maxwideman.youtube. free site launched 2000. Projects at Work .wikipedia. tracking.
execute. 2008 with the fifth edition due to be released in 2013. Time. Each process has inputs (e. The latest edition was released as A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition on December 21. Human Resources.S. It is expected that progressive elaboration throughout the project’s life will continuously improve the project plan.g. PMBOK was first published as a white paper in 1983 and the first edition was published in 1996. as well as investigate other methods of managing projects. In this topic I’ve selected a few to discuss and you can do a lot more research on each of them on the internet. Grew in popularity outside this Agency and across other environments PMBoK by PMI o o o o o o o • PRINCE2 o o Principles of Project Management – Module 1 Page 8 of 28 . guides and methodologies for helping you to successfully manage projects. It identifies nine knowledge areas that are applicable to the majority of projects and that we will look at in greater detail in the following topics.). iterating required processes so that greater detail and accuracy will be attained. plans etc. The readings at the end of the topic will help you find more information. Communication. which is a not-for-profit professional institute formed back in 1969 in the U. plan. documents) and uses tools and techniques (mechanisms applied to the inputs) to produce outputs (documents. It is a process based management standard that sees a project as being managed by 42 processes that are grouped into five groups (initiate. Quality. Risk and Procurement and we will look at them in further detail in Topics 5 and 6. monitor and control and lastly closing). They are: Integration. with PMI chapters set up in 180+ countries and the Project Management Institute boasts 650 000+ members. Scope. Cost.Video 3: Popular Project Management methodologies / standards Important to recognise there are a range of standards. There are also a number of methodologies that apply to only some aspects of managing a project. plans. Stands for Projects IN Controlled Environments and is a methodology rather than a standard Originated in the UK Government’s Central Computer and Telecommunications Agency (CCTA) in 1989 (incorrectly stated as 1986 in video).A. Widely used in the USA. • The four we will discuss are: o o o o • PMBoK by PMI Prince2 Critical Chain Project Management ISO 21500 Stands for Project Management Body of Knowledge and is a recognised standard (ANSI/PMI 99-001-2008 and IEEE 1490-2011) Originated by the Project Management Institute.
quality. would push the project end date out.and so was released in 1996 as a generic project management methodology called PRINCE2 which was widely adopted. manage by stages. Developed by Dr Eli Goldratt and first described in his 1997 “Theory of Constraints” book. controlling. executing and managing projects in single and multi-project environments” GOLDRATT UK (2007) Reverses the traditional method of project planning by emphasising estimating of durations and task sequencing to instead place emphasis on resource estimation and planning. Developed as a response to the number of projects suffering from poor performance. The standard was built with a desire to produce a universal interpretation (and terminology) of project management that would suite any size or type of project in any organisation. risk. 7 processes and project environment. Widely used in the UK. initiating. o o • Critical Chain Project Management (CCPM) o o o o o o • ISO 21500:2012 o Principles of Project Management – Module 1 Page 9 of 28 . ISO 21500:2012. defined roles and responsibilities. Western Europe and Australia. recognising that previously there has been a number of methodologies that have become popular in different geographic regions. The 7 processes are starting. The 7 principles are continued business justification. which is “the longest chain [not path] of dependant resources” GOLDRATT UK(2007) – as opposed to the Critical Path which is the longest path through the project’ work packages. Uses a system of “safety buffers” for the project (at its end). Guidance on project management is a new standard published on the 3rd September 2012 that has been worked on since 2007. and final delivery stage. Provides a method of planning and managing projects rather than providing a whole of life-cycle guide. and tailor to suit project environment. that if any were to run late. directing. initiating. managing stage boundaries and product delivery as well as closing the project. feeding buffers and resource buffers to allow for change and absorb variations or uncertainties allowing teams to attempt to achieve work in the shortest possible times but allowing padding to reduce the risk of overruns. 7 themes. The 7 processes are applied across a life cycle of pre-project. The 7 themes are business case. manage by exception. Works by calculating a critical chain for the project. Can be adopted by organisations already using other project management methodologies with the intention of further improving performance by shortening time taken to run projects. It is a process driven management method that uses 4 integrated elements: 7 principles. Described as “a methodology for planning. plans. learn from experience. organisation. o o o o o The latest version was released as PRINCE2:2009 Refresh in 2009 with significant changes made to adapt it to newer business environments. focus on products. change and progress. delivery.
That is why we talk about “modern project management”. as PMI played a leadership role in its formation. but formal ways of managing them have been quite recently developed – in only the last 60 to 70 years! NOTE also that the advent of increasing numbers of mass projects being run around the world by global companies has also coincided with the advent and development of modern PM.” Benefits listed by ISO include encouraging transfer of project knowledge between projects and organisations to improve delivery. planning. If you search the Internet you will find organisations such as NASA and many Government bodies set up web pages to provide Project Management advice. implementing. Up until then projects were certainly being conceived and executed. Similarly to PMBOK ISO 21500 is process based with five groupings of processes titled Initiating. o o o • NOTE that all these standards and methodologies are relatively new – the oldest of the ones listed above is the PMBOK published in 1983 as a white paper! In fact it wasn’t really until the 1950s that people started talking about “project management”. This term recognises projects have been happening for a very long term. 4th Edition. why they made that choice.o The Chair of the ISO project committee that developed the new standard. and if you know. • • • • • Principles of Project Management – Module 1 Page 10 of 28 . Miles Shepherd says: “ISO 21500 enables people in any organization to understand how the discipline fits into a business environment. enabling greater flexibility for project management employees allowing them to work on international projects and providing universal principles and processes. It is also intended to be used as a basic guide. and with sections of PMBoK used as its foundation. Most important is adopting and then following a structured and well defined methodology/standard throughout the project lifecycle – regardless of which one it is. In this Subject we will most closely follow the standard defined by PMI – the PMBoK. Some founding principles had been laid by people like Henry Gantt (you’ll learn about Gantt charts later) back at the end of the 19th Century but not until the 50s were scheduling techniques such as Critical Part Method and "Program Evaluation and Review Technique” – or PERT invented and used. especially as they often provide useful templates and guides that anyone can take advantage of. aimed at the informed reader without an in-depth knowledge of project management. It is interesting to look at the various government agencies that have published methodologies adapted for their specific needs. but a systematic method of running projects had not been formed. Try a forum post about the method/standard your organisation uses. controlling and closing. Before progressing to the next topic encourage to look at the Readings Tab. There is a close alignment with PMBOK. assisting efficient tendering processes by using consistent terminology. While we have listed a few examples in this topic. many organisations actually adapt from one or more of these methodologies or standards to develop their own versions to suit their own organisational environment and discipline. templates and procedures for their employees. being the secretariat for that ISO committee that developed it.
projectsmart.iso.gov/offices/oce/appel/ http://energy.uk/history-of-project-management.com.simplilearn.org/iso/home/news_index/news_archive/news. http://www.html http://www.html .co.tas.org/About-Us.org/wiki/Critical_chain_project_management http://www.wikipedia. http://en.aspx Has PMI Overview video outlining the value of PMI’s work • • • • • • • Principles of Project Management – Module 1 Page 11 of 28 .The History of PRINCE2 by Duncan Haughey.sybena.cabinetoffice.wikipedia.gov.prince-officialsite.org/wiki/A_Guide_to_the_Project_Management_Body_of_Knowle dge http://en.org/wiki/Prince2 http://en.mosaicprojects.pmi. http://www. http://www.org/ConfProceedings/011/FullPapers/011-0754.pomsmeetings.co.org/ http://www.Useful Links VIDEO: • • • WEB: • • • • • • • • • • • http://www.au/Resources_Papers_050.com/ http://www.com/watch?v=BRMDCRPGYBE Video outlining briefly CCPM by Dr Lisa Lang http://www.au/project_management http://www.htm?csnumber=50 003 http://www.iso.pdf Paper on Critical Chain Project Management Theory and Practice presented at POMS 20th Annual Conference.“The Origins of Modern Project Management” by Patrick Weaver PMP.pmi.html a hyperlinked article that covers the subject title “History of Project Management: How Project Management Developed” by Sandro Azzopardi.egovernment.gov.htm?refid=Ref1662 http://www.pl/dokumenty/ISO-21500-and-PMBoK-Guide. FAICD.html .org/iso/home/store/catalogue_tc/catalogue_detail.uk/resources/critical_chain/index.pdf provides a comparison between the 2011 draft of ISO 21500 and PMBOK 4th Edition.gov/management/office-management/operationalmanagement/project-management/policy-and-guidance http://www.Video explaining how PRINCE2 works http://www.uk/history-of-prince2.co.com/free-resources/prince2-structure .youtube.uk/resource-library/best-practice-and-methodologyprojects-programmes-and-portfolios http://www. FCIOB http://www.goldratt.wikipedia.nasa.projectsmart.
Variance analysis examines any variance between the plans and the actual progress and can act as a trigger for action to be taken to either agree to changes being made or to actions being taken to bring the project execution back into alignment with the plan. During this phase work is not only performed but measured at regular intervals and compared back to the baseline documents in the Project Management Plan. risk and required procurement procedures and resulting in a formal Project Management Plan which will be the “go-to” document for the entire project once execution begins. dragging out to longer o o o Principles of Project Management – Module 1 Page 12 of 28 . As research illustrates both a great deal of time and money has been wasted on projects that are eventually closed. Again. The plan not only directs execution. At the end of the Concept stage there needs to be a formal document that is appraised and approved if the project is judged worth progressing to development. at the end of developing the Project Management Plan it is worthwhile key stakeholders reassessing the project’s value now much more detail is known about it and approval granted to proceed if it still meets its objectives. and final delivery stage Different names but they all mean similar things: Concept>Develop>Execute>Finish is an easy to remember naming system we will use in this SUBJECT because you just need to remember C-D-E-F. A Project Charter is the name of the document PMBoK espouses is signed off on at the end of the Concept phase – but it may also be a business case or contract. or have another name. practitioners need to become not only better at running projects – they also need to get better at recognising when it is appropriate to close them. a business case formally proposed and a commitment made by the key stakeholders to progress to Developing a plan. cost. If careful monitoring of progress and steps to control any variations are not taken the danger is that the project will become stuck in the execution phase. investigated for feasibility. It is where the actual work of creating the project deliverables is kicked-off and done. Concept is where the project is conceived. further developing the project’s scope. resources. Execute is where the Project Management Plan is put into action. is actually linear – you don’t want your projects going in circles. time. Prince uses pre-project. However it is worthwhile distinguishing the major phases a project progresses through as different processes are appropriate to them and by delineating the boundaries between the phases useful milestones can be formed where the key project stakeholders can reflect on the project’s progress. without it would be impossible to track progress. quality. While called a ‘life cycle’ project management. delivery. What is important is that there is a document that describes the project and which agreement to will provide a formal authority to the project manager to begin the development stage of the Project. Develop is where the agreed project outline from the Charter is fleshed out into firm plans. o o o PMBoK refers to a project life cycle as having four main phases: Starting > Operating & preparing > Carrying out work and Closing. initiating. communication. continuing relevance to its original business case and form a considered position on whether the project should be allowed to continue or should be closed.Video 4: The Project Life cycle • This term is used to refer to the progression of a project through a number of phases from its inception to its close. like life.
htm is an easy to read overview by Max Wideman about projects and project management. It involves the formal verification and acceptance of the project goal (hand-over to the end client.maxwideman. Have a look at the YouTube videos on project life cycles – the first explains PMBoK’s life cycle and the second one looks at how they may vary between industries.maxwideman. to act as a reference for similar projects run by the organisation in the future.com/papers/framework/intro.youtube. identifying lessons learned throughout the project and noting recommendations for future projects for possible improved processes. The closure or finishing stage is too often overlooked or simplified to just a handover of the main project goal. phases and process groups http://www. It also involves closing procurements. It’s also a good excuse for a celebration! o o • Before progressing to the next topic encourage to look at the Readings Tab. 2 in the Concept phase.com/watch?v=iVSXB7mMfpw Project life cycle.wikipedia.youtube. http://www. who may also be the Sponsor). http://www.htm article on four phases of project life cycle http://en. Very important that all documentation for the project be archived (and are easily accessible).com/watch?v=w_Xu1QupXY4 Project life cycle phases. However. Post-project reviews may also be held sometime after hand-over to determine customer acceptance and satisfaction as the success of some projects will not be able to be assessed until their results have been in use for some time. 18 during Execution and a final 2 during finishing. In moving through this life cycle there should have been the 42 PMBoK (Ed. redeploying staff if needed and archiving all project documentation in a way that can be easily accessed for informing future projects. o Finishing is not just a single act.com/pm_101/intro.and longer timelines and consuming more and more money. USEFUL LINKS VIDEO: • • WEB: • • • • http://www. 20 during Development (where the Plan is built). It also includes formal documentation of the Team’s reflections.org/wiki/List_of_project_management_topics .Lists all the topics Wikipedia has on project management http://www. so monitoring and controlling processes are vital through this phase of the project. thereby adding to the continuous improvement of project management within the organisation that the project has been run in.com/papers/managing/lifecycle. and draw from these reflections documented “lessons learned” that can then inform future projects.maxwideman. 4) processes applied to manage the project. differing on discipline Principles of Project Management – Module 1 Page 13 of 28 .htm is a more sophisticated explanation on the same website. if closure is correctly managed it will also provide opportunity for the Project Manager and their team to reflect on the project and the processes used to manage it. It is the winding up of all processes and areas employed by the Project Team to carry out the work of the project.
size and type. PRODUCT scope is the description (or specifications) of the project deliverables where PROJECT scope is the work required to create them. Time. They are: To start off: collecting requirements (which is working out what the stakeholders need the project to deliver). When defining the scope both PRODUCT and PROJECT scope should be considered. Time. Quality • • Knowledge areas are the areas identified by PMBoK as being necessary for a project manager to understand and be able to manage projects effectively. 4 recommends be used for managing time. if baking a cake. Risk and Procurement. As an example. Cost. where the WBS created for the Scope is broken down further to individual work activities (or tasks). verifying scope by making sure that the project sponsor / customer signs off on deliverables as completed and controlling scope by monitoring and managing changes where required to keep the project ‘on scope’. Quality. Focuses on setting up a timeline for the project and managing activities to keep them on schedule. Scope.Video 5: Nine knowledge areas: Part 1: Core areas: Scope. budget (cost) and agreed quality. Cost. followed by estimating resources and durations so that • • • o o • Time management o o o Principles of Project Management – Module 1 Page 14 of 28 . There are 9 knowledge areas in total: Integration. Human Resources. sequencing activities in the most efficient way based on their relationships to each other (for instance does one activity need to end before the next starts or can they be done in parallel). as this provides the description of the work for how to bake the cake. There are six processes PMBoK Ed. Communication. the project scope being the work required to create the product to its agreed scope. Processes include defining activities. Core areas are what you must define and plan as soon as possible for effective management as each has a direct effect on the others. the product scope would be the specifics such as ingredients list. creating the Work Breakdown Structure (WBS) – which is a hierarchical listing that breaks the main project goal down into the work packages (or sub-deliverables) required to accomplish the end objective. defining the scope (by building as clear and unambiguous description as possible that is agreed to by key stakeholders). Core knowledge areas are the main functions of project management and also represent the main constraints of managing a project – the scope. Both product and project scope should be identified – the product scope being the specifications / features for the project’s key deliverable. Five management processes are used in scope management according to PMBoK Edition 4. Scope management o o Where primarily both what work is required to achieve the project goal as well as what work is not required is firstly defined and then controlled throughout. where the project scope would be the recipe method. the time.
Processes involved start with estimating costs. which often happens in an iterative fashion from rough order of magnitude (or ROM) estimates. as well as performing quality control which is where results of quality activities are recorded and monitored to check performance and recommend any necessary changes to improve quality outcomes. equipment and supplies required can be worked out followed by the duration to perform each work activity given the availability of the resources. knowing the type of oven you have available to bake a cake can have a direct impact on how long it takes to bake it. o Processes used start by planning quality by identifying requirements and formalising them into a quality management plan that documents how compliance will be demonstrated. The main focus is to create a budget from authorised estimates that can then be used to control costs throughout. equipment. o • Cost management o • • There are three processes described for managing project cost. Resources fall into main categories of people. Principles of Project Management – Module 1 Page 15 of 28 .materials. Central to modern quality management is the aim to continuously improve processes ensuring the right environment and organisational culture to attain quality outcomes.the four core areas we have just looked at. so you need to know them before estimating durations. which sets the baseline from which to control the costs throughout the project’s execution by monitoring and making changes where required. followed by performing quality assurance to audit that the results from quality control measurements match requirements and appropriate standards are being followed. and managing changes throughout. From this information a schedule will be developed that can then be used to control schedule by tracking and monitoring against. Quality management o Where the requirements for quality of both processes and products are defined as early as possible in the project’s life so that they can be planned for and controlled throughout. Plan as early as possible in the project for both the quality of the product produced and the quality of the processes to use while building it so you can assure during execution the standards are being met. materials or supplies. For example. o Resources are estimated under Time Management because they do have an impact on how long it will take to do tasks. o • In the next topic we will look at the four knowledge areas that help facilitate – or enable . • • • • There are three processes used for quality management. Quality is very important because there is a direct correlation between quality outcomes and customer satisfaction. people. followed by the determining of the budget which can be most accurately derived by adding up the estimated costs of the individual work activities to set up an agreed and authorised cost baseline. An effective way to determine a budget is to work out the cost of every activity that you worked out under Time Management (including resources and time duration estimates) and add them all up to get a total cost for the budget. Max Wideman suggests the four core areas as being the areas that a project planning should start with (being Scope.
com/papers/framework/intro. • Before progressing to the next topic encourage to look at the Readings Tab. http://www. Cost) and the four facilitating areas of Communication. http://www.com/definitions/p/project-managementknowledge-area/ An index to information on each knowledge area.htm discussed Max Wideman’s take on project management. • Useful Links VIDEO: • • WEB: • • http://blog. A useful site for PM terms with brief explanations. The Project Management Knowledge website is worth bookmarking as it has a great catalogue of Project Management terms in relation to PMBoK that provides good clear definitions usefully hyperlinked to further information.com/introduction-to-the-nine-project-management-knowledgeareas/ Good introduction to all 9.com/watch?v=IKFQgCxGmh0 Overview of process groups and knowledge areas. http://www. Procurement. • Principles of Project Management – Module 1 Page 16 of 28 . Do a Forum post of your observations of the importance of quality within a project.simcrest. including the 9 knowledge areas and how they are applied. http://project-management-knowledge.youtube.maxwideman. finishing with the core areas. Time .youtube. H/R and Risk as being the order it should be managed in.Quality.com/watch?v=i4l2clRCrmo Knowledge Areas and Process Groups is a fairly dry but accurate explanation of these.
collect. risk assessment is important. o Processes for managing communication are identifying the stakeholders (so you know who to communicate to). There are four processes identified for managing human resources in a project. providing feedback. acquiring the project team. managing stakeholder expectations (communicating with relevant stakeholders throughout project execution and dealing with any issues as they arise) and finally reporting performance (so stakeholders are kept informed of project • • Principles of Project Management – Module 1 Page 17 of 28 . For instance. Everyone knows that having the right people for the job increases the likelihood of it being properly performed. distribute. Time and Quality are the main four constraints all projects operate within. Human Resources management o o o Where you organise. reporting relationships and includes the staff management plan). procurement and risk management knowledge areas also. to obtain external resources procurement will be needed and to keep the project running smoothly. retrieve and archive project information. but managing people is a lot more than simply choosing the right people. store. human resource. developing the team (including improving the team environment) and finally managing the Project team by tracking performance. resolving issues and managing changes where required to improve project performance. • o • • Communication management In business as in life much misunderstanding and conflict can be generated by poor communication. planning communications (working out how you will approach communication).Video 6: Nine knowledge areas: Part 2: Four facilitating areas + Integrating. The processes for managing HR are developing an HR Plan (which identifies project roles. There are five described processes for managing communication according to PMBoK Edition 4. Balancing them is a key function of the Project Manager and to be able to do so the PM will need to understand communication. For this reason any of us should be able to recognise good communication management as being an important tool for a Project Manager! Communication Management is where you aim to generate. to get the work of the project done you will need a team assigned. You also need to build a team culture that will help you get the best possible performance from a group of individuals. • The four core areas we discussed in Topic 5 of Scope. Facilitating knowledge areas enable the core functions to be managed effectively. distributing information (relevant information to the right people in the agreed manner). Cost. To get all stakeholders understanding each other and coming to agreement on core project specifications good communication will be required. just as good communicators tend to be able to keep both their life and jobs running smoothly by being able to keep stakeholders correctly informed and by being able to effectively explain their decisions and actions. responsibilities. needed skills. manage and lead the project team.
Where you purchase or acquire externally to the team: services. and getting a project correctly closed is unlikely to happen if the sponsor and client are unaware of how project performance is progressing! • Risk management o o Focuses on seeking to increase the likelihood and impact of positive events and reduce the likelihood and impact of negative events. when running a project anything uncertain that may occur in the future of the project should be assessed for its likelihood and ways determined to decrease impact – if it eventuates – for negative risks. or enhance impact if a potential positive risk. Because the effectiveness of contracts – which are legally binding documents – is so vital to procuring the correct products and / or services. monitoring. Reporting performance accurately to the correct stakeholders will allow them to “keep the pulse” of the project and interject and follow up where any serious variances are identified. Both these areas will need to be determined before you plan procurements.progress and it is able to be measured against the planned performance). and you can’t do that until there is a clear picture of what needs to be procured. selecting seller(s) and awarding contracts). There are four processes identified in PMBoK 4th Edition for managing procurements. conducting procurements (getting seller responses. planning responses (working out options to use to enhance opportunities and reduce threats) and finally monitor and control risks (during project execution implementing risk responses and tracking. performing quantitative analysis (numerically analysing effect of risks on the project). administering procurements. and in large o o • Procurement management o o o o Principles of Project Management – Module 1 Page 18 of 28 . evaluating as well as identifying any new risks throughout). Process for managing risk start with planning risk management (working out how risk management will be directed). including managing procurement relationships. monitoring contract performance and changing / correcting if required. Processes for managing procurement include planning procurements (identifying suppliers and documenting how purchases will be performed and decided on). identifying risks (listing unplanned events of both potential positive and negative affect). performing qualitative assessment (working out probability and impact and using to prioritize for further action). As part of Time management you will work out what resources are required for your project and during Human resource management you will acquire a team that has the skills identified as being required for the project work. Many of us associate RISK with negative connotations – risk takers are people that take unacceptable risks! However a bit more thought should tell you that many of the world’s best business people are inherently risk takers! Running a project itself represents a risk – the project may fail. So risks may be just as positive as they may be negative. results and/or products and manage contracts if required for the project. As we discussed in an earlier topic being able to identify projects that should be closed as also an important skill to develop. There are six processes that are outlined for managing risks in a project. In the spirit of nothing ventured nothing gained. as this is where you will control outsourcing and manage supplier contracts. Finally you need to close procurements.
time. The Project Manager however. This is where the main work of the Project Manager lies. cost. quality. in short. reviews and regulates the project progress as defined in the PM plan and performing integrated change control where requests for changes to the project are reviewed. procurement management requires its own skill sets and management processes to ensure procuring is properly performed. as to perform effective integration management you will need a sound understanding of the other eight! Consists of six management processes. service or result to its intended recipient(s). followed by development of the Project Management Plan. • Integration management o The final knowledge area we will examine is Integration management. The Project Manager may not have been appointed at the time the Project Charter is drawn up but it is always preferable that they are. and so their input to it can greatly increase the buy-in of the PM and the team they will lead. monitored and controlled over the entire project life cycle of concept > develop > execute and finishing! For project team members they may only require in depth knowledge of a few of these knowledge areas and may only be involved for a number of project phases. which is not described as either a core or facilitating knowledge area because it is an overarching knowledge area and coordinates the other 8. not necessarily the entire project. HR. planned for and executed. o o o o o • So. Often listed as the first knowledge area but this denotes importance – not the order to learn about first. as it is where all the 8 separate threads of knowledge are drawn together in a cohesive manner and documentation created to manage the project. This is an overarching document that outlines how all the subsidiary plans created for each of the other knowledge areas will be defined. What is most important is that the signatories to it include the person that has the correct authority to fund the project (which should be the Project Sponsor). According to PMBoK the Sponsor will either create the Charter or delegate its creation to the PM. Key processes include developing the project charter. will need a sound Principles of Project Management – Module 1 Page 19 of 28 . Developing the charter and management plan means the PM will have a great understanding of everything required for the project to successfully run. Finally the project phase and/or project is closed resulting in the handover of the final product. Once the plan is completed execution may begin which requires the directing and managing of project execution according to the Project Management Plan. which is the document that formally authorises the project and contains the initial requirements of key stakeholders. being informed about the nine knowledge areas of: scope. The other processes ensure that at all times of the project the PM is effectively in charge and overseeing the progress of the project through to an organised handover and close-down of the project. including the monitoring and controlling of project work which tracks. communications.multi-faceted projects many sub-sections of the project work may need to be outsourced by the organisation running the project. risks and procurement will make sure every area of a project is investigated. prepared. as it is this initial definition of the Project that they will have to manage. integrated and co-ordinated. and performing integrated change control ensures any alterations to the plan are also understood and managed effectively by the PM.
understanding of all nine and should be involved throughout the entire project life cycle! • Before progressing to the next topic encourage to look at the Readings Tab. http://project-management-knowledge.htm discussed Max Wideman’s take on project management.maxwideman. Principles of Project Management – Module 1 Page 20 of 28 . http://www.youtube.com/watch?v=i4l2clRCrmo Knowledge Areas and Process Groups is a fairly dry but accurate explanation of these. A useful site for PM terms with brief explanations. http://www.com/introduction-to-the-nine-project-management-knowledgeareas/ Good introduction to all 9. WEB: • • • http://blog. including the 9 knowledge areas and how they are applied.com/watch?v=IKFQgCxGmh0 Overview of process groups and knowledge areas.simcrest. Useful Links VIDEO: • • http://www. Have a look at the SimCrest ERP Round Table Blog – it is a nice overview of all nine areas and links to some more in depth explanations of five of the areas.com/definitions/p/project-managementknowledge-area/ An index to information on each knowledge area.com/papers/framework/intro.youtube.
identify any areas in which changes to the plan are required. • Planning: this group of processes is all to do with planning the project or project phase. They are Initiating. However. and regulate the progress and performance of the project. Planning. Executing. they are can also be repeated across phases of your project as well. For simplicity these 42 processes are ‘bracketed’ into five groups. These five groups can be seen as managing your project throughout its entire life cycle (CDEF).Video 7: Five Management Process Groups: Firstly you need to recognise that there are actually 42 management processes that are recommended by PMBoK for use in managing a project. review. refining objectives and defining the course of action to take to enable the project to deliver the results it was undertaken for. Specific initiating processes identified by PMBoK 4th Edition are: developing the project charter (from Integration management) and Identifying Stakeholders from the Communication management knowledge area. We will look at them during the last Module which examines the Executing and Finishing phases of a project’s life. Principles of Project Management – Module 1 Page 21 of 28 . Quality. o Initiating: these processes are used to define a new project or a new phase of a project. Communication and Procurement management knowledge areas. HR. o Executing includes 8 processes identified by PMBoK 4th Edition which are divided between the Integration. If proper authorisation has not been granted there will be no authority for resources and funds to be expended by the project. which looks at the Planning phase of the project life cycle. o Monitoring and controlling processes identified by PMBoK 4th Edition are required for every knowledge area except Human Resources and total 10 separate processes that we will cover in Module Four. including defining the project’s exact scope (work to be done).ones that are needed to “track. • Monitoring & Controlling: processes are – in the words of PMBoK . In other words while performing work on a project check what is being performed and control any necessary changes to keep the work on plan. They help you to get authorisation to proceed. • In the topics on the nine knowledge areas we have briefly mentioned all 42 processes used for each knowledge area. • Executing: are processes to do with getting the actual project work done as defined in the project management plan in a way that meets the agreed project specifications. Too numerous to list here but we will cover them in Module 3 in more detail. • Closing: Specific closing processes identified by PMBoK 4th Edition are: closing the project – or phase (from Integration management) and Closing Procurements from the Procurement management knowledge area. and initiate the corresponding changes”. so initiating a project properly is very important. o There are 20 specific planning processes identified by PMBoK 4th that belong to every knowledge area. These are all processes belonging to the five process groups. Monitor & Controlling and lastly Closing.
Finish). http://www. executing. monitor and controlling and closing process groups should be run for each phase.youtube. Planning. executing. Develop. there may be a decision made to split the project into several phases – you may think of these as sub-projects if you like. Execute.com/watch?v=U03o3zA0r-w preparation for PMP Certification.com/watch?v=IKFQgCxGmh0 Overview of process groups and knowledge areas. • • • • Useful Links VIDEO: • • • • WEB: • • http://www. http://www. This assists in progressive elaboration of the project management plan. and can be iterative and may be repeated and actually applied across phases of the project rather than its entire lifecycle. for effective management.youtube. being re-assessed and formally closed before unnecessary time and money is spent on them. http://www. this will assist in projects that are no longer appropriate to the needs of the organisation. monitoring and controlling and closing of a project! Before progressing to the next topic encourage to look at the Readings Tab. executing and monitoring & controlling processes may need to be repeated to properly integrate the better understood definition. This means that as more detail is understood planning. In complex projects. executed and monitor & controlled.• Don’t confuse the five process groups with the four life-cycle phases (Concept. Principles of Project Management – Module 1 Page 22 of 28 . This also provides ideal opportunity for key stakeholders to assess each sub-project as a standalone project as well as reassessing the overall project.youtube. planning. http://www. as the project evolves more details will become apparent that will require further detail to be added to them.net/trumpetinteractive/pmbok4-processesccsanc#btnNext visualisation of processes and their knowledge areas and path through project. which is a recognition that while plans must be created as accurately as possible before the project executes. or which can no longer meet their requirements.slideshare. The five process groups can also be run more than once in a project.slideshare. The life-cycle covers the period of time from the very start of the project (its inception) through to its eventual close. allowing for a greater level of scrutiny and more checks and balances to be built in.net/guestfe6ad/project-management-process-groups-andknowledge-areas#btnNext useful display of process groups and knowledge areas. Again. planning. The five process groups are how you manage the project. Have a look at the Slideshare shows – they overview the five process groups well. If you have broken a large project into a number of sub-projects it then makes sense that the initiating. executing and monitoring & controlling are usually iterative as the progress of the project is likely to coincide with better understanding of requirements which then need incorporating into the overall plan. Covers 5 project process groups.com/watch?v=JoFFCnYMPbc process groups for single-phase project http://www. To return to our question of “What is Project Management?” We could also say it is the proficient initiating.youtube.com/watch?v=i4l2clRCrmo Knowledge Areas and Process Groups is a fairly dry but accurate explanation of these.
just as less time means that not as much quality assurance may be performed. who may then end up taking more time because their skills are not as good. and think about either the scope. thereby reducing quality outcomes. cost. time. For a number of years many people have preferred to refer to a ‘tetrad’ or four constraints of project management as being ‘scope. cost or quality there is a fair chance that it has been impacted by one of these constraints. If a project has gone off target. However newer definitions. time. Having made an initial agreement in the Concept stage of what the project encompasses it is very important to consider how any requested changes to that initial agreement will alter the project constraints. and quality are also constraints on how the project runs? The balancing of these constraints is an important part of managing a project correctly. They are seen as a ‘triple constraint’ because any change in scope. Commonly this is shown as the triangle with ‘quality’ in the middle. Explaining how a change in scope may then require more money or time. as letting one constraint have too much attention means that you will create problems for the project in others. won’t also require an outlay of more time and cost. Similarly a significant reduction in the time allowed for a project is going to directly affect the amount of work the team will be able to produce which may reduce costs as less work is done.or both may well make your sponsor reconsider the importance of the change. such as in PMBoK Ed 4. time and cost are likely to have an overall impact on quality. quality’. being scope. resources and risk. Remember in the topic on the nine knowledge areas we discussed how the four core knowledge areas of scope. or budget will have a reflective effect on the other two. Chances are you will also recognise that Quality is likely to be affected too – more money could equal better quality (more expensive) materials and/or services. The constraints can be used as a tool to explain to project sponsors how a change they (or the client or end user) believes necessary may have unintended consequences elsewhere. or possibly increase costs as more work is outsourced or purchased.Video 8: Main project constraints • • What is a constraint? It is something that limits the running of the project. In a perfect world equal emphasis would be placed on all four of these. it is recognised that there are other common constraints such as quality. whether it be by creating a bottleneck a limitation or a restriction. Traditionally projects have been referred to as having a “Triple Constraint” of scope. For instance it is not sensible to believe that the scope of work / specifications for a project. All projects are constrained by multiple factors that also have an impact on each other. budget. or they are having to perform an automated function in a manual way. quality. if changed significantly. cost. time. If the agreed budget is suddenly lessened there is a fair chance that the scope of the project will need to be reduced which may then also reduce the time spent on the project. If you take some time out to think of projects you have been involved in. resources increasing the triple constraint to equal six. schedule. signifying that changes to scope. risk. and cost. time allowed. Alternatively less money may need that services that were initially going to be contracted out are changed to be done in house by lesser paid team members. time. time or cost being increased or decreased you should be able to think of plenty of ways that the triple constraints affect each other. either in scope. If it is still deemed important to alter the scope then your work arguing for additional money / time or both will have • • • • • Principles of Project Management – Module 1 Page 23 of 28 .
• While balancing constraints evenly may be the objective of the PM. to the possible detriment of project expenditure (budget blowout). there should be more emphasis place on the Quality and Risk constraints.htm http://www. getting the changes in place quickly may mean more emphasis is placed on the Time constraint as it is deemed acceptable that any issues with quality may be ironed out by enhancements after implementation.youtube. If you decide to go outside this rational. Software companies are often singled out as being prone to sacrificing quality for reduced time (for instance on new software releases) because they rely on ‘bug fixes’ and ‘user feedback’ to enhance quality and functionality after release.com/pmbasics/triple-constraint http://en. resources (more needed) and schedule (time overrun). and what affect it had. Often the balancing of constraints will be determined by. Try making a forum post about a project that has been impacted by one of these constraints.org/wiki/Project_management http://www. if the project goal is to improve the administrative work processes of a work place.wikipedia. However.already been partially done. the nature of the project can also have a bearing. • • Useful Links VIDEO: • • WEB: • • • http://www.com/watch?v=_nQNtAJmDAY shows triple with quality expanding to 6 Principles of Project Management – Module 1 Page 24 of 28 . The two YouTube movies give a good overview of both the original triple constraint and how it has been extended.maxwideman.com/watch?v=A4NkfM8G7PI shows triple and other 3 (total of 6) http://www. have a justifiable reason for doing so! Before progressing to the next topic encourage to look at the Readings Tab.enterprise-pm.youtube. as the sponsor will already have been made aware of this likely impact. this can be a dangerous game to play as breaching the invisible line between customer acceptance and rejection of a product can result in loss of market share and ultimate oblivion – so when weighing up your project’s constraints try to keep them evenly balanced. For instance for a project that a flaw in the key deliverable could directly result in a loss or impairment of life. However. if you are aware of a good example.com/papers/framework/tetrad.
in inverse. and the best way to do that is to implement modern project management practices. As listed earlier in Topic Two on Project Management factors such as lack of User involvement. To take on the challenge of implementing modern project management practises in an organisation there needs to be a willingness to spend time and effort on training. and thereby contribute to the benefits we’ve listed above. within budget and to the agreed scope and quality. executive support.S. o Commonly listed benefits of PM include: • Improved customer relations Shorter development times Lower costs Higher quality and dependability Better control of internal resources Higher worker morale Provides a competitive advantage in the market place The PMI have released a white paper that argues the Global Financial Crisis has helped companies take up project management practices more effectively as their bottom line has tightened. realistic expectations and planning properly all are going to increase project success rates. plus the research showing that implementing formal project management practises does reward organisations. particularly when putting project management practises in place. technical and people skills and an ability to work effectively under pressure. According to a 2010 survey run by PM Solutions in May 2010. It introduces many new levels of documentation and measuring and tracking than ordinary workplaces are familiar with. Many companies are now setting up Project Management Offices to coordinate and support effective project management. alone this saved companies on average $567 000 US per project! • • • Principles of Project Management – Module 1 Page 25 of 28 . the difference having a Project Management Office (PMO) in an organisation made was that ( among other benefits) failed projects reduced by 31% and in the U. They provide examples in their White Paper (listed on the readings tab) of how companies like Intel are running more projects successfully in a tougher financial environment than before the GFC. requiring them to work faster and smarter. planning properly and having realistic expectations all are major contributors to project management failures which means. up-skilling and recruiting and an organisational acceptance that not all projects managed will succeed if success is measured as completing the project on-time. It requires team leaders as Project Managers that have vision. practitioners and stakeholders means that project management is a science that is rapidly expanding in importance. both the requirements of our modern workplaces to enable more people to be managed consecutively on larger projects.Video 9: Benefits of Project Management • Modern project management requires us to learn new and structured ways of working on projects. Figures are listed showing they moved in 2007 from running 402 projects successfully to 454 projects successfully run in 2009. executive management support. that having good user input. However. Basically financial constraints have caused businesses to seek ways to run projects more efficiently.
com/watch?feature=player_embedded&v=IQK4QN-NqgM (40 years of great projects) http://www. Before progressing to the next topic encourage to look at the Readings Tab. if you want more productive workplaces. The Benefits of Project Management. Provides a method for putting a figure to project management cost saving.projectsmart. Project Management Fact Sheet: Why Project Management? http://www.com/project-planning/2350-the-top-ten-benefits-of-projectmanagement/ Gary Picariello (2010) The Top Ten Benefits of Project Management http://www.org/business-solutions/~/media/PDF/BusinessSolutions/Value%20of%20Project%20Management_FINAL. happier clients and more successful projects run in less time and with less money resulting in more reliable project deliverables and you don’t currently use formal project management processes.westwindconsulting.com/watch?v=Icmvn23EvO4 (Harnessing the Power of Project Management by University of Texas Professional Development Center). (2008).uk/history-of-project-management.net/pys0209/chaos-project-management Slideshare presentation on “Project Management A recipe for success” that draws from the renown Standish Group CHAOS reports into IT project management success – and otherwise.pmi.tas. You may also like to read the article about 2012 growth in demand and salaries for trained project managers.youtube.au/__data/assets/pdf_file/0004/78187/Why_Project _Management_Fact_Sheet.• • Ref: State of the PMO 2010. http://www. The PMI White Paper titled “The Value of Project Management” provides a very up to date analysis of employing Project Management practices. May 2010. http://files. PM Solutions.pdf David V. • • • • • Principles of Project Management – Module 1 Page 26 of 28 . https://www.youtube. So the main message is.com/Benefits%20of%20Project%20Management. Project Management: A Competitive Advantage? http://www. Tennant.tenstep.gov.html Article titled “The Value of Project Management” by TenStep http://www.html a hyperlinked article that covers the subject title “History of Project Management: How Project Management Developed” by Sandro Azzopardi. http://www.com/open/A1ValueofPM.co. The Value of Project Management White Paper. Results based on a survey of 291 management employees..org/Divisions/Management/15918..ashx PMI Inc.slideshare.asme.egovernment.pdf Tasmanian Government Project Management Framework. start doing so NOW! A word of warning – simply taking on the burden of documenting projects without being prepared to spend the time on proper up front analysis and planning of projects will make it “look” like you are using modern project management practises but it won’t produce the benefits. • • Useful Links VIDEO: • • WEB: • • • http://www.htm l Westwind Consulting Services Inc.brighthubpm.
maxwideman. http://www.htm Guest article by Jim Highsmith titled “The CHAOS Report – Reality Challenged” that challenges the CHAOS report’s methodology.com/upload/eb/Oracle_Project_Man_WEB.pdf Closing the gap: The link between project management excellence and long-term success (2009) A report from the Economist Intelligence Unit sponsored by Oracle.com/article/699312/Project_Management_Salaries_Show_Earnings_ Growth_Career_Potential Meredith Levinson (2012) Project Management Salaries Show Earnings Growth. http://graphics.eiu.pdf Industrial manufacturing: Managing for success.com/upload/eb/Oracle_Ind_Man_WEBr.• http://www. Career Potential. • • • Principles of Project Management – Module 1 Page 27 of 28 . May 2010. Economist Intelligence Unit.eiu.com/guests/chaos_report/intro.cio. http://graphics.
Video 10: Quick Summary In today’s Module we have: 1. Principles of Project Management – Module 1 Page 28 of 28 . • Started by identifying what a project is: Defined as: a project will implement change. Procurement and Integration Five Management Process Groups Initiating.” Popular Project Management methodologies / standards PMBOK by PMI. Time. • 7. a new service or a result. quality. Executing. happier staff. Planning. have a finite start and end and create something unique – whether it is a product. Prince2. budget. involve uncertainty. • 8. • 5. Critical Chain Project Management. resources and risk Benefits of Project Management Faster. more reliable. • 4. • 6. H/R. We then asked what project management was: • 3. Quality The four facilitating knowledge areas and Integrating all 8. Communication. Scope. better quality. starting with the 4 core. ISO 21500:2012 The Project Life cycle Concept > Develop > Execute > Finish Nine knowledge areas. Closing Main project constraints Scope. schedule. Monitor & controlling. cheaper. Risk. require limited resources. Cost. happier customers a competitive edge! 2. • • • While obviously project management is managing a project a more complete definition is: “The controlled implementation of defined change.
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