project_management_overview

8/7/2019 Project_Management_Overview

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A project is a temporary endeavor undertaken to

produce a unique product or service

Temporary UniqueCharacteristics

of Projects


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Emergency response to operations problems

Callouts

Repairs and troubleshooting

Routine operations support

Maintenance of equipment

Minor modifications and tuning of

equipment


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What are the differences between PROJECTS and

OPERATIONS?

Characteristics of Projects

Temporary Definitive beginning and end

Unique New undertaking, unfamiliar ground

Characteristics ofOperations

Ongoing Continuous cycle

Repetitive - Expected inputs and outputs


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Completed within

allocated budget

Customer

Requirements

satisfied/exceeded

Completed within

allocated time

frame

Accepted by the

customer


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Scope Creep

Poor

Requirements

Gathering

Unrealisticplanning and

scheduling

Lack ofresources


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Project Management is the application of skill,

knowledge, tools and techniques to meet the needs

and expectations of stakeholders for a project.

Project management is a set of principles, practices,

and techniques applied to lead project teams and

control project schedule, cost, and performance risksto result in delighted customers


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The purpose of project management is prediction

and prevention NOT recognition and reaction

Project management processes and tools help the

project manager and team to organize, document,track and report on project tasks and progress.


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Individuals and Organizations

Actively Involved in Project

Interest Affected by Project


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Orang dalaman yangberada di dalam pasukan

projek yang dilaksanakan

Orang luar daripasukan projek tetapi

berada di dalam

organisasi yang sama

Orang luar yang tidak adakena mengena dengan

organisasi yang membuat

projek

Mereka ini terlibat

secara langsungdalam pasukan

projek dan

berpengaruh

di dalam aktiviti

projek.

Boleh jadi Pengurus

Projek atau ahli

pasukan

Kakitangan atau

jabatan yang manapasukan projek

memerlukan bantuan

Pelanggan (pengguna)

yang memperolehimanfaat dari sistem

yang dipasangkan

atau kontraktor yang

terlibat melakukan

kerja-kerja untuk

projek tersebut


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Vision and Strategy

Establishing Direction

AligningP

eople Communicating

Negotiating

Motivating and Inspiring

Influencing Organizations

Overcoming Barriers to Change


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Planning

Finance and Accounting

Personnel Administration

Technology

Organizational Development

Delegation

Team Building

Conflict Management

Solving Problems


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Writing

Listening

Speaking

Presenting

Media Relations

Meeting Management


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TIME

COST SCOPE


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Effective Management of the Triple

Constraints

Requirement-Needs Identified of Unidentified

Expectations

Cost/Resources-People,Money, Tools

Schedule/Time


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Increased Scope = increased time + increased

cost

Tight Time = increased costs + reduced scope

Tight Budget = increased time + reduced

scope


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Scope Management

Issue Management

Time Management

Cost Management

Human Resource Management

Quality Management

CommunicationsM

anagement Risk Management

Change Control Management


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Scope Management Project Scope Management is the process to

ensure that the project is inclusive of all the

work required and only the work require, forsuccessful completion

This component is used to communicate

How the scope was defined How the project scope will be managed

Who will manage the scope (e.g PM, QA)

Change Control


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Scope Management

Primarily it is the definition and control of what

is and is not included in the project


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Issue Management

Issues are restraint to accomplishing the

deliverables of the project

Typically identified throughout the project

and logged and tracked through resolution.


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Issue Management (cont) In this section of the plan the following

processes are depicted:-

Where issues will be maintained and tracked

The process for updating issues regularly

The escalation process

The vehicle by which team members can accessdocumented issues


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Time Management Includes the processes required to ensure

timely completion of the project.

Activity definitionidentifying the specificactivities that must be performed to produce

the various project deliverables.

Activity sequencingidentifying anddocumenting interactivity dependencies.


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Time Management (cont)Activity duration estimatingestimating the

number of work periods that will be needed

to complete individual activities.Schedule developmentanalyzing activity

sequences, activity durations, and resource

requirements to create the project schedule.

Schedule controlcontrolling changes to

the project schedule.


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Cost Management This process is required to ensure the project is

completed within the approved budget and includes :-

Resources Planning-the physical resources required

(people, equipment, materials) and what quantities

are necessary for the project

Full Time Employees, Professional Services, Cost

and Contingency

BudgetBudget estimates

Baseline estimates

P

roject Actual


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Human ResourceM

anagement Includes the processes required to make the most

effective use of the people involved with the project

Organizational planningidentifying, documenting,

and assigning project roles, responsibilities, and

reporting relationships.

Staff acquisitiongetting the needed humanresources assigned to and working on the project.

Team developmentdeveloping individual and

group skills to enhance project performance.


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QualityM

anagement Quality Management is the process that insure the

project will meet the needs via:

Quality Planning, Quality Assurance, and Quality

Control

Clearly Defined Quality Performance Standard

How the Quality and Performance Standards

are measured and satisfied How Testing and Quality Assurance Processes

will ensure standards are satisfied

Continuous ongoing quality control


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Communications Management This process is necessary to ensure timely and appropriate

generation, collection, dissemination, and storage of project

information

Communications planning: Determining the needs (who

needs what information, when they need it, and how it willbe delivered)

Information Distribution: Defining who and how

information will flow the project stakeholders and

frequency Performance Reporting: Providing project performance

updates via status reporting


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RiskM

anagement Risk identification and mitigation strategy

When\ifnew risks arise

Risk update and tracking

Risk..POTENTIAL negative impact of project


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Project Risk Management Process


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Change Control Management Define how changes to the project scope will be

executed

Scope

Change

Schedule

Change

Technical

Specification

Change

All changes require collaboration and buy via the

project sponsors signature prior to implementation of the changes


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Initiation

Phase

Definition

Phase

Planning

PhaseImplementation

Phase

Deployment

Phase

Closing

Phase


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1. Scope Management

2. WorkplanManagement

3. ResourceManagement

(Time, Cost, People)

4. DeliverableManagement

5. Quality Management


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ProjectManager is the person who is

responsible for everything that is required to

make the project a success - whether directlyor indirectly

The

P

rojectM

anager is at the center ofeverything relating to the project


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Execute the

Project

Plan the

Project

Control the

Project

Close the

ProjectInitiate the

Project

3

4

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2

Project Manager Checklist


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Key Activities

Document and/or confirm scope andassumptions

Confirm sponsorship and funding

Draft high level plan

Identify who needs to provide input into

plan and resources

Checklist to consider

Project Startup and Sponsor

Templates to consider

Project Scope, Gant Chart and Resource

Planning

Project role descriptions

1

Initiate

theProject


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Key Activities Confirm baseline project scope with

sponsor

Define, document and confirm business

and requirements

Identify impact on business processes

Identify whats not in scope


Sponsor


Project Scope

2

Plan the

Project


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Key Activities

Identify who needs to provide input intoplan

Develop preliminary detailed plan based on

scope, requirements, etc

Identify skill sets needed to accomplish

tasks

Develop communication plan

Identify and secure resources

Conduct pre-kickoff meeting with Sponsor

Conduct kick-off meeting Conduct risk assessment with team

members

Identify the criteria for stopping the project

Update detailed plan and get buy-in form

team and Sponsor

3

Execute

theProject


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3

Execute

theProject


Project Planning

Deliverable and Quality Assurance

Transition


Activity list

Detailed project plan

Project Resource Plan

Communication matrix

Project Risk Assessment


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Key Activities Implement communication plan

Hold regular team meeting, etc

Share progress/status

Identify/resolve issues

Hold format sponsor updates

Keep your manager informed

Keep shareholders informed

Monitor progress and report status

Monitor risks and take action as necessary

Identify and manage issues

Manage scope and track changes

Update plan as needed

4

Control

theProject


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4

Execute

theProject


Sponsor

Transition


Project scope change


Project status snapshot

Detailed Project Plan Risk Assessment

Issue Log


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Key Activities

Develop a cutover plan or checklist, if

applicable

Complete documentation, training, and

knowledge transfer Conduct final project review

Conduct sponsor sign-off

Transition to support/service organization

or next project team

Close-out final tasks and issues

Conduct lessons learned

Celebrate success

5

Close the

Project


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5

Close the

Project


Transition

Project Closeout


Issue Log

Detailed Project Plan



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ProcessResponsibilities

People

Responsibilities

Project issues

Disseminating project

information

Quality Managing Scope

Metrics

Managing the overall work plan

Implementing standard

processes

Establishing leadershipskills

Setting expectations

Team building

Communication skills


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Subdividing project into smaller and smaller workingelements

Hierarchical work breakdown structure

A map of the project (Gantt)

Assures that all products and work elements are

identifies

Integrates the project with the organization

Establishes a basis for control

The WBS is a chart or outline which breaks down

work that must be done to achieve project goal


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Example :

1.0 Move the hospital (Project)

1.1Move patient (Task)

1.1.1 Arrange for ambulance (Subtask)

1.1.1.1Prepare patients for move1.1.1.2 Box patient personal effects

1.2 Move furniture

1.2.1 Contract with moving company1.2.2

1.3 .


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The project schedules provides a basis for

monitoring project progress

Important techniques include

Gantt charts

Critical path analysis

Critical chain scheduling

PERT (Program Evaluation and Review Technique)

analysis


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Example


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Gantt Chart


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Gantt Chart

h


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Gantt Chart


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Microsoft Project

File Maker

Sharepoint

www.dotproject.net

Excel

Mind Manager


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Common obstacles you may face include:-

Unclear scope and business need

Uncommitted sponsor

Uncommitted resources

Other?


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The five project management process groups

are initiating, planning, executing, monitoring

& controlling and closing

You can map the main activities of each

process group to nine knowledge areas (key

areas)


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Of course Proposal of the project. So you

should determine : The title of project

The objective

The scope of the project

Significant of the project

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