Project Planning and Project Management

Kay Dudman

Structure of the Module

Lectures (1 hour/week)

Tuesday 2 3pm T11-05 Tuesday 3 4pm TM2-33 & T6-06 Tuesday 4 5pm TMG-04 & TMG-05

Seminar sessions (1 hour/week)

Computer workshops (1 hour/week)

Individual practical work on case study

CC5001

Learning Outcomes
Use key project management tools and techniques
Gantt chart, network diagrams, critical path analysis, cost-benefit analysis, earned value, WBS, risk analysis and management

Make a realistic plan, with timings and costings

Monitor the progress of a project plan be able to recommend corrective actions Identify and evaluate risks associated with a project plan identify and evaluate containment actions and contingency plans monitor risk

CC5001

Learning Outcomes
Select an appropriate deployment approach for

installation of a new system based of the characteristics of the target organisation

Specify the requirements for data migration for

transfer to a new IS
Identify end-user groups and their training needs and

plan arrangements for end-user support

Understand the importance of post-implementation

review and take account of the findings

CC5001 4

Assessment
50% by written assignment Case study project plan up to 4000 words plus 8 diagrams May use MS Project or similar (try http://openproj.org/)
Sample tasks try the techniques

CC5001

Assessment
50% by written examination
2 hour part-seen examination with case study

formula sheet available Content based on lectures and other supporting material Additional reading will help

CC5001

Provisional Timetable Autumn

Introduction
Project Life Cycle Conceptualisation Planning Planning Tools & Techniques Implementation Team Dynamics & Management

CC5001

Provisional Timetable Spring

Completion
Installation Support

Post-Implementation Review
Special topics Revision

CC5001

CC5001

Introduction to Project Planning and Project Management

What is a project?
What is project management? The role of the project manager

Standards and methodologies

References and further reading

CC5001

10

What is a Project?
One definition might be:
a project is a managed collection of activities to bring about a desired change.

(CCTA, 1997)

CC5001

11

What is a Project?
Another definition might be:
a temporary endeavour undertaken to create a unique product or service

(PMBoK, 2008)

CC5001

12

What is a Project?
We would expect the following characteristics: Objectives / goal Schedule (specified start and finish dates) Resources Constraints Unique Change

CC5001

13

Why Do We Have Projects?

Solve a particular problem
Exploit a new opportunity Respond to competition Regulatory and/or legal changes Work more efficiently management by project Result of strategic planning achieve organisations overall objectives

CC5001

14

Why Do We Have Projects?

All work is project work Tom Peters, 1999
http://www.fastcompany.com/36831/wow-project

CC5001

15

What is Project Management?

Ensuring the defined project is delivered to the

customer:
on time within budget

to the specification and quality required and expected

by the major stakeholders

Making the project happen

CC5001

16

What is Project Management?

Project management has been used for many years:

CC5001

17

What is Project Management?

although not always successfully:

Source: http://www.bbc.co.uk/news/world-middle-east18847875 (Accessed: 1 October 2012)

Source: http://news.bbc.co.uk/1/hi/england/1829053.stm (Accessed: 1 October 2012)

CC5001

18

What is Project Management?

Projects often have impact across traditional

organisational boundaries
May involve considerable organisational upheaval Stakeholders are varied and not always easily identified Implies need for project manager outside traditional line

management structure
CC5001 19

The Role of the Project Manager

Communicating and reporting
Reporting up & down Expectation management

Planning, Monitoring and Controlling

Estimating Scheduling Tracking progress

CC5001

20

The Role of the Project Manager

Configuration management
Change control Configuration control Version and variant control

Quality management
Quality assurance Quality control

CC5001

21

The Role of the Project Manager

Cost management
Keeping an eye on the budget

Risk management
Risk analysis Risk management

Facilitating

CC5001

22

The Role of the Project Manager

Human resource management
Lead Motivate Delegate

Integrating
Organising Co-ordinating

CC5001

23

The Role of the Project Manager

Evaluating
on-going process

Single point of contact

clients project team members

CC5001

24

The Role of the Project Manager

You may have been managing projects already
holiday party somewhere to live studying

but without necessarily using the tools and techniques

CC5001

25

Standards and Methodologies

PRINCE 2 (Projects in Controlled Environments)
conforms to ISO9001 standard PM method for government projects

PMBoK, 2008 (PM Body of Knowledge)

confirmed as the ANSI standard

BS6079 (2010)
Plus many commercial methodologies
e.g. ADM Accenture Development Method

CC5001

26

Any Questions?

CC5001

27

Further Reading
Gray CF & Larson EW (2005) Project Management, McGraw-Hill Cadle J & Yeates D (2007) Project Management for Information Systems, PrenticeHall Burke R (2003) Project Management: Planning and Control Techniques, Wiley BS6079 (2010) http://www.itgovernance.co.uk/products/546 (see also http://www.scribd.com/doc/74545793/BS-6079-2010) CCTA (1997) PRINCE 2: An Outline, HMSO Field M & Keller L (1997) Project Management., Thomson Bus. Press Maylor H (2010) Project Management , London: Pitman Meredith, J. R, & Mantel Jr, S. J., (2009), Project Management: A Managerial

Approach, John Wiley & Sons, New York. PMBoK (2008) A Guide to the Project Management Body of Knowledge, Project Management Institute, USA PRINCE2 process model: http://www.prince2.com/prince2-process-model.asp

CC5001

28