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Project Management
Fall 2013/2014
• Staffing, It is the function of manning the organization structure and keeping it manned.
Manpower, training….
• Organizing: It is the process of bringing together physical, financial and human resources
and developing productive relationship amongst them for achievement of organizational
goals. According to Henry Fayol, “To organize a business is to provide it with everything
useful or its functioning i.e. raw material, tools, capital and personnel’s”.
• Directing, Supervision, Motivation, Leadership, Communication
• A chief is a man who assumes responsibility. He says "I was beaten," he does not say "My men were
beaten.“
• "Leadership is the art of getting someone else to do something you want done
because he wants to do it."
• Example is not the main thing in influencing others. It is the only thing.
- The rest (44 percent) were considered challenged: They were finished late, over
budget, or with fewer than the required features and functions.
Project Fails for many different
reasons…
• Other project take precedence
• Team members loose sight of the purpose
• Project managers try to do the work rather than lead the
team
At the root is a fundamental problem: VISION.
• Vision in project management terms, is the ability to
clearly see intangible and recognize the actions
required to get there…
• One of your jobs, as PM, is to develop, nurse, and
transfer the vision to everyone on your team.
Quotes in Vision
• People only see what they are prepared to see.
• There are always flowers for those who want to see them.
• The mission takes the next step (after vision) and describes WHO the
organization is, WHAT it does, and WHERE it is going.
• Cost
– Estimate $1.7 billion (to be done Oct 1993)
– Pre-construction budget $2.08 billion
– Aug 1994 spent $3.2 billion
– Final 16 months late, $2 billion over budget
What is a project?
• It is a group of individuals who are assembled to perform different tasks on a
common set of objectives for a defined period of time
• Attributes of projects
– Unique, despite the presence of repetitive elements within it.
– Temporary, definite beginning and end, does not apply to the product or service
of the project.
– require resources, often from various areas
– should have a primary sponsor and/or customer
– involve uncertainty
Software project versus others
• Invisibility, progress in software project is not
immediately visible.
• Complexity.
• Conformity, software system has to conform to
the requirement of human (inconsistent) clients.
• Flexibility, one strength of software is its flexible
and easy to change.
Categories of Software projects
• If you don’t know where you’re going, any road will take you there.
• If you don't attack the risks, the risks will attack you.
PM Tools and Techniques
• Assist project managers and their teams in
various aspects of project management
• Some specific ones include
– Project Charter, scope statement, and WBS (scope)
– Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
– Cost estimates and earned value management
(cost)
Project Charter
It is similar to the goal, but more official, more detailed, and in line with
vision and goals of the company. In most companies a project charter is
the foundation for success, it accomplishes the following:
-The Project Charter describes the project vision,
objectives, scope, organization and implementation
plan
• Authorizes the project
• Define the business need
• Identify the sponsor of the project
• Identify the project manager, makes him accountable for the project.
• Assigns authority to the project manager on behalf of the project sponsor
How to create a Project Charter
Step 1: Identify the Project Vision
• Vision: The first step taken when defining a Project Charter is to identify
the project vision. The vision encapsulates the purpose of the project and is
the defined end goal for the project team.
• Objectives: Then based on the vision, list three to five objectives to be
achieved by the project. Each objective should be Specific, Measurable,
Achievable, Realistic and Time-bound (SMART).
• Scope: With a clear view of the Vision and Objectives of the project, it’s
time to define the project scope. The scope defines the formal boundaries
of the project by describing how the business will be changed or altered by
the project delivery.
• Deliverables: Then you need to describe each of the deliverables that the
project will produce.
How to create a Project Charter
Step 2: Describe the Project Organization
• The next step is to identify how the project will be structured by listing the
customers, stakeholders, roles, responsibilities and reporting lines.
• Customers: First, identify the project customers. A customer is a person or entity
that is responsible for accepting the deliverables when the project is complete.
• Stakeholders: Then identify the project stakeholders. A stakeholder is a person or
entity within or outside of the project with a specific key interest or stake in the
project. For example, a Financial Controller will be interested in the cost of the
project, and a CEO will be interested in whether the project helps to achieve the
company vision.
• Roles: Now list the key roles involved in delivering the project. Examples of roles
include the Project Sponsor, Project Board and Project Manager. Then summarize
each of the primary responsibilities of each role identified.
• Structure: Once you have a clear view of the roles needed to undertake the project,
you can depict the reporting lines between those roles within a Project Organization
Chart.
How to create a Project Charter
Step 3: Plan the Approach to Implementation, You now have a
solid definition of what the project needs to achieve and how it will be organized to
achieve it. The next step is to describe the implementation approach as follows:
• Implementation Plan: To provide the Customer and Stakeholders with confidence
that the project implementation has been well thought through, create an
Implementation Plan listing the phases, activities and timeframes involved in
undertaking the project.
• Milestones: In addition, list any important milestones and describe why they are
critical to the project. A milestone is typically an important project event, such as
the achievement of a key deliverable.
• Dependencies: List any key dependencies and their criticality to the project. A
dependency is defined as an activity that is likely to impact on the project during its
life cycle.
• Resource Plan: Create plan which summarizes the resources involved in
undertaking the project by listing the labor, equipment and materials needed. Then
budget the financial resources needed.
How to create a Project Charter
Step 4: List the Risks and Issues
• The final step taken to complete your Project Charter is to identify any project risks,
issues, assumptions and constraints related to the project.
• And that’s it. If you complete each of the steps above, then you will create a solid
Project Charter for your project, helping you to manage scope and deliver
consistently on time and within budget.
Project charter elements
• Project name
• Project sponsor name
• Project manager name
• Project team
• Project purpose
• Business case
• Project result
• Project resources
• Project objectives (measurable with success criteria)
• Requirement and description at high level
• Risks at high level
• Basic time line and Milestone schedule at a summary level
• Budget at a summary level
• Approval requirements
Management Styles
• Situational management, is a method whereby the
current state of the organization determines what operational procedures
will be implemented to achieve desired outcomes. Situational
management emphasizes a very adaptive management style.
• Solution Finding: narrow down the TV options. Consider your budget and your
needs
• The role of a writer is not to say what we all can say, but what we are
unable to say.
• What is important is seldom urgent and what is urgent is seldom important.
Dwight D. Eisenhower
• The FoxMeyer Corporation Delta III project had the following project
risks: