Introduction: Why Project Management?

Introduction: Why Project Management?

Introduction: Why Project Management? Chapter 1 Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Introduction Examples of projects Split the atom

Chunnel between England and France Introduce Windows Vista Disneylands Expedition Everest Projects, rather than repetitive tasks, are now the basis for most value-added in business -Tom Peters Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-2 Project vs. Process Work Project Take place outside the process world Unique and separate from normal

organization work Continually evolving Process Ongoing, day-to-day activities Use existing systems, properties, and capabilities Typically repetitive A project is a temporary endeavor undertaken to create a unique product or service. PMBoK 2000 Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-3

Additional Definitions A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality. Buchanan & Boddy 92 Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree unique. Frame 95 Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-4 Elements of Projects Complex, one-time processes

Limited by budget, schedule, and resources Developed to resolve a clear goal or set of goals Customer-focused Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-5 General Project Characteristics (1/2) unplanned endeavors with a clear life cycle Building blocks in the design and execution of organizational strategies Responsible for the newest and most improved products, services, and organizational processes Provide a philosophy and strategy for the management of change

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-6 General Project Characteristics (2/2) Entail crossing functional and organization boundaries Traditional management functions of planning, organizing, motivating, directing, and controlling apply Principal outcomes are the satisfaction of customer requirements within technical, cost, and schedule constraints Terminated upon successful completion Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-7 Process & Project Management

Process (Table 1.1) Project 1. Repeat process or product 1. New process or product 2. Several objectives 2. One objective 3. Ongoing 3. One shot limited life

4. People are homogeneous 4. More heterogeneous 5. Systems in place to integrate 5. Systems must be created to efforts 6. Performance, cost, & time known integrate efforts 6. Performance, cost & time less certain 7. Part of the line organization

7. Outside of line organization 8. Bastions of established practice 8. Violates established practice 9. Supports status quo 9. Upsets status quo Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-8 Project Success Rates Software & hardware projects fail at a 65% rate

Over half of all IT projects become runaways Up to 75% of all software projects are cancelled Only 2.5% of global businesses achieve 100% project success Average success of business-critical application development projects is 35%. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-9 Why are Projects Important? 1. Shortened product life cycles 2. Narrow product launch windows 3. Increasingly complex and technical products 4. Emergence of global markets 5. Economic period marked by low inflation

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-10 Project Life Cycles Man Hours Conceptualization Planning Execution Termination Fig 1.3 Project Life Cycle Stages Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

1-11 Project Life Cycles Conceptualization - the development of the initial goal and technical specifications. Planning all detailed specifications, schedules, schematics, and plans are developed Execution the actual work of the project is performed Termination project is transferred to the customer, resources reassigned, project is closed out. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-12

Project Life Cycles and Their Effects Client Interest Project Stake Resources Creativity Uncertainty Conceptualization Planning Execution Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Termination

Fig 1.4 1-13 Quadruple Constraint of Project Success Client Acceptance Budget Success Schedule Performance Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

1-14 Six Criteria for IT Project Success System quality Information quality Use User satisfaction Individual Impact Organizational impact Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-15 Four Dimensions of Project Success Importance

4 Preparing for The Future 1 Project Efficiency 2 Impact on Customer 3 Business Success

Project Time Completion Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-16 Developing Project Management Maturity Project management maturity models Center for business practices Kerzners project management maturity model ESI Internationals project framework SEIs capability maturity model integration Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

1-17 Project Management Maturity Generic Model High Maturity Institutionalized, seeks continuous improvement Moderate Maturity Defined practices, training programs, organizational support Low Maturity Ad hoc process, no common language, little support

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-18 Project Elements and Text Organization Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-19

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