Project Management Introduc1on

Project
Management


Introduc1on


Session
1
Part
I

Introduc1on




By
Amal
Le
Collen,
PMP


Dr.
Lauren1u
Neamtu,
PMP



Session
outline



1.  
PART
I:
Introduc1on


1.  
The
Purpose
of
the
PMBOK
Guide


2.  
What
is
a
project
?


3.  
What
is
Project
Management?


4.  
Areas
of
Exper1se



Part
I:
Introduc1on



1.  
The
Purpose
of
the
PMBOK
Guide


2.  
What
is
a
project
?


3.  
What
is
Project
Management?


4.  
Areas
of
Exper1se



The
Purpose
of
the
PMBOK
Guide


The
primary
purpose
of

PMBOK
guide
is
to


iden1fy




that
subset
of
the


P

roject


M

anagement


B

ody


O

f


K

nowledge
that
is


generally
recognized


as


good


prac1ces




 


However



The
project
management
team
is


responsible


for
determining
what
is


What
is
a
Project?



“A
project
is
a


temporary
endeavor


to
create
a


unique


product
or
service

”




What
is
a
Project?



Project Authorized

New


Product


New


Service


Unique


Result


Market
 Demand
 Organiza1onal
 need
 Customer
 request
 Technological
 advance
 Legal
 requirement



Project
Characteris1cs


1.
Temporary
 •  Every
project
has
a
definite
beginning
and
definite
end

 •  Project
are
not
ongoing
efforts

 2.
Unique
Products,
services
or
results

 •  Project
creates
unique
deliverables,
which
are
products,
services
or
results:
 
‐
Product

end
or
component
item
 





‐
Service

business
func1ons
to
support
produc1on
or
distribu1on
 





‐
Result

outcomes
or
documents
 3.
Progressive
Elabora>on
 •  It
accompanies
the
previous
2
characteris1cs,
developing
in
steps
and
 con1nuing
by
increments



Projects
Vs
Opera1ons



•  Projects
&
Opera>ons

share
the
following
characteris>cs

  Performed
by
People

  Constrained
by
limited
resources

  Planned,
executed
and
controlled

 •  Projects
&
Opera>ons

differ
the
following
characteris>cs

  Projects
are
temporary
and
unique

  Opera1ons
are
ongoing
and
repe11ve
  Projects
a]ain
its
objec1ve
and
terminate

  Opera1on
adopt
a
new
set
of
objec1ves
when
the
ini1al
ones
are
reached
 and
the
work
con1nues

  Opera1on
objec1ve
is
to
sustain
the
business
using
an
ongoing
process



What
is
Project
Management?



• 



_{The
Project
Manager
is
the
person}

responsible


for
accomplishing
the
project


objec>ves



Projects
and
Strategic
Planning



•  Projects
are
a
means
of
organizing
ac1vi1es
that
cannot
be
addressed
 within
the
organiza1on´s
normal
opera1onal
limits



What
is
Project
Management?



“
Project
management
is
the


applica>on


of


knowledge

,


skills,




tools


and


techniques


to


project


ac>vi>es


to


meet




Project




requirements


”



What
is
Project
Management?



• 

_{Managing
a
project
includes:}

 


Iden1fying
requirements


 


Establishing
clear
and
achievable
objec1ves


 


Balancing
the
compe1ng
demands
for
quality,


scope,
1me
and
cost


 


Adap1ng
the
specifica1ons,
plans,
and
approach


to
the
different
concerns
and
expecta1ons
of
the


various
stakeholders


Project
Management
Growth


•  The
Growth
and
acceptance
of
Project
management
has
changed
 significantly
over
the
past
forty
years
and
these
changes
are
expected
to
 con1nue
well
into
the
twenty‐first

century.

 •  Evolu1on
from
System
Management

to
Modern
project
management
 •  1945‐1960:
Concept
of
over
the
fence
management.

 •  1960‐1985:
The
growth
of
Project
Management
has
come
about
more
 through
necessity
than
through
desire

 •  1985‐2006
:

The
ques1on
is
not
how
to
implement
Project
Management
 but
how
fast
could
it
be
done



Why
Project
Management?


• 

Trends
influencing
the
use
of
PM



  Unstable
economy
   Shortages
   Soaring
costs
   Increased
complexity







   Heightened
compe11on
   Technological
changes

   Social
concerns
 
 
 
 

   Environmental
concerns

   Increase
of
Customer
expecta1ons


Project
Management
importance


Triple
Constraint


Overview
of
Project
Management
Areas
and


Project
Management
Processes


Project
Management
Knowledge
Areas


• 

Project
Integra>on
Management:


Processes
and
ac1vi1es


that


integrate


the


various


elements
of
Project
Management


• 

Project
Scope

Management:


Processes
involved
in


ascertaining


that
the
project
includes


all
the
work


required


and


only
the
work
required


to


complete


the
project


successfully.





• 

Project
Time
Management:


Processes
concerning
the
1mely


comple1on
of
the
project





Project
Management
Knowledge
Areas


• 

Project
Cost
Management:


Processes
involved
in


Planning,




es1ma1ng

,


budge1ng
and
controlling
costs


so
that
the
project


is


completed


within
the


approved
budget


• 

Project
Quality
Management:


Processes
involved
in


Assuring




that
the
project
will


sa1sfy


the


objec1ves


for
which
it
was


undertaken



• 

Project
Human
Resources
Management:


Processes
that


Project
Management
Knowledge
Areas


• 

Project
Communica>on
Management:


Processes
concerning


the
1mely
and
appropriate
genera1on,
collec1on,


dissemina1on,
storage
and
ul1mate
disposi1on
of
project


informa1on



• 

Project
Risk
Management:


Processes
concerned
with


conduc1ng
risk
management
on
a
project



• 

Project
Procurement
Management:


Processes
that
purchase


or
acquire
products,
services
or
results,
as
well
as
contract


management
processes




Areas
of
Exper1se
needed
by
the


Project
Team



Applica1on
area
Knowledge,
Standards


and
Regula1ons


• 

Func1onal
departments


and


suppor1ng




disciplines,
such
as
Legal,
produc1on
and


inventory
management,
Marke1ng,
logis1cs
and


Personnel


• 

Technical
Elements

,
sogware
or
engineering



• 

Management
specializa1ons

,
such
as


Government
contrac1ng,
community


development


• 

Industry
groups


such
as
automo1ve,
chemical,


agriculture
and
financial
services



Understanding
the
project
environment


• 

Cultural
and
social
environment


• 

Interna1onal
and
poli1cal
environment



• 

_{Physical
environment}

General
knowledge
and
skills


 

Planning


 

Organizing


 

Staffing



Interpersonal
skills



• 

Effec1ve
communica1on

.
The
exchange
of


informa1on


• 

Influencing.


the
organiza1on
”get
things
done”


• 

Leadership

.
Developing
a


vision
and
strategy

,
and


mo1va1ng


people


to
achieve


that
vision
&
strategy



• 

Mo1va1on.


Energizing


people
to
achieve
high
levels


of
performance
and
to


overcome
barriers


to
change



• 

Nego1a1on


and


conflict


management


• 

Problem
solving

.
The
combina1on
of
problem


defini1on,
alterna1ves
iden1fica1on
and
analysis,


and
decision‐making