...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company may renovate an old office building...
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...Project Management – Simple Answers to Simple Questions Originally I wrote this for one of my clients in 1991. The idea was to develop a brochure to promote project management in one of the client's departments. Today, project management is well established in the organization, but the answers to the questions are just as valid. R. Max Wideman 01 What is a project? A. The term project seems to be a buzzword that means a lot of different things to different people. Anything, for example, from a secretary's "project" to clean out an old filing cabinet to an engineer's "project" to create a multi-million dollar facility. Even these extremes have one thing in common: the application of work or effort to create a new situation or product, where "product" is used in its broadest sense. So a project can be any undertaking with a definite starting point and one or more defined objectives the completion of which spell out the end of the project. It should be added that for one reason or another most projects are restricted by limits imposed on resources (effort, equipment and materials) time and money. 02 Why do I need project management? A. Another way of asking this question is "What if I don't bother with project management?" The fact is, all projects demand some degree of attention to make them happen. Even the secretary needs to deliberately plan to set aside some time to clean out that filing cabinet, otherwise the job will never get done! Believe it or not exactly the same holds...
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...productivity, increase revenues, and ensure that the requirements of upper management are met. Functional organizations are fairly common. These types of organizations are segmented by departments and their “functions. * In a true functional environment, all team members, including the project manager, report to their functional manager. * Project managers are sometimes simply called project coordinators or expeditors in a functional structure. A matrix organization model allows a project team to incorporate resources from around the organization regardless of which department employees may work in. * Weak matrix The functional managers have autonomy and power over the project team members. * Balanced The project manager and the functional manager have equal power and autonomy over the project team. * Strong matrix The project manager has autonomy over the project and the project team. Working in a Projectized Organization - In this structure the project manager works with complete autonomy over the project. The project team is on the project full-time and reports only to the project manager. Presenting the Project to Management * When you begin a presentation, you want to capture your audience’s attention. You want to hook them and reel them into your project idea. One of the most effective ways to do this is to start at the end. Tell your audience first what the proposed project will deliver. * The WIIFM, or “What’s In It For Me,” principle is the...
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...Top 10 Project Management skills The top 10 project management skills Projects, by definition, have specific start and end dates. Other characteristics of a project include a defined scope, finite budget, specific end results (or deliverables), and assigned resources. Another characteristic of a project is that the work is unique. Even if one project is similar to another, it’s not exactly the same because circumstances change and things are always different when you’re dealing with people. One of the primary roles of managers is to manage the work process. While small projects don’t necessarily require much knowledge of project management or much project management discipline, as a project gets larger, there is more need to utilize formal processes and techniques. Different project management methodologies organize and structure these processes in various ways. The goal for this project management primer is to examine 10 basic skills of project management: 1. Define the project 2. Plan the work 3. Manage the workplan 4. Manage issues 5. Manage scope 6. Manage risks 7. Manage communication 8. Manage documentation 9. Manage quality 10. Manage metrics In general, if you can master these areas, you can succeed in most projects. Project work vs. project management Notice that the list doesn’t include analysis, design, testing, or implementation. Those who have worked on projects probably know that they typically include analysis and testing. However, there...
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...Now the perfect companion for anyone sitting the PMI’s PMBOK exams THE DEFINITIVE 2ND EDITION PROJECT MANAGEMENT THE FAST TRACK TO GETTING THE SEBASTIAN NOKES AND SEAN KELLY GUIDE TO JOB DONE ON TIME AND ON BUDGET the definitive guide to project management In an increasingly competitive world, we believe it’s quality of thinking that gives you the edge – an idea that opens new doors, a technique that solves a problem, or an insight that simply makes sense of it all. The more you know, the smarter and faster you can go. That’s why we work with the best minds in business and finance to bring cutting-edge thinking and best learning practice to a global market. Under a range of leading imprints, including Financial Times Prentice Hall, we create world-class print publications and electronic products bringing our readers knowledge, skills and understanding, which can be applied whether studying or at work. To find out more about Pearson Education publications, or tell us about the books you’d like to find, you can visit us at www.pearsoned.co.uk the definitive guide to project management the fast track to getting the job done on time and on budget Second Edition SEBASTIAN NOKES AND SEAN KELLY PEARSON EDUCATION LIMITED Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44(0)1279 623623 Fax: +44(0)1279 431059 Website: www.pearsoned.co.uk First published 2003 Second edition published in Great Britain 2007 © Aldersgate Partners LLP 2003 © Casnus Limited...
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...When you tell your sponsor you want to manage scope well on this project, the sponsor will often think "oh no. That means we can never change anything." But that is not the case. You know that things change on a project and the longer your project is, the more likely you will have changes. Managing scope means that you recognize a change in scope has occurred and you manage the change proactively. Use these five tips to help you. 1: Set it in concrete Sounds simple, but the first step is to define the scope of the project in detail. What is the scope of the project? There are three major elements of scope. At a high level, you need to understand the project deliverables - the things you are going to build. You also need to know the boundaries of what is in-scope and what is out-of-scope. Lower-level scope are the deliverable requirements. These three elements - deliverables, boundaries and requirements - make up the overall product scope. 2: Plan for scope change Create a scope management plan in your project planning phase. This does not have to be a 15 page document. You just need to know how you will manage scope changes and make sure your sponsor agrees with the process. 3. Make sure you know the project impact as well as the benefit Often we receive scope change requests that explain the benefits of the change. When we take this to the sponsor the sponsor will very likely say yes, since all they see is the benefits. They don't see the impact to the project. It is...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...UNIVERSITY OF NAIROBI MASTERS IN ARTS-PROJECT PLANNING AND MANAGEMENT PROJECT MANAGEMENT Course Code: LDP 604 Course Name: Project Design, Planning and Implementation Duration: October 2013-February 2014 Assignment: Group Presentation Topic: Strategic Issues in Project Management Date: 30th October, 2013 Group Members: 1. Winnie Munene 2. Philip Abong’o 3. Bernard Tarus 4. Noel Amoit 5. Brian Kenya 6. Sam Kiarie 7. Peter Kabutu Lecturer: Mr A. Bwibo Definition A strategy is a method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. It can also be defined as the art and science of planning and marshalling resources for their most efficient and effective use. An issue is something that has happened and either threatens or enhances the success of a project. Issue management is the process of recording and handling any event or problem. Some of the issues can be dealt with within the project; however strategic issues may require a change in order to keep the project viable. Therefore, the following are diverse definitions of strategic issues in project management:- A strategic issue in a project is a condition of pressure, either internal or external that will have a significant effect on one or more factors of the project such as its financing ,design, engineering, construction and operation.(MBA knowledge base). Cleland D. (1989)...
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...DEPARTMENT OF ESTATE MANAGEMENT FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING, UNIVERSITI TEKNOLOGI MARA PERAK GROUP ASSIGNMENT FOLDER Course Code EMT 110 Course Name Information Technology In Property Management Name of Group Members | Matric No | MUHAMAD KAMARUDDIN BIN MAT MAIDI | 2013609712 | MUHAMMAD IKLAS BIN ALI | 2013658224 | MUHAMAD FIKRIE BIN MOHAMED | 2013400158 | NUR AZWA ASNINA BINTI A.AZIZ | 2013604618 | NUR FAZLIN BINTI MAZLAN TAJUDDIN | 2013676002 | Name of Group Leader: Matric No: MUHAMAD KAMARUDDIN BIN MAT MAIDI 2013609712 | Assignment Title : PROJECT MANAGEMENT SOFTWARE | Due date of Assignment : 14/8/2013 Submission Date : 14/8/2013 | DECLARATION : We declare that no part of of this assignment has been copied from other person’s work except where due acknowledgement is made in the text, and no part of this assignment has been written for me by any other person except where such collaboration has been authorised by the lecturer concerned Group’s Leader Signature............................................................. Date........................................ A lecturer/tutor has and may exercise a right not to mark this assignment if the the above declaration has not been signed. If the above declaration is found to be false, no mark...
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...COMPUTER ENGINEERING PROJECT Management COURSE INSTRUCTOR ENGINEER ABDUL ALEEM COMPUTER ENGINEERING PROJECT Management COURSE INSTRUCTOR ENGINEER ABDUL ALEEM CP-2010 UNIVERSITY OF ENGINEERING AND TECHNOLOGY, TAXILA CP-2010 UNIVERSITY OF ENGINEERING AND TECHNOLOGY, TAXILA APPLICATIONS OF SOFTWARE IN PROJECT MANAGEMENT APPLICATIONS OF SOFTWARE IN PROJECT MANAGEMENT IFFAT MAAB (10-CP-58) MARYAM FATIMA (10-CP-87) MUHAMMAD IKRAM UL HAQ (10-CP-30) IFFAT MAAB (10-CP-58) MARYAM FATIMA (10-CP-87) MUHAMMAD IKRAM UL HAQ (10-CP-30) Table of Contents 1. PROJECT 5 2. PROJECT MANAGEMENT 5 3. PROJECT MANAGEMENT SOFTWARE 5 3.1 HISTORY 6 3.2 PURPOSE 7 3.3 NEED FOR PROJECT MANAGEMENT SOFTWARE 7 3.4 TYPES OF PROJECT MANAGEMENT SOFTWARE 7 3.4.1 Desktop 7 3.4.2 Client Server 8 3.4.3 Web-based 8 3.4.4 Integrated 8 3.5 FUNCTIONALITIES OF PROJECT MANAGEMENT SOFTWARE 8 3.6 BENEFITS OF PROJECT MANAGEMENT SOFTWARE 10 3.7 SHORTCOMINGS OF PROJECT MANAGEMENT SOFTWARE 13 4. Tools 13 4.1 Project scheduling tools 16 4.1.1 Advantages & Disadvantages 16 4.2 Comparison of Different Tools 17 4.3 Top Recent project management software 18 4.4 Criteria for evaluating Project management Software 19 4.5 Understanding Organizational Needs 19 5. NWC Case Study - Implementing EPMS Using Oracle Primavera P6, EBS and MS SharePoint 2010 20 5.1 About NWC 20 5.2 Project Goal 20 5.3 Project Background 21 5.4 Services...
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...423: System Acquisition, System Development and Project Management Module 4: Project Planning, Scheduling, Budgeting & Risk Management Case Assignment May 2014 Term July 06, 2014 Assignment: Prepare a 4-6 page paper addressing the topic: “Issues and conclusions regarding project planning, scheduling and risk management from the construction case that also apply to information technology projects” Issues and conclusions regarding project planning, scheduling and risk management from the construction case that also apply to information technology projects The end result of any project are a direct reflection upon the efforts made throughout the planning and implementation phases. While by the definition we have seen so far in this course of a project being successful by being completed within the original timeframe and on budget, there are many outcomes that can also be considered a success even if the project busts the initial timeline and has had extra accumulated costs. Cost estimates and project timelines are not an exact science and the Project Manager goes into the project using the best available estimates and must build in flexibility throughout the schedule to ensure if things do go off path that they can steer things back in the right direction. This is true in the high-rise construction case at the center of discussion as well as IT projects that you and I may see take place within our organization. For this assignment I will highlight the issues and conclusions...
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...Fundamentals of Project Management Third Edition This page intentionally left blank Fundamentals of Project Management Third Edition JAMES P. LEWIS American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Lewis, James P., 1941– Fundamentals of project management / James P. Lewis.—3rd ed. p. cm. Includes bibliographical references and index. ISBN-10: 0-8144-0879-6 ISBN-13: 978-0-8144-0879-7 1. Project management. I. Title. HD69.P75L488 2007 658.4'04—dc22 2006019308 “PMI” and the PMI logo are service and trademarks of the Project Management Institute, Inc. which are registered in the United States of America and other nations; “PMP” and the PMP logo are certification...
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...BACHELOR OF SCIENCE IN INFORMATION TECHNOLOGY IT PROJECT MANAGEMENT YEAR 3 SEMESTER 1 1 Registered with the Department of Higher Education as a Private Higher Education Institution under the Higher Education Act, 1997. Registration Certificate No. 2000/HE07/008 FACULTY OF MEDIA INFORMATION AND COMMUNICATION TECHNOLOGY QUALIFICATION TITLE BSc INFORMATION TECHNOLOGY LEARNER GUIDE MODULE: IT PROJECT MANAGEMENT (1ST SEMESTER) PREPARED ON BEHALF OF PC TRAINING & BUSINESS COLLEGE (PTY) LTD AUTHOR: Miss. Nkosikhona Msweli EDITOR: Mr. Sahil Sahue FACULTY HEAD: Isaka Reddy Copyright © 2015 PC Training & Business College (Pty) Ltd Registration Number: 2000/000757/07 All rights reserved; no part of this publication may be reproduced in any form or by any means, including photocopying machines, without the written permission of the Institution. TABLE OF CONTENTS TOPICS SECTION A: PREFACE PAGE NO. 4-11 1. Welcome 4 2. Title of Modules 4 3. Purpose of Module 5 2 4. Learning Outcomes 5 5. Method of Study 5 6. Lectures and Tutorials 5 7. Notices 5 8. Prescribed & Recommended Material 5 9. Assessment & Key Concepts in Assignments and Examinations 6 10. Specimen Assignment Cover Sheet 9 11. Work Readiness Programme 10 12. Work Integrated Learning (WIL) 10 SECTION B: IT PROJECT MANAGEMENT (2ND SEMESTER) 12-101 1. Introduction to Software Project Management 15-20 2. Traditional Project Management 21-30 3. Project Scope 31-37 4. Work Breakdown Structure 38-45...
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...INTRODUCTION TO PROJECT MANAGEMENT C H A P T E R 1 Introduction To Project Management Project management offers a structured approach to managing projects. The purpose of this book is to outline the latest planning and control techniques used by industry, commerce, sport and domestic projects, and particularly those used by the project planning software and referred to in the Project Management Institute's (PMI) project management body of knowledge (PMBOK), and the Association of Project Manager's (APM) body of knowledge (bok). As the use of projects becomes more pervasive, so more managers are entering the field of project management. Their success will be helped by their ability to develop a fully integrated information and control system to plan, instruct, monitor and control large amounts of data, quickly and accurately to facilitate the problem-solving and decision-making process. To achieve these goals the project manager needs a comprehensive toolkit - as a plumber works with a bag of tools, so the project manager works with a computer producing organisation charts, work breakdown structures, barcharts, resource histograms and cash-flow statements. Projects have traditionally been managed through a classic functional hierarchical type organisation structure, but with the increase of multi-disciplines, multi-departments, multi-companies and multi-national projects so there has been a move towards management-by-projects, project teams and matrix organisation structures...
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...Acquisition, System Development and Project Management Module 5: IT Operations, Controls, Reporting and Maintenance Case Assignment May 2014 Term July 20, 2014 Assignment: Prepare a 4-6 page paper following the point/counterpoint model in addressing the following topic: “Discuss and recommend how to maintain effective accountability in project management” Discuss and recommend how to maintain effective accountability in project management Being able to deliver and complete a project on schedule, on budget and meet or exceed the expectations of the stakeholders is not just a dream, but is something every project manager aims to achieve (Barron & Barron, 2011). However, in order to achieve these results it clearly requires active participation from everyone on the team and clear communication skills. Most project managers, if not all of them will tell you that communication is the most important aspect of their job and if not done properly then accountability is not likely to happen. While this key aspect is true, there are also other components of project management cycle that are often ignored that also take away from maintaining effective accountability. For this assignment we’ll discuss ways for the project manager to maintain this control and how accountability feeds into the overall success of the project. We’ll also cover some counterpoints to the arguments to see that even when the project manager plays their cards right there may be other factors that work against...
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