SlideShare une entreprise Scribd logo
1  sur  16
Télécharger pour lire hors ligne
Chapter 1
Project Management Fundamentals
Definition
 A project is a sequence of unique,complex,and connected activities that have
one goal or purpose and that must be completed by a specific time,
within budget, and according to specification
 An activity is a defined chunk of work.
 The activities in a project must be unique.
 Connectedness implies that there is a logical or technical relationship
between pairs of activities.
 Projects must have a single goal.
 Projects have a specified completion date.
 Projects also have resource limits,such as a limited amount of people,
money,or machines that are dedicated to the project.
 A program is a collection of related projects.Unlike projects, programs can
have many goals.
Five Constraints
 The following five constraints operate on every project:
 Scope
 Quality
 Cost
 Time
 Resources
Scope
 Scope is a statement that defines the boundaries of the
project. It tells not only what will be done but also what will
not be done. In the information systems industry, scope is
often referred to as a functional specification.In the engineering
profession, it is generally called a statement of work.
Quality
 The following two types of quality are part of every project:
 Product Quality
 Process Quality
Cost
 The dollar cost of doing the project. It is best thought of as
the budget that has been established for the project.The first
consideration occurs at an early and informal stage in the life
of a project.
Time
 The client specifies a time frame or deadline date within
which the project must be completed.To a certain extent,
cost and time are inversely related to one another.The time a
project takes to be completed can be reduced, but costs
increase as a result.
 Time is an interesting resource. It can’t be inventoried. It is
consumed whether you use it or not.
Resources
 Resources are assets such as people,equipment,physical facilities,or
inventory that have limited availabilities, can be scheduled, or
can be leased from an outside party
Scope Triangle as a System in
Balance
Scope and
Quality
Resources
Managing the Creeps
 Scope Creep
Scope creep is the term that has come to mean any change in the project that was not in the
original plan. Change is constant.To expect otherwise is simply unrealistic.
 Hope Creep
Hope creep happens when a project team member falls behind schedule but reports that he or
she is on schedule, hoping to get back on schedule by the next report date.
 Effort Creep
Effort creep is the result of the team member working but not making progress proportionate
to the work expended.
 Feature Creep
Closely related to scope creep is feature creep.Feature creep results when team members
arbitrarily add features and functions to the deliverable that they think the client
would want to have.
Applying the Scope Triangle
 The scope triangle will have at least two major applications:
 Scope Change Impact Analysis
 The major application of the scope triangle is as an aid in the preparation
of the Project Impact Statement.This is a statement of the alternative
ways of accommodating a particular scope change request of the client.
 Problem Resolution
 The scope triangle enables you to ask the question,‘‘Who owns what?’’
The answer will give you an escalation pathway from project team to
resource manager to client.The client and senior management own time,
budget, and resources.The project team owns how time, budget, and
resources are used.
The Importance of Classifying Projects
 Establishing a Rule for Classifying Projects
 Characteristics
 Type
 Clarity and completeness of goal – (Not discussed now)
Characteristics
 Many organizations choose to define a classification of projects based on
such project characteristics as the following:
 Risk —Establish levels of risk (high, medium, and low).
 Business value— Establish levels (high, medium, and low).
 Length— Establish several categories (such as 3 months, 3 to 6
months,6 to 12 months, and so on).
 Complexity—Establish categories (high, medium, and low).
 Technology used— Establish several categories (well-established,
used occasionally, used rarely, never used).
 Number of departments affected— Establish some categories (such
as one, a few, several, and all).
 Cost
Example of Project Classes and
Definitions
Classification by Project Type
 There are many situations in which an organization repeats
projects that are of the same type. Following are some
examples of project types:
 Installing software
 Recruiting and hiring
 Setting up hardware in a field office
 Soliciting, evaluating, and selecting vendors
 Updating a corporate procedure
 Developing application systems
Questions
1. Suppose the scope triangle were modified as follows: Resource Availability occupies
the center, and the three sides are Scope, Cost, and Schedule. Interpret this triangle
as if it were a system in balance. What is likely to happen when a specific resource on
your project is concurrently allocated to more and more projects? As project
manager, how would you deal with these situations? Be specific.
2. Where would you be able to bring about cost savings as a program
manager for a company? Discuss these using the standard project constraints.
3. Discuss ways in which scope creep occurred on projects with which you have been
associated.Was the project manager able to reverse
scope creep? Is it possible to reverse scope creep? Defend your yes or no answer.

Contenu connexe

Tendances

Project governance
Project governanceProject governance
Project governanceGlen Alleman
 
Project management basics
Project management basicsProject management basics
Project management basicsPlanning School
 
Fundamentals of project management
Fundamentals of project managementFundamentals of project management
Fundamentals of project managementMohamed Amin
 
Project Management vs. Program Management: Strategies for Transition Success
Project Management vs. Program Management: Strategies for Transition SuccessProject Management vs. Program Management: Strategies for Transition Success
Project Management vs. Program Management: Strategies for Transition SuccessRuffin Veal and Associates, Inc.
 
Chap 5 Estimating Project Times
Chap 5 Estimating Project TimesChap 5 Estimating Project Times
Chap 5 Estimating Project Timesproject management
 
Chapter 1 An Overview Of Project Management
Chapter 1  An Overview Of Project ManagementChapter 1  An Overview Of Project Management
Chapter 1 An Overview Of Project ManagementMahesh Bendigeri
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project ManagementSlav Karaslavov
 
Project management tools and techniques
Project management tools and techniquesProject management tools and techniques
Project management tools and techniquesTata Dinyuy
 
Project management process and Project Management Knowledge areas
Project management process and Project Management Knowledge areasProject management process and Project Management Knowledge areas
Project management process and Project Management Knowledge areasMazen Zbib
 
Project Management Framework
Project Management FrameworkProject Management Framework
Project Management FrameworkRobert Kelly
 
PMP Lecture 3: Project Management Processes
PMP Lecture 3: Project Management ProcessesPMP Lecture 3: Project Management Processes
PMP Lecture 3: Project Management ProcessesMohamed Loey
 
Smart project management - Best Practices to Manage Project effectively
Smart project management - Best Practices to Manage Project effectivelySmart project management - Best Practices to Manage Project effectively
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
 

Tendances (20)

Project governance
Project governanceProject governance
Project governance
 
Project management basics
Project management basicsProject management basics
Project management basics
 
Fundamentals of project management
Fundamentals of project managementFundamentals of project management
Fundamentals of project management
 
Project Planning
Project PlanningProject Planning
Project Planning
 
Project Management vs. Program Management: Strategies for Transition Success
Project Management vs. Program Management: Strategies for Transition SuccessProject Management vs. Program Management: Strategies for Transition Success
Project Management vs. Program Management: Strategies for Transition Success
 
Chap 5 Estimating Project Times
Chap 5 Estimating Project TimesChap 5 Estimating Project Times
Chap 5 Estimating Project Times
 
Chapter 1 An Overview Of Project Management
Chapter 1  An Overview Of Project ManagementChapter 1  An Overview Of Project Management
Chapter 1 An Overview Of Project Management
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Management
 
Program Management
Program ManagementProgram Management
Program Management
 
project management concepts
project management conceptsproject management concepts
project management concepts
 
Project Management
Project ManagementProject Management
Project Management
 
Earned Value Management
Earned Value ManagementEarned Value Management
Earned Value Management
 
Project management tools and techniques
Project management tools and techniquesProject management tools and techniques
Project management tools and techniques
 
project management concepts
project management conceptsproject management concepts
project management concepts
 
Project management process and Project Management Knowledge areas
Project management process and Project Management Knowledge areasProject management process and Project Management Knowledge areas
Project management process and Project Management Knowledge areas
 
Project Management Framework
Project Management FrameworkProject Management Framework
Project Management Framework
 
PMP Lecture 3: Project Management Processes
PMP Lecture 3: Project Management ProcessesPMP Lecture 3: Project Management Processes
PMP Lecture 3: Project Management Processes
 
Smart project management - Best Practices to Manage Project effectively
Smart project management - Best Practices to Manage Project effectivelySmart project management - Best Practices to Manage Project effectively
Smart project management - Best Practices to Manage Project effectively
 
Project Management Framework
Project Management FrameworkProject Management Framework
Project Management Framework
 
Erp-PMO
Erp-PMOErp-PMO
Erp-PMO
 

En vedette

Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project ManagementRodolfo Siles
 
Project Mgmt Fundamentals
Project Mgmt FundamentalsProject Mgmt Fundamentals
Project Mgmt FundamentalsChris Miller
 
"Fundamentals of Project Management" book summary
"Fundamentals of Project Management" book summary"Fundamentals of Project Management" book summary
"Fundamentals of Project Management" book summaryHuyHuang
 
Digital Project Management Fundamentals 01
Digital Project Management Fundamentals 01Digital Project Management Fundamentals 01
Digital Project Management Fundamentals 01Mark Wilson
 
Project Management Fundamentals Certificate of Completion
Project Management Fundamentals Certificate of CompletionProject Management Fundamentals Certificate of Completion
Project Management Fundamentals Certificate of CompletionSteve Payne
 
Smart grids Netbeheer Nederland - 6 maart 2012 final2
Smart grids Netbeheer Nederland - 6 maart 2012 final2Smart grids Netbeheer Nederland - 6 maart 2012 final2
Smart grids Netbeheer Nederland - 6 maart 2012 final2SKA
 
Een introductie in Programmamanagement
Een introductie in ProgrammamanagementEen introductie in Programmamanagement
Een introductie in ProgrammamanagementSKA
 
Programmamanagement
ProgrammamanagementProgrammamanagement
Programmamanagementbecha038
 
MSP Overview Paradigm Consulting Group PCGI
MSP Overview Paradigm Consulting Group PCGIMSP Overview Paradigm Consulting Group PCGI
MSP Overview Paradigm Consulting Group PCGIPCGI
 
A Program Management Approach to Business Continuity
A Program Management Approach to Business ContinuityA Program Management Approach to Business Continuity
A Program Management Approach to Business ContinuityBryghtpath LLC
 
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...Fida Karim 🇵🇰
 
Testing for Marketing Campaign Success
Testing for Marketing Campaign SuccessTesting for Marketing Campaign Success
Testing for Marketing Campaign SuccessTimothy Nordvedt
 

En vedette (17)

Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project Management
 
Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project Management
 
Project Mgmt Fundamentals
Project Mgmt FundamentalsProject Mgmt Fundamentals
Project Mgmt Fundamentals
 
"Fundamentals of Project Management" book summary
"Fundamentals of Project Management" book summary"Fundamentals of Project Management" book summary
"Fundamentals of Project Management" book summary
 
Digital Project Management Fundamentals 01
Digital Project Management Fundamentals 01Digital Project Management Fundamentals 01
Digital Project Management Fundamentals 01
 
Project management
Project managementProject management
Project management
 
Project Management Fundamentals
Project Management FundamentalsProject Management Fundamentals
Project Management Fundamentals
 
Project Management Fundamentals Certificate of Completion
Project Management Fundamentals Certificate of CompletionProject Management Fundamentals Certificate of Completion
Project Management Fundamentals Certificate of Completion
 
Smart grids Netbeheer Nederland - 6 maart 2012 final2
Smart grids Netbeheer Nederland - 6 maart 2012 final2Smart grids Netbeheer Nederland - 6 maart 2012 final2
Smart grids Netbeheer Nederland - 6 maart 2012 final2
 
Een introductie in Programmamanagement
Een introductie in ProgrammamanagementEen introductie in Programmamanagement
Een introductie in Programmamanagement
 
Programmamanagement
ProgrammamanagementProgrammamanagement
Programmamanagement
 
MSP Overview Paradigm Consulting Group PCGI
MSP Overview Paradigm Consulting Group PCGIMSP Overview Paradigm Consulting Group PCGI
MSP Overview Paradigm Consulting Group PCGI
 
A Program Management Approach to Business Continuity
A Program Management Approach to Business ContinuityA Program Management Approach to Business Continuity
A Program Management Approach to Business Continuity
 
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...
 
Testing for Marketing Campaign Success
Testing for Marketing Campaign SuccessTesting for Marketing Campaign Success
Testing for Marketing Campaign Success
 
Seed Funding Strategies
Seed Funding StrategiesSeed Funding Strategies
Seed Funding Strategies
 
Water Fall Model
Water Fall ModelWater Fall Model
Water Fall Model
 

Similaire à project management fundamentals Chapter 1

1. project Management
1. project Management 1. project Management
1. project Management chhassan7
 
Course ProjectPart 1 – Building Your Project PlanYou and your
Course ProjectPart 1 – Building Your Project PlanYou and your Course ProjectPart 1 – Building Your Project PlanYou and your
Course ProjectPart 1 – Building Your Project PlanYou and your CruzIbarra161
 
Project Manangement Introduction
Project Manangement IntroductionProject Manangement Introduction
Project Manangement Introductionasim78
 
MBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docxMBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
 
Definition Of Project Management
Definition Of Project ManagementDefinition Of Project Management
Definition Of Project ManagementMostafa Ewees
 
Project Management Overview
Project Management OverviewProject Management Overview
Project Management Overviewcford1973
 
Cmgt410
Cmgt410Cmgt410
Cmgt4107Fase1
 
Pm0015 quantitative methods in project management
Pm0015  quantitative methods in project managementPm0015  quantitative methods in project management
Pm0015 quantitative methods in project managementsmumbahelp
 
PROJECT MANAGEMENT intro - Lecture 01.pptx
PROJECT MANAGEMENT intro - Lecture 01.pptxPROJECT MANAGEMENT intro - Lecture 01.pptx
PROJECT MANAGEMENT intro - Lecture 01.pptxBimsaraRotaract
 
Scope and Time Management
Scope and Time ManagementScope and Time Management
Scope and Time ManagementSabrinaScott22
 
SE_Lec 12_ Project Planning
SE_Lec 12_ Project PlanningSE_Lec 12_ Project Planning
SE_Lec 12_ Project PlanningAmr E. Mohamed
 
Software engineering by Dr. vishnu sharma
Software engineering by Dr. vishnu sharmaSoftware engineering by Dr. vishnu sharma
Software engineering by Dr. vishnu sharmaVishnu Sharma
 
Estimate budget and project crashing.pptx
Estimate budget and project crashing.pptxEstimate budget and project crashing.pptx
Estimate budget and project crashing.pptxMIANMNADEEM
 

Similaire à project management fundamentals Chapter 1 (20)

1. project Management
1. project Management 1. project Management
1. project Management
 
Project Management Introduction
Project Management IntroductionProject Management Introduction
Project Management Introduction
 
Course ProjectPart 1 – Building Your Project PlanYou and your
Course ProjectPart 1 – Building Your Project PlanYou and your Course ProjectPart 1 – Building Your Project PlanYou and your
Course ProjectPart 1 – Building Your Project PlanYou and your
 
Cost estimation
Cost estimationCost estimation
Cost estimation
 
Project Manangement Introduction
Project Manangement IntroductionProject Manangement Introduction
Project Manangement Introduction
 
MBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docxMBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docx
 
Definition Of Project Management
Definition Of Project ManagementDefinition Of Project Management
Definition Of Project Management
 
Project Management Overview
Project Management OverviewProject Management Overview
Project Management Overview
 
Project Mangement
Project MangementProject Mangement
Project Mangement
 
Cmgt410
Cmgt410Cmgt410
Cmgt410
 
Pm0015 quantitative methods in project management
Pm0015  quantitative methods in project managementPm0015  quantitative methods in project management
Pm0015 quantitative methods in project management
 
Project management
Project managementProject management
Project management
 
PROJECT MANAGEMENT intro - Lecture 01.pptx
PROJECT MANAGEMENT intro - Lecture 01.pptxPROJECT MANAGEMENT intro - Lecture 01.pptx
PROJECT MANAGEMENT intro - Lecture 01.pptx
 
Cmgt410
Cmgt410Cmgt410
Cmgt410
 
Scope and Time Management
Scope and Time ManagementScope and Time Management
Scope and Time Management
 
Ch23
Ch23Ch23
Ch23
 
Project Scheduling
Project SchedulingProject Scheduling
Project Scheduling
 
SE_Lec 12_ Project Planning
SE_Lec 12_ Project PlanningSE_Lec 12_ Project Planning
SE_Lec 12_ Project Planning
 
Software engineering by Dr. vishnu sharma
Software engineering by Dr. vishnu sharmaSoftware engineering by Dr. vishnu sharma
Software engineering by Dr. vishnu sharma
 
Estimate budget and project crashing.pptx
Estimate budget and project crashing.pptxEstimate budget and project crashing.pptx
Estimate budget and project crashing.pptx
 

Plus de Mazhar Poohlah

Project implimentation
Project implimentationProject implimentation
Project implimentationMazhar Poohlah
 
Orgnaization and controlling
Orgnaization and controllingOrgnaization and controlling
Orgnaization and controllingMazhar Poohlah
 
Project implimentation
Project implimentationProject implimentation
Project implimentationMazhar Poohlah
 
Research Method EMBA chapter 14
Research Method EMBA chapter 14Research Method EMBA chapter 14
Research Method EMBA chapter 14Mazhar Poohlah
 
Research Method EMBA chapter 12
Research Method EMBA chapter 12Research Method EMBA chapter 12
Research Method EMBA chapter 12Mazhar Poohlah
 
Research Method EMBA chapter 11
Research Method EMBA chapter 11Research Method EMBA chapter 11
Research Method EMBA chapter 11Mazhar Poohlah
 
Research Method EMBA chapter 10
Research Method EMBA chapter 10Research Method EMBA chapter 10
Research Method EMBA chapter 10Mazhar Poohlah
 
Research Method EMBA chapter 6
Research Method EMBA chapter 6Research Method EMBA chapter 6
Research Method EMBA chapter 6Mazhar Poohlah
 
Research Method EMBA chapter 5
Research Method EMBA chapter 5Research Method EMBA chapter 5
Research Method EMBA chapter 5Mazhar Poohlah
 
Research Method EMBA chapter 4
Research Method EMBA chapter 4Research Method EMBA chapter 4
Research Method EMBA chapter 4Mazhar Poohlah
 
Research method EMBA chapter 3
Research method EMBA chapter 3Research method EMBA chapter 3
Research method EMBA chapter 3Mazhar Poohlah
 
Research method EMBA chapter 2
Research method EMBA chapter 2Research method EMBA chapter 2
Research method EMBA chapter 2Mazhar Poohlah
 
Research method EMBA chapter 1
Research method EMBA  chapter 1Research method EMBA  chapter 1
Research method EMBA chapter 1Mazhar Poohlah
 
3. traditional project management - ch3
3. traditional project management - ch33. traditional project management - ch3
3. traditional project management - ch3Mazhar Poohlah
 
2. traditional project management -ch2
2. traditional project management -ch22. traditional project management -ch2
2. traditional project management -ch2Mazhar Poohlah
 

Plus de Mazhar Poohlah (20)

Market analysis
Market analysisMarket analysis
Market analysis
 
Project implimentation
Project implimentationProject implimentation
Project implimentation
 
Orgnaization and controlling
Orgnaization and controllingOrgnaization and controlling
Orgnaization and controlling
 
Marketing concept
Marketing conceptMarketing concept
Marketing concept
 
Business enviornment
Business enviornmentBusiness enviornment
Business enviornment
 
Business enviornment
Business enviornmentBusiness enviornment
Business enviornment
 
Business enviornment
Business enviornmentBusiness enviornment
Business enviornment
 
Project implimentation
Project implimentationProject implimentation
Project implimentation
 
Research Method EMBA chapter 14
Research Method EMBA chapter 14Research Method EMBA chapter 14
Research Method EMBA chapter 14
 
Research Method EMBA chapter 12
Research Method EMBA chapter 12Research Method EMBA chapter 12
Research Method EMBA chapter 12
 
Research Method EMBA chapter 11
Research Method EMBA chapter 11Research Method EMBA chapter 11
Research Method EMBA chapter 11
 
Research Method EMBA chapter 10
Research Method EMBA chapter 10Research Method EMBA chapter 10
Research Method EMBA chapter 10
 
Research Method EMBA chapter 6
Research Method EMBA chapter 6Research Method EMBA chapter 6
Research Method EMBA chapter 6
 
Research Method EMBA chapter 5
Research Method EMBA chapter 5Research Method EMBA chapter 5
Research Method EMBA chapter 5
 
Research Method EMBA chapter 4
Research Method EMBA chapter 4Research Method EMBA chapter 4
Research Method EMBA chapter 4
 
Research method EMBA chapter 3
Research method EMBA chapter 3Research method EMBA chapter 3
Research method EMBA chapter 3
 
Research method EMBA chapter 2
Research method EMBA chapter 2Research method EMBA chapter 2
Research method EMBA chapter 2
 
Research method EMBA chapter 1
Research method EMBA  chapter 1Research method EMBA  chapter 1
Research method EMBA chapter 1
 
3. traditional project management - ch3
3. traditional project management - ch33. traditional project management - ch3
3. traditional project management - ch3
 
2. traditional project management -ch2
2. traditional project management -ch22. traditional project management -ch2
2. traditional project management -ch2
 

Dernier

Making and Justifying Mathematical Decisions.pdf
Making and Justifying Mathematical Decisions.pdfMaking and Justifying Mathematical Decisions.pdf
Making and Justifying Mathematical Decisions.pdfChris Hunter
 
microwave assisted reaction. General introduction
microwave assisted reaction. General introductionmicrowave assisted reaction. General introduction
microwave assisted reaction. General introductionMaksud Ahmed
 
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxAreebaZafar22
 
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxSOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxiammrhaywood
 
How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17Celine George
 
Activity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdfActivity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdfciinovamais
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityGeoBlogs
 
Unit-V; Pricing (Pharma Marketing Management).pptx
Unit-V; Pricing (Pharma Marketing Management).pptxUnit-V; Pricing (Pharma Marketing Management).pptx
Unit-V; Pricing (Pharma Marketing Management).pptxVishalSingh1417
 
Gardella_PRCampaignConclusion Pitch Letter
Gardella_PRCampaignConclusion Pitch LetterGardella_PRCampaignConclusion Pitch Letter
Gardella_PRCampaignConclusion Pitch LetterMateoGardella
 
Class 11th Physics NEET formula sheet pdf
Class 11th Physics NEET formula sheet pdfClass 11th Physics NEET formula sheet pdf
Class 11th Physics NEET formula sheet pdfAyushMahapatra5
 
Sports & Fitness Value Added Course FY..
Sports & Fitness Value Added Course FY..Sports & Fitness Value Added Course FY..
Sports & Fitness Value Added Course FY..Disha Kariya
 
This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.christianmathematics
 
PROCESS RECORDING FORMAT.docx
PROCESS      RECORDING        FORMAT.docxPROCESS      RECORDING        FORMAT.docx
PROCESS RECORDING FORMAT.docxPoojaSen20
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...EduSkills OECD
 
Measures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SDMeasures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SDThiyagu K
 
Unit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxUnit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxVishalSingh1417
 
1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdfQucHHunhnh
 

Dernier (20)

Making and Justifying Mathematical Decisions.pdf
Making and Justifying Mathematical Decisions.pdfMaking and Justifying Mathematical Decisions.pdf
Making and Justifying Mathematical Decisions.pdf
 
microwave assisted reaction. General introduction
microwave assisted reaction. General introductionmicrowave assisted reaction. General introduction
microwave assisted reaction. General introduction
 
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptxICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptx
 
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptxSOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
 
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
 
How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17
 
Activity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdfActivity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdf
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activity
 
Unit-V; Pricing (Pharma Marketing Management).pptx
Unit-V; Pricing (Pharma Marketing Management).pptxUnit-V; Pricing (Pharma Marketing Management).pptx
Unit-V; Pricing (Pharma Marketing Management).pptx
 
Gardella_PRCampaignConclusion Pitch Letter
Gardella_PRCampaignConclusion Pitch LetterGardella_PRCampaignConclusion Pitch Letter
Gardella_PRCampaignConclusion Pitch Letter
 
Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1
 
Class 11th Physics NEET formula sheet pdf
Class 11th Physics NEET formula sheet pdfClass 11th Physics NEET formula sheet pdf
Class 11th Physics NEET formula sheet pdf
 
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptxINDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
 
Sports & Fitness Value Added Course FY..
Sports & Fitness Value Added Course FY..Sports & Fitness Value Added Course FY..
Sports & Fitness Value Added Course FY..
 
This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.
 
PROCESS RECORDING FORMAT.docx
PROCESS      RECORDING        FORMAT.docxPROCESS      RECORDING        FORMAT.docx
PROCESS RECORDING FORMAT.docx
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
 
Measures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SDMeasures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SD
 
Unit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptxUnit-IV; Professional Sales Representative (PSR).pptx
Unit-IV; Professional Sales Representative (PSR).pptx
 
1029 - Danh muc Sach Giao Khoa 10 . pdf
1029 -  Danh muc Sach Giao Khoa 10 . pdf1029 -  Danh muc Sach Giao Khoa 10 . pdf
1029 - Danh muc Sach Giao Khoa 10 . pdf
 

project management fundamentals Chapter 1

  • 2. Definition  A project is a sequence of unique,complex,and connected activities that have one goal or purpose and that must be completed by a specific time, within budget, and according to specification  An activity is a defined chunk of work.  The activities in a project must be unique.  Connectedness implies that there is a logical or technical relationship between pairs of activities.  Projects must have a single goal.  Projects have a specified completion date.  Projects also have resource limits,such as a limited amount of people, money,or machines that are dedicated to the project.  A program is a collection of related projects.Unlike projects, programs can have many goals.
  • 3. Five Constraints  The following five constraints operate on every project:  Scope  Quality  Cost  Time  Resources
  • 4. Scope  Scope is a statement that defines the boundaries of the project. It tells not only what will be done but also what will not be done. In the information systems industry, scope is often referred to as a functional specification.In the engineering profession, it is generally called a statement of work.
  • 5. Quality  The following two types of quality are part of every project:  Product Quality  Process Quality
  • 6. Cost  The dollar cost of doing the project. It is best thought of as the budget that has been established for the project.The first consideration occurs at an early and informal stage in the life of a project.
  • 7. Time  The client specifies a time frame or deadline date within which the project must be completed.To a certain extent, cost and time are inversely related to one another.The time a project takes to be completed can be reduced, but costs increase as a result.  Time is an interesting resource. It can’t be inventoried. It is consumed whether you use it or not.
  • 8. Resources  Resources are assets such as people,equipment,physical facilities,or inventory that have limited availabilities, can be scheduled, or can be leased from an outside party
  • 9. Scope Triangle as a System in Balance Scope and Quality Resources
  • 10. Managing the Creeps  Scope Creep Scope creep is the term that has come to mean any change in the project that was not in the original plan. Change is constant.To expect otherwise is simply unrealistic.  Hope Creep Hope creep happens when a project team member falls behind schedule but reports that he or she is on schedule, hoping to get back on schedule by the next report date.  Effort Creep Effort creep is the result of the team member working but not making progress proportionate to the work expended.  Feature Creep Closely related to scope creep is feature creep.Feature creep results when team members arbitrarily add features and functions to the deliverable that they think the client would want to have.
  • 11. Applying the Scope Triangle  The scope triangle will have at least two major applications:  Scope Change Impact Analysis  The major application of the scope triangle is as an aid in the preparation of the Project Impact Statement.This is a statement of the alternative ways of accommodating a particular scope change request of the client.  Problem Resolution  The scope triangle enables you to ask the question,‘‘Who owns what?’’ The answer will give you an escalation pathway from project team to resource manager to client.The client and senior management own time, budget, and resources.The project team owns how time, budget, and resources are used.
  • 12. The Importance of Classifying Projects  Establishing a Rule for Classifying Projects  Characteristics  Type  Clarity and completeness of goal – (Not discussed now)
  • 13. Characteristics  Many organizations choose to define a classification of projects based on such project characteristics as the following:  Risk —Establish levels of risk (high, medium, and low).  Business value— Establish levels (high, medium, and low).  Length— Establish several categories (such as 3 months, 3 to 6 months,6 to 12 months, and so on).  Complexity—Establish categories (high, medium, and low).  Technology used— Establish several categories (well-established, used occasionally, used rarely, never used).  Number of departments affected— Establish some categories (such as one, a few, several, and all).  Cost
  • 14. Example of Project Classes and Definitions
  • 15. Classification by Project Type  There are many situations in which an organization repeats projects that are of the same type. Following are some examples of project types:  Installing software  Recruiting and hiring  Setting up hardware in a field office  Soliciting, evaluating, and selecting vendors  Updating a corporate procedure  Developing application systems
  • 16. Questions 1. Suppose the scope triangle were modified as follows: Resource Availability occupies the center, and the three sides are Scope, Cost, and Schedule. Interpret this triangle as if it were a system in balance. What is likely to happen when a specific resource on your project is concurrently allocated to more and more projects? As project manager, how would you deal with these situations? Be specific. 2. Where would you be able to bring about cost savings as a program manager for a company? Discuss these using the standard project constraints. 3. Discuss ways in which scope creep occurred on projects with which you have been associated.Was the project manager able to reverse scope creep? Is it possible to reverse scope creep? Defend your yes or no answer.