A detail description of project management, project success and factors effecting project success during the whole cycle of project.
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2. Project Management Overview
• What is a project?
• What is project management?
• What is project success?
• What factors determine project success?
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4. What is a Project?
“A project is usually a one-time activity with a well-defined set of desired end
results…complex enough that the subtasks required careful coordination and
control in terms of timing, precedence, cost and performance.”
Project Management: A Managerial Approach
Jack R. Meredith and Samuel J. Mantel, Jr.
1995
The assignment of resources to accomplish specific results (deliverables) with a
well-defined schedule and budget.
Accenture (1999)
“something that is contemplated, devised, or planned; a plan; a scheme; an
undertaking”
The Macquarie Concise Dictionary
Third Edition (1998)
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5. Project Characteristics
A Project…
Has specific objectives
Has a start and end date
Has a budget
Has an ‘owner’/’sponsor’
Produces specific deliverables
Can vary vastly in size, complexity and duration
May be a phase within a larger project or a phase within a
program
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7. Operations and Projects
• Operations and projects share many characteristics:
• Performed by people.
• Constrained by limited resources.
• Planned, executed, and controlled.
• Operations may include activities such as:
• Financial management and control
• Continuous manufacture
• Product distribution
• Projects may include activities such as:
• Developing a new product or service.
• Effecting a change in structure, staffing, or style of an organization.
• Developing or acquiring a new or modified information system.
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8. Projects are Temporary
• Temporary means that every project has a definite beginning
and a definite end.
• The end is reached:
• When the project’s objectives have been achieved, or
• When it becomes clear that the project objectives will not or cannot
be met and the project is terminated.
• Temporary does not necessarily mean short in duration:
• many projects last for several years.
• The duration of a project is finite:
• projects are not ongoing efforts.
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9. The Product of a Project is Unique
• A product or service may be unique even if the category it belongs to is large.
• For example, many thousands of office buildings have been
developed, but each individual facility is unique—different
owner, different design, different location, different
contractors, and so on.
• Because the product of each project is unique, the
characteristics that distinguish the product or service must be
progressively elaborated.
• Progressively means “proceeding in steps; continuing steadily
by increments”
• Elaborated means “worked out with care and detail; developed
thoroughly”
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12. What is Project Management?
• Project management is the application of knowledge,
skills, tools, and techniques to project activities in order to
meet or exceed stakeholder needs and expectations from a
project
• Meeting stakeholder needs and expectations involves
balancing competing demands among:
• Scope, time, cost, and quality.
• Stakeholders with differing needs and expectations.
• Identified requirements (needs) and unidentified requirements
• (expectations).
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18. Maintain Customer Relations
• Develop Communication
• Ensure Timely Participation
• Include the Customer on the
Project Team
• Develop Trust and Confidence
20. Project Management Principles and Practices
• Define Project Objectives
• Develop Project Execution Plan
• Define Baselines for Control
• Manage Risk
• Close out Effectively
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21. Define S.M.A.R.T. Project Objectives
• S pecific
• M easurable
• A ssignable
• R ealistic
• T ime related
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26. Initial Scoping Effort
• Sets the baseline for cost and schedule
• Must involve the right people
• Must include implementation
• Identifies items not included
• Maximum influence on project cost
• Breaks project into manageable pieces
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28. Successful Work Breakdown
• Status and completion is easily measured
• Definite beginning and end
• It is familiar with prior experience
• Manageable work assignments
• One continuous stream of work from start to finish
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29. Steps for constructing a WBS
• Divide the project into major objectives
• Partition objectives into activities
• Divide activities with missing characteristics into
subactivities
• Repeat #3 until all subactivities have desired
characteristics
• Lowest subactivities are the basis of work
packages
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30. The effect of “creeping scope” is
a major cause of cost overruns
Cost
Creeping scope
31. To manage creeping scope
• Keep scope documents current
• Freeze design after the estimate has been
approved
• Allow only those changes that are justified by
benefit
• Use an effective change management procedure
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32. The Four Commandments of Good Project Scope
Written
Well defined
Clearly understood
Achievable
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40. Basic Elements of the Control System
• A project plan: Scope, schedule, estimates
• A monitoring system which measures performance
against plan
• A reporting system which identifies deviations from
the plan
• A system which communicates deviations to the
right people
• Corrective actions
• Forecasting the project outcome
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41. Key Control Philosophies
• Define the baseline for control
• Divide project into manageable pieces
• Remember: Ability to influence cost is maximum
early in the project
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42. Key Control Philosophies
• Define and manage risk/opportunity
• Integrate scope and estimated cost into schedule
• Make informed decisions
• Anticipate deviations/changes
• Adopt the “end product” approach
• Plan ahead from phase to phase
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43. Basic Project Control Steps
• Define the project scope
• Develop a project plan consistent with:
• project scope
• estimates (cost constraints)
• schedule (constraints
• resources available
• Report progress and compare with budget and forecast
• Control by taking corrective action
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45. Schedule
• Planning - Identification of the sequence of events
necessary to complete the project
• Scheduling - Determination of timing and
assembly of project activities to give overall
completion time
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46. Front End Schedule
A way to get the project started right
Design
Program
Install / Test
System Turnover
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51. Project Quality Improvement
• Develop a quality management plan early in the
project
• Include representatives from all affected
organizational units on the project team
• Initiate the project effectively through kick-off and
alignment meetings
• Review performance and measure success
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52. Project Quality Improvement
• Define scope and review periodically
• Limit scope changes
formal change procedure
require justification
• Complete more engineering up-front before defining
cost and scheduling
• Obtain constructability, operability and maintainability
input to design
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55. Manage Risk
• What is risk?
• Sources of risk
• Kinds of risk
• Risk Management Process
• Identify risks
• Define consequences
• Develop a mitigation plan
• Document
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58. Sources of Help to Identify Risk
• Site investigations
• Contract documents
• Schedule
• Team brainstorming
• Body of experience
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59. Risk Control Methods
• Avoid
• Reduce
• Share
• Insure
• Accept
• with contingency
• without contingency
• Contain
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60. Risk Containment
• Clearly define insurance responsibilities in
contracts
• Use qualified personnel
• Document and communicate project
strategy
• Define roles and responsibilities
• Prepare contingency plans for critical
activities
• Use up-front team building
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61. Risk Containment
• Use qualifies contractors and vendors
• Preconstruction work briefings
(especially safety)
• Rehearse critical activities or use
mock-ups
• Use strong project control systems
• Manage contingency
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63. Project Closeout - Major Phases
• Obtain client acceptance
• Document the project
• Conduct the post implementation audit
• Issue the final report
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