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Homework answers / question archive / Project Management: Past and Present This work is licensed under a Creative Commons Attribution 3
Project Management: Past and Present This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Project Management Past and Present • This chapter introduces project management as an important activity in many different careers and industries. • The chapter presents a brief overview of the history of project management tools and project management professionalism. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Careers Using Project Management Skills • Everyone carries out projects, every role in every organization. • Projects can be any size from one-person doing his or her homework to thousands of people working together with billion-dollar budgets. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Project management skills • • • • • Planning Communication Delivering results Monitoring risks Managing resources This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Industry sectors • • • • • • Business owners Agriculture and Natural Resources Arts, Media and Entertainment Building Trades and Construction Energy and Utilities Engineering and Design • Fashion • Finance . . . continued on next slide This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Industry sectors (continued) • • • • • • Health and Human Services Hospitality, Tourism and recreation Manufacturing and Product Development Education Public Services Retail and Wholesale Trade • Transportation • Information Technology This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management • Early methodologies not well-documented, but results still stand: the pyramids, Stonehenge, mass human migrations • Late 19th century • Construction of intercontinental railroad, other large projects • Early 20th Century • Frederick Taylor created Scientific Management of industrial processes • Henry Gantt developed a bar-chart approach to illustrating timing of project tasks and progress This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management (continued) • Mid-20th century • CPM and PERT methodologies identified the importance of task sequences, task dependencies and the concept of the critical path. • Project management as a profession • Project Management Institute (PMI) was founded • Project Management Body of Knowledge (PMBOK) was created This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management (continued) • Today • Increasing recognition of project management as a specialized set of skills applicable to many different industries • Project Management certifications: PMP, CAPM, specializations • PMBOK is in its 5th edition • Variations on methodologies: • phased (waterfall approach) • Agile methods • The importance of integrating projects into portfolios and programs This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Summary • Project management has existed as long as humans have worked together to achieve goals • Project management skills are useful in all careers • Project management takes place in all industries • Project management tools and methodologies have evolved over the past century and a half: • Scientific management • Gantt chart • Pert/CPM network diagrams • There are associations of professional project managers that set standards for the practice of project management • PMI’s Project Management Body of Knowledge or PMBOK, currently in its fifth edition. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Project Management Overview This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Purpose of the chapter • • • • • • Define a project Define project success Project constraints Project management expertise The project environment Project management knowledge and skills This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Define a project • • • • Define a project: Unique product or service Time-limited Project ends when the objectives are achieved or abandoned This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Unique • How can you tell that an activity is unique? • Completely new product or service • Creation of new process • Product or service new to this group of people This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Time-limited • May have a start and end date • May be measured as “will be complete when a particular objective is achieved” • If it simply continues forever or to an unspecified enddate it is probably an ongoing business activity This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Can tell when it is done • Objective is achieved • Time limit is reached • Objective is abandoned This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Success • Traditionally: on time, within budget and delivers the promised scope • More effective measure: satisfied customer This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Group work • In small groups, try to identify the LARGEST project each of you have been involved with. • You do not have to have been the project manager—if not, what was your role? (team member, volunteer, purchaser, ??) • With the group, make it clear how the project you have identified meets the criteria: • Unique • Temporary This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project constraints • • • • • • Cost Scope Quality Risk Resources Time This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Triple constraint • All the constraints can be grouped into these three: The triad constraints by John M. Kennedy T. (http://commons.wikimedia.org/wiki/File:The_triad_constraints.jpg) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/3.0/) This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Management Expertise • Application knowledge • Industry group • Technical specialty • Managerial area • Understanding the project environment • Cultural, social, political, international, physical • Management knowledge and skills • Interpersonal skills • Communication, influence, leadership, motivation, negotiation and problem solving This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Management Standards • Standards organizations • PMI • Project Management Institute: http://www.pmi.org/ • CAPM, PMP and other professional standards • IPMA • International Project Management Association: http://ipma.ch/ • Several certifications This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Summary • Project definition: unique, time-limited, can tell when it is over • Project success: satisfied client • Project constraints: time, scope, cost • Project management expertise • The project environment • Project management knowledge and skills This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview The Project Life Cycle This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Phases of a project • • • • Initiation Planning Implementation Closing This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Initiation phase • Project sponsor is identified • Scope and deliverables are defined • Relationship to organizational goals is key • Budget is approved • Broad statements are made about risks, approach, timelines • Stakeholders are identified • Project Manager is assigned • At end of phase, approved project charter is the approval to proceed to the planning phase This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Planning phase • Deliverables are clearly defined • Based on the deliverables, a work breakdown structure or WBS defines the “work packages” • The work packages are used to develop a schedule • Plans are made for management of stakeholders, communication, quality, costs, risks, procurement, resources including human resources This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Implementation (Execution) Phase • • • • • Project team is hired and developed Procurements take place Project work is underway Project must be monitored and changes managed Communication to stakeholders is an important ongoing activity This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Closing phase • • • • Reporting Closing out procurements—final payments Identify lessons learned Celebrate This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Summary • Project Phases • • • • Initiation Planning Implementation (Execution) Closing This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle
My Reflections
Project Management is an interesting field of study and this week’s reading was a very helpful for me to understand the basic principles and concepts of Project Management. I understood that the Project Management has a strict structure and procedure towards creating a map that must be followed in its different phases to complete and close the work that is targeted to be delivered as part of the project. There is a striking difference between what the book explains and what I have been considering a project could be defined as. The author suggests that a Project is defined as a time- limited, cost and scope limited entity (Watt, 2019) whereas I have always thought as a project to be a deliverable and scale limited one. This was a revelation for me.
The interesting concepts described in the Chapters this week related to the Project life cycle was very helpful for me to understand as an IT personnel who is more used to looking at Agile structure of project life cycle with accelerated timelines that also operate on a defined scope and timeline. The PMI model and its phases – Initiation, Planning, Implementation and Closing (Watt, 2019) make creating a project map easier for any type of Project.
Project Management principles and the underlying mechanisms on how each phase is created and executed would be an interesting read for me. This week, I could understand how the three ideas of Scope, Time and Cost are significant in governing a Project (Watt, 2019).
Initiation phase as I could grasp, is where all the stakeholders come together and decide they have a common vision or an idea and they are all willing to commit their resources towards bringing together a team that would help execute their vision. The Project Charter is signed, and this is a bigger picture view of what the project’s goal is and what would be the time and budget needed for that project would be. These stakeholders who sign the project would become the customers whom the Project Manager must focus on satisfying and must come for sign offs on various decisions involved in the project implementation and control (Watt, 2019).
Implementation phase is where the work defined for each scope item of the project is executed and delivered to satisfy the requirements of the Stakeholders. Pooling or procuring all required resources and making sure the critical path of the project is not deviated is an important factor to keep the project efficient and on completion for a project manager (Watt, 2019).
Closing is the phase where the project is marked as completed and closed and it is time for the entire team to not only celebrate their accomplishment but also document the lessons learned to make sure the next project they perform would have the pointers that would increase their efficiency and quality (Watt, 2019).
