Introduction to Project Management Managing Project Time, Cost, and Procurements Lecture a This material (Comp19_Unit6a) was developed by Johns Hopkins.

Introduction to Project Management

Managing Project Time, Cost, and Procurements

Lecture a

This material (Comp19_Unit6a) was developed by Johns Hopkins University, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC000013.


Learning Objectives—Lecture a

• Define project management time activities.• Define project cost management activities.• Define project procurement activities.

2Health IT Workforce Curriculum Version 3.0/Spring 2012

Introduction to Project Management Managing Project Time, Cost, and Procurements

Lecture a

Introduction and Overview

5 Process Groups• Initiating • Planning• Executing• Monitoring and controlling• Closing

9 Knowledge Areas

42 Project Management Processes



Lecture a

Process Group Sequence



Lecture a

Essential Planning Processes

• Collect requirements process• Define scope process • Create WBS process • Define activities process• Developing schedule, determining budget &

making procurement decisions



Lecture a

Project Activities by Process Group



Lecture a

Collect Requirements Process



Lecture a

Define the Scope Process



Lecture a

Create the WBS Process



Lecture a

Work Breakdown Structure (WBS)



Lecture a

Work Breakdown Structure(WBS)

Health IT Workforce Curriculum Version 3.0/Spring 2012


Lecture a

Define Activities Process



Lecture a

Developing Schedule, Determining Budget, and Making

Procurement Decisions



Lecture a

Schedule and Cost Constraints

Early in the project it is important for the project team to work with the key stakeholders to identify project constraints related to scope, time, cost, and other items (technical, legal, etc).



Lecture a

Exercise

1. List project constraints inherent in your organization.

2. List unique constraints you have encountered on individual projects.



Lecture a

Project Constraints

PROJECT MANAGER

Manages the Project Constraints



Lecture a

Triple Constraint: Basic Foundation

of Project ManagementCompeting demands on projects:

1. Scope

2. Time

3. Cost

Consider all constraints equal unless otherwise stated



Lecture a

Strategies to Manage Schedule and Cost Constraints

Questions to ask:•Importance of each constraint?•Is possible to prioritize the constraints (rank order)? •What is the flexibility of a constraint?•Can the deadline or budget be negotiated?•What is the customers’ risk tolerance?



Lecture a

Time Management Process Sequence

• Define activities• Sequence activities• Estimate activity resources• Estimate activity durations• Develop a schedule• Control schedule



Lecture a

Time Management Processes and Outputs



Lecture a

Developing a Project Schedule

• Activities are sequenced (predecessors and successors are determined)

• Activity paths are determined • Duration of each path is calculated• Critical path is identified (longest path &

determines the soonest the project will complete)



Lecture a


Summary—Lecture a• Work Breakdown Structure

– Work packages to list of activities• Project time and cost management activities

– Define, sequence, and estimate activities– Develop schedule – Develop budget– Control budget



Lecture a


References—Lecture aReferences• Fleming Q, Koppelman J. (2006) Earned Value Project Management. 3rd ed. Newtown Square, Pennsylvania:

Project Management Institute (PMI). • Fleming Q. (2003) Project procurement management: contracting, subcontracting, teaming. 1st ed. FMC Press;

2003. • Houston S, Bove LA. (2010) Project Management for Healthcare Informatics. New York: Springer Science +

Business Media, LLC. • Kerzner H. (2009) Project Management: a Systems Approach to Planning, Scheduling, and Controlling . 10th ed.

Hoboken, NJ.:Wiley. • Project Management Institute, A Guide to the Project Management Body of Knowledge. 4th ed (2008).Newtown

Square, PA: PMI.• Scwalbe K. (2009) Information technology project management (with Microsoft Project 2007 CD-ROM). 6th ed.;

Boston: Cenage Learning. • Stackpole C. (2009). A Project Manager’s Book of Forms: A Companion to the PMBOK Guide. Hoboken,

N.J.:Wiley; • Wysocki, RK . (2009) Effective project management: traditional, agile, extreme. 5th Edition. New York: Wiley;

2009.



Lecture a


References—Lecture aCharts, Tables, Figures• Table 6.1. Project Activities by Process Groups. Courtesy of Theron Feist.• Table 6.2 Time Management Outputs and Processes. Courtesy of Theron Feist .

Images• Slide 4: Process Group Sequence. Courtesy of Theron Feist.• Slide 7: Collect Process Requirements. Courtesy of Theron Feist.• Slide 8: Define the Scope Process. Courtesy of Theron Feist.• Slide 9: Create the WBS Process. Courtesy of Theron Feist.• Slide 10: Work Breakdown Structure (WBS). Courtesy of Theron Feist.• Slide 11: Work Breakdown Structure. Courtesy of Theron Feist.• Slide 12: Define Activities Process. Courtesy of Theron Feist.• Slide 13: Developing Schedule. Courtesy of Theron Feist.• Slide 16: Henri Gannt. Creative commons: Wikipedia. Available from:

http://en.wikipedia.org/wiki/File:Henri_Gannt.jpg



Lecture a

http://en.wikipedia.org/wiki/File:Henri_Gannt.jpg

Introduction to Project Management Managing Project Time, Cost, and Procurements Lecture a This material (Comp19_Unit6a) was developed by Johns Hopkins.

Documents

project procurement

procurements lecture

procurements lecture

workforce curriculum

department of health

wbs process

health information technology

work breakdown structure