Lecture 1 - MPM

8/19/2019 Lecture 1 - MPM

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LECTURE # 1

ZO H A I B KH A N

Project Scheduling, Planning andTime Management(PM5201)


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Agenda

Module: Project Scheduling, Planning and TimeManagement(PM5201)

Meeting Objectie!

"ntroductionPrinci#le! $or the module Aim! and Objectie!Module la%out"ntroduction o$ m% teamProject and Project Management

Program, #ort$olio and #roject managementO#eration! and #roject managementOrgani&ation and #roject managementProject Sta'eholder management


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Meeting Objectie!

"ntroduce m%!el$

Share e#erience! and m% #er!onal #er!#ectie!

PSPTM and %our in!ight into *hat it! all about+

"n$ormal and a!ual - . A Se!!ion


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"ntroduction

/S on! conomic!

Ma!ter in Public Admini!tration

Ma!ter o$ Science in Project Management

Si Sigma: 3hite /elt erti$iedSP, Pa'i!tan

3orld ealth Organi&ation (3O)

"ndu! Su!tainable 4eelo#ment oundation ("S4)

Acted, Pa'i!tan

""T, "!lamabad


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"ntroduction

Contact details

&ohaib'han6!&abi!t7i!bedu#'

MS acult% hall 2nd loor

mailto:[email protected]:[email protected]


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Princi#le! $or the Module

one!t and o#en t*o *a% communication

"n!tructor Student!

Project Management . Oerie*

Succe!!


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/e #roductie

Ph%!ical and mental attendance i! mandator% Learning & Good grades

Partici#ation during di!cu!!ion !e!!ion Extra Points No !is"ering

Mobile #hone !trictl% Prohibited

Negati$e %aring

8ero Tolerance to Plagiari!m (/e %our!el$) on!ult S8A/"ST Plagiari!m Polic%



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I agree to disagree

ro!! comment!

ro!! tal'!

9aughter on ue!tion!

ncourage dier!it%, it! adantage;



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t mi!! the cla!!



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Aim! . Objectie!

To under!tand the 'e% com#onent! o$ Planning andtime management

?nder!tanding o$ it! tool! and im#lication!

a!e7!tudie! and real *orld #roblem


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Module 9a%out

1@ lecture! oer the !eme!ter

a!e !tudie!

Announced midterm B0C o$ total grade

"nternal a!!e!!ment B0C o$ total grade -ui& . A!!ignment Methodolog% ba!ed #roject la!! actiit% !e!!ion

Pre!entation!

Announced inal D0C o$ total grade Subjectie



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"ntroduction o$ M% Team


Hour e#ectation! $rom thi! cla!!

" n t r o d u

c e

% o u r ! e l

$ H o u r a ! # i r a t i o n


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our!e Outline

'ee To"i(s

1 Course introduction and important concept

• Project and project management

•Program, portfolio and project management

•Operations and project management

•

Organizations and project management•Project stakeholder


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our!e Outline

'ee To"i(s

2 Project Planning – I

•Enterprise Environmental Factors

•Projects & Project ased organization

•Project management process

•

Processes of planning phase


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our!e Outline

'ee To"i(s

B Project Planning – II

•Processes of planning phase

Class activit!" Planning activit!


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our!e Outline

'ee To"i(s

D Project #cope $anagement

•#cope and scope management

•#cope management" Processes

•%ork reakdo'n structure (%))#*

•

#cope enrichment and scope creep•+ole of #$Es in scope


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our!e Outline 'ee To"i(s

5Project ime $anagement – I

•Plan #chedule $anagement

•-efine activities

•Project Charter

• #cope aseline

•+olling 'ave planning

•

-ecomposition•$ilestone

•.ctivit! attriutes


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our!e Outline

'ee To"i(s

@ Project ime $anagement – II

•#e/uencing activities

•Overvie' of inputs

•Precedence -iagramming $ethod (P)-)$*

•

0et'ork -iagram•1eads and 1ags


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our!e Outline

'ee To"i(s

I Case #tud! – I

Case #tud! – II

2 $idterm E3amination


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our!e Outline 'ee To"i(s

J Project ime $anagement – III

•Estimate activit! resources

•+esource calendar

•+isk register

•E3pert 4udgment" #$E

•Estimations

•.lternative .nal!sis

•+esource reakdo'n structure

•.ctivit! resource re/uirements


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our!e Outline

'ee To"i(s

10 Project ime $anagement – I5

•Estimate activit! duration

•

.nalogous and parametric estimations•hree point estimates

•6roup decision making techni/ues

•+eserve anal!sis

Class activit!" Estimation and simulation


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our!e Outline

'ee To"i(s

11 Project ime $anagement – 5

•-evelop schedule

•Critical path method

•Critical chain method

•+esource optimization techni/ue

•#chedule compression

•#cheduling tools


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our!e Outline

'ee To"i(s

12 6uest #peaker

78 Project ime $anagement – 5I•Control schedule

•Performance revie'

•racking

•Performance reporting

•Earned 5alue management


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our!e Outline

'ee To"i(s

1D $# Project – I

#cheduling and planning 'ith soft'are

79 Project Presentations

7: Final E3am


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3hat i! ProjectK

A #roject i!:

a tem#orar% endeaor *ith a beginning and end

!omething create a uniue #roduct, !erice or re!ult *ith certain con!traint!


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3hat i! ProjectK

)(enario

A client *al'ed in to %our o$$ice and told %ou LThe

!%!tem! o$ m% $acilit% are bro'en an %ou $igure out *hat i! *rong *ith them and $i themK


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3hat i! Project ManagementK

"! it about ho* to manage #eo#leK

Or Hou can be #roject manager b% !im#l% bu%ing a

!o$t*are and a *or'ing machineK


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Pha!e!

Fno*ledge area!

Proce!!e!Tool! and techniue!

SM!

Roles, responsibilities and authority level.


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)(enario

/eing a #roject manager %ou are conducting a #roject

and due to an% rea!on %ou are com#elled to !hortenthe !chedule o$ %our #roject

What you do?

Which things you consider while doing it?


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Port$olio, #rogram and #roject management

Port$olio re$er! to a collection o$ #roject!, #rogram!,!ub7#ort$olio!, and o#eration! managed a! a grou# to

achiee !trategic objectie!

Examples?


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Program! are grou#ed *ithin a #ort$olio and arecom#ri!ed o$ !ub#rogram!, #roject!, or other *or'

that are managed in a coordinated $a!hion in !u##orto$ the #ort$olio

Examples?


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"ndiidual #roject! that are either *ithin or out!ide o$

a #rogram are !till con!idered #art o$ a #ort$olio


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"! it nece!!ar% that all the #rogram! and #roject *ithin

the #ort$olio mu!t be interde#endent or directl%relatedK

If yes, why?

If no, why?


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OPM

Organi&ational Project ManagementK


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OPM i! a

!trategic eecution $rame*or' utili&ing

#roject, #rogram, and #ort$olio management,organi&ational enabling #ractice!

better #er$ormance, better re!ult!, and a !u!tainablecom#etitie adantage


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O#eration! and #roject management

O#eration! management i! re!#on!ible $or oer!eeing,directing, and controlling bu!ine!! o#eration!

•

Manu$acturing• Accounting

• So$t*are

• Maintenance

Daytoday support.


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O#eration! and #roject management

?!uall% o#eration! are out!ide the !co#e o$ the #roject

/ut #roject! can inter!ect *ith o#eration! at ariou!#oint during the #roject li$e c%cle

Example?


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Organi&ation! and #roject management

Project actiitie! mu!t be aligned *ith to#7leel bu!ine!! direction (objectie! mu!t be realigned)

3h% alignment among the #roject and organi&ation!trateg% i! im#ortantK


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Project /a!ed Organi&ation!

9e!! hierarchical !tructure

9e!! #olitic!

More em#ha!e! on re!ultMajor *or' are #roject!

!unctional, matri" # pro$ecti%ed


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Project Sta'eholder! Management

Externalities?

&rimary sta'eholders (econdary sta'eholders

)nowledge area

The very first process?


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3h% *e need #roject managementK

?S Air orce


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Than' %ou

Q&A

Lecture 1 - MPM

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