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Why are Projects Important?
1. Shortened product life cycles
2. Narrow product launch windows
3. Increasingly complex and technical products
4. Emergence of global markets
5. Economic environment and Risk Management6. Management of Change within Organizations
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A project is a temporary endeavor undertaken tocreate a unique product or service.
PMBoK
A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost,
schedule and quality.Buchanan & Boddy 92
Projects are goal-oriented, involve thecoordinated undertaking of interrelated activities,are of finite duration, and are all, to a degreeunique.
Frame 95
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Features of Projects
Complex , one-time processes
Limi ted by budget, schedule, and
resources
Developed to resolve a clear g oal or set
of goals
Customer- focused
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General Project Characteristics (1/2)
Ad-hoc endeavors with a clear life cycle
Bu i ld in g b lo ck s in the design and execution of organizational s t ra tegies
Responsible for the newes t and most improved
p r o d u c t s , services, and organizationalprocesses
Provide a philosophy and strategy for them anagem ent o f change
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General Project Characteristics (2/2)
Entail c ro s s in g functional and organizationboundar ies
Tradi t ion al m anagem ent fun ct ion s of planning, organizing, motivating, directing, andcontrolling apply
Principal outcomes are the sa t is fac t ion o f c u s t o m e r requirements within t echnica l , c o s t ,and sch ed u le cons t ra in t s
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Project Life CycleMan Hours
Conceptualization Planning Execution Termination
Fig 1.3 Project Life Cycle Stages
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Project Life Cycles and Their Effects
Conceptualization Planning Execution Termination
Uncertainty
Client Interest
Project Stake
Creativity
Resources
Fig 1.4
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Project Management MaturityGeneric Model
Low Maturity
Ad hoc process, no common language, little support
Moderate MaturityDefined practices, training programs,
organizational support
HighMaturity
Institutionalized,
seeks continuousimprovement
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Information Technology Project Management, Fifth Edition, Copyright 200713
Project Management ProcessGroups
Project management can be viewed as anumber of interlinked processes
The project management process groupsinclude: Initiating processes Planning processes
Executing processes Monitoring and controlling processes Closing processes
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Level of Activity and Overlap of Process Groups Over Time
1414Information Technology Project Management, Fifth Edition, Copyright 2007
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Mapping the Process Groups tothe Knowledge Areas
You can map the main activities of each PM processgroup into the nine knowledge areas using the PMBOKGuide 2004
Note that there are activities from each knowledge areaunder the planning and monitoring and controllingprocess groups
All initiating activities are part of the project integration
management knowledge area
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Project Information Technology Management, Fifth Edition, Copyright 2007
Relationships Among Process Groups andKnowledge Areas (continued)
17
PMBOK Guide Third Edition, 2004, p. 69
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Project Initiation Documents Business case Charter
Note: Every organization has its ownvariations of what documents are requiredfor project initiation Its important to identify the need for projects,
who the stakeholders are, and what the maingoals are for the project
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Project Planning
The main purpose of project planning is to guide execution Every knowledge area includes planning information Key outputs included in the JWD project include:
A team contract
A project scope statement A work breakdown structure (WBS) A project schedule, in the form of a Gantt chart with all
dependencies and resources entered A list of prioritized risks (part of a risk register)
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Information Technology Project Management, Fifth Edition, Copyright 200722
List of Prioritized Risks
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Project Executing Usually takes the most time and resources to performproject execution Project managers must use their leadership skills to
handle the many challenges that occur during projectexecution
Many project sponsors and customers focus ondeliverables related to providing the products, services, or results desired from the project
A milestone report can help focus on completing major milestones
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Part of Milestone Report
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Best Practice One way to learn about best practices in project
management is by studying recipients of PMIs Project of the Year award
The Quartier international de Montreal (QIM), Montrealsinternational district, was a 66-acre urban revitalization
project in the heart of downtown Montreal This $90 million, five-year project turned a once
unpopular area into a thriving section of the city with abooming real estate market, and generated $770 million
in related construction
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Project Monitoring and Controlling Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking correctionactions
Affects all other process groups and occurs during allphases of the project life cycle
Outputs include performance reports, requested changes,and updates to various plans
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Project Closing Involves gaining stakeholder and customer acceptance of
the final products and services Even if projects are not completed, they should be closed
out to learn from the past Outputs include project archives and lessons learned, part
of organizational process assets Most projects also include a final report and presentation to
the sponsor/senior management