Assumption University of Thailand Graduate School of Science and technology

1. Assumption University of Thailand Graduate School of Science and technology Major of Communication and Technology OVER VIEW OF PROJECT MANAGEMENT By Mehdi SamarehAfsari Ramini Student ID: 5619363 Research for CT6262 Project Management Instructor: Asst. Prof. Dr. Thotsapon Sortrakul

2. Disclaimer: • Materials and pictures used in this research are obtained from various public and non-public sources; the copy rights belong to their respective owners.

3. Project Management 1. Introduction and Key Concepts 6. Controlling Projects 2. Project Life Cycle Models 7. Closing Projects 3. Initiating Projects 8. The Project Management System 4. Planning Projects 9. Overview of Knowledge Areas 5. Executing Projects

4. WHAT IS A PROJECT? • “Aproject is a problem scheduled for solution.” This definition forces us to recognize thatprojects are aimed at solving problems and that failure to define the problem properly is what sometimes gets us into trouble.

5. WHAT IS PROJECT MANAGEMENT? • Project management is the planning, scheduling, and controlling of project activities to meet project objectives. • The major objectives that must be met include performance, cost, and time goals, while at the same time you control or maintain the scope of the project at the correct level.

6. PM Triple Constraints • Time • Cost • Scope Manage these or they will manage you!

7. Performance, scope, Cost&Time • Performance: The quality of the work being done. • Scope: The magnitude of the work to be performed. • Cost: The cost of project work, directly related to the human and physical resources applied. • Time: The schedule that must be met.

8. The scope of project • The scope of a project should remain constant throughout the life of the job. • Unforeseen problems or an inadequately defined problem the most common reason for scope changes is that something is forgotten. • In most cases the magnitude (scope) of the work increases, as a result of overlooked details.

9. The scope of project • Scope generally increases. The only time project scope decreases is when the budget is cut, and some of the originally planned work is put on hold. • The problem with scope changes is that they tend to be small and incremental, if a number of them occur, the project budget or schedule may suffer. This is a fairly common cause of project failures.

10. The relation between the four project objectives: Cost=f(P,T,S)

11. The relation between the four project objectives: • cost is a function ( f ) of performance (P), time (T), and scope (S). As P and S increase, cost generally increases. • The relationship between time and cost, however, is not linear. As a rule,cost increases as the time to do the project decreases below a certain optimum time. • If the duration is shortened, it is oftennecessary to pay premium labor rates as a consequence. Further, worker errors often increase, resulting incosts for corrections, and productivity often declines.

12. Cost • “… the processes required to ensure that a project is completed within the approved budget” • Cost of resources • Estimating costs • forecast resources • quantity • when they are required • how much they will cost

13. Why do you estimate cost? • As a basis for project control • To select a project • Assessing viability of a project • Obtain funding for a project • Manage cash flow during execution • Allocation of resources • As an input to estimating time • Preparing tenders/proposals/feasibility study

14. Types of Estimates • Macro – (parametric) or top-down using experience or information to estimate cost • Micro – bottom-up estimations from work package level • Make rough macro estimates, develop WBS, make micro estimates, develop budgets and reconcile

15. THE HUMAN SIDE OF PROJECT MANAGEMENT • Factors(components)affect the success of a project: • The Right People • The Right Type of Management • One of the key ingredients is having the right people on the job and managing them appropriately.

16. Project Life Cycle

17. Project Life Cycle

18. Project Life Cycle Testers PMs Programmers Art

19. Project Life Cycle

20. Project Life Cycle

21. STEPS IN MANAGING A PROJECT • Define the problem • Develop solution options • Plan the project • Execute the plan • Monitor and control progress • Close the project.

22. Define the problem • What client need is being satisfied by the project? • It helps to visualize the desired end result.

23. The initiation process in project management • The initiation process in project management includes the necessary steps to getting the project launched. There are several key phases of the project management initiation process. • Objectives • Determining the Approach • Scheduling and Budgeting • Delegating the Work

24. What is the problem? • A desired objective is not a problem by itself. The key to a problem is that there is an obstacle that prevents you from closing the gap. • A problem is a gap(achieving your objective)between where you are and where you want to be, with an obstacle that prevents easy movement to close the gap. • Problem solving consists of finding ways of overcoming or getting around obstacles.

25. Determining the Approach • We determine our approach to a specific project to bring it to fruition, which is part of the initiation process. The approach includes listing the methods and tasks required for the project.

26. Scheduling and Budgeting • A time frame must be established for completing all tasks, as most projects have deadlines. Managers must estimate the amount of time it takes to complete individual tasks.

27. Delegating the Work • Managers must delegate work during the project initiation process before any work commences.  • Delegation of work is usually the last phase of the initiation process in project management. The project kickoff ensues immediately after all project initiation.

28. Develop solution options • How many different ways might you go about solving the problem? • Brainstorm solution alternatives (you can do this alone or as a group).

29. Initiating Core Process—Initiation Input Process Output 1. Product description 2. Strategic plan 3. Project selection criteria 4. Historical information “Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.” 1. Project charter 2. Project manager identified/ assigned 3. Constraints 4. Assumptions Tools and Techniques 1. Project selection methods 2. Expert judgment

30. Plan the project • Planning is answering questions—what must be done, by whom, for how much, how, when, and so on.

31. Plan the project • Identify all stakeholders up front! • Develop the project plan before starting the project • Establish communications protocols – this should be written. Who reports to who, who carries the message to whom! • Define requirements in detail • Establish a speedy conflict resolution process! WRITTEN and part of the SOW or Contract • Make contingency Plans • A risk management plan is NOT a contingency plan. Risk is something you anticipate! Contingency is something you must be ready to react to! • Plan a reasonable roll-out schedule. You are not just putting in a new system – you are also changing the way your do business and this has a huge impact. Allow time to deal with it.

32. Execute the plan • Once the plan is drafted, it must be implemented. Interestingly, people sometimes go to great effort to put together a plan, then fail to follow it.

33. Monitor and control progress • Unless progress is monitored, you cannot be sure you will succeed. It would be like using a roadmap to reach a destination. • Control: What are you expected to do as a manager?If a deviation from the plan is discovered, you must ask what must be done to get back on track, or—if that seems impossible—how the plan should be modified to reflect new realities.

34. Monitor and control progress • Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts. The inputs, tools and techniques, and outputs for this process are depicted in figure.

35. Strategy vs. Tactics • Strategy: The approach being used to do the project. • Tactics: The steps taken to implement the strategy or approach chosen.

36. Close the project. • The project is finished, but there is a final step that should be taken. • The point is to learn something from what you just did. • What was done well? What should be improved? What else did we learn? We can always improve on what we have done.

37. The Project Management System • In order to manage projects successfully, it is necessary to have a system. A full project management system consists of seven components. • If any one of the seven components is not in place or does not function satisfactorily, then you will have some difficulty managing projects.

38. The seven components are… • Human Factors. • Method. • Culture. • Organization. • Planning. • Information. • Control.

39. Human Factors A project manager must be able to deal effectively with all of the parts of this subsystem in order to be successful. • Leadership. • Negotiation. • Team building. • Motivation. • Communication. • Decision making.

40. The seven components • Methods refer to the tools of your trade. • The culture of an organization affects everything you do. • Organization:Every organization must deal with the assignment and definition of each person’s authority, responsibility, and accountability. • Planning:Every organization needs a good methodology for planning projects if it is to be successful.

41. Information & Control • Good historical data are needed for planning projects. • The control subsystem is supported by the planning and information subsystems.

42. Project Management success factors • On time delivery • Within budget delivery • High quality delivery

43. Why IT Projects Fail • Weak business case • Lack of senior management commitment • Inadequate project planning • (budget, schedule, scope, etc.) • Absence of user involvement • New or unfamiliar technology • Lack of defined, clear, or concise requirements

44. Why IT Projects Succeed • Sound project management processes • Project tied to the organization’s business goals • Senior management commitment • Good change management • Detailed requirements • Realistic schedule • Good stakeholder relationships • Empowered project manager • Skilled and appropriate team members with defined roles and responsibilities • Availability of funding

45. As a Summary… Key Points to Remember • A project is a problem scheduled for solution. • If the problem is not defined correctly, you may find the right solution to the wrong problem! • Focus on desired outcomes. How will you know when you achieve them? • Try to learn from every project by doing a final audit. • If you have no plan, you have no control.

46. Key Points to Remember • The people who must execute the plan should participate in preparing it. • Keep all project documentation in a project notebook, but back it up with an electronic database if possible. • Require signatures for changes in scope in order to alert everyone as to the impact of the change on project costs, deadlines, etc. • Risk analysis is part of planning. For every risk identified, develop a contingency plan, when possible.