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What is a project?

What is a project?. Dictionary definition = “ a planned activity ” ‘planned’ -> know how to carry out a task before you start ‘ activity’ -> - non-routine task - specific objective or product - pre-determined time span

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What is a project?

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  1. What is a project? • Dictionary definition = “a planned activity” • ‘planned’ -> know how to carry out a taskbefore you start • ‘activity’ -> - non-routine task - specific objective or product - pre-determined time span - involves specialists - resources are constrained - multiple stakeholders - complex and large By Kean Tak, MSc, Lecturer at RUPP

  2. What is a project?(Con.) -Temporary -Defined Purpose -Beginning & End -Human & Other Resources By Kean Tak, MSc, Lecturer at RUPP

  3. What is Management? Basically, the management involves the following activities: • Planning- deciding what is to be done • Organizing- making arrangements • Staffing- selecting the right people for the job • Directing- giving instructions • Monitoring- checking on progress • Controlling- taking action to remedy hold-ups • Innovating- coming up with new solutions • Representing- liaising with users, etc. By Kean Tak, MSc, Lecturer at RUPP

  4. Feasibility study Investigate whether a project is worth doing Evaluate cost versus benefit Planning For a large project, outline for whole project + detailed plan for the 1st stage. Project Execution Design = think and decide about precise form of the products (e.g. external appearance of software: user interface, internal architecture.) Is it worth doing? How do we do it? feasibility study Do it! planning project Main Activities Design implement By Kean Tak, MSc, Lecturer at RUPP

  5. What is a Project Management? PM is the application of Skills & Methods -on Time -on Budget -to Specification By Kean Tak, MSc, Lecturer at RUPP

  6. What do we need to be successful? To be successful we need the following -Well Defined Scope -Sponsor -Will -Approval By Kean Tak, MSc, Lecturer at RUPP

  7. What is an IT Project? IT Project involves evaluating and buying the • hardware • existing software • integrating hardware and software • or, custom developing software The Project Management can be used to manage the IT Project. By Kean Tak, MSc, Lecturer at RUPP

  8. Starting and Ending of a Project • All projects begin with a problem statement. The solution of this problem must be the project objectives. All the objectives must be very clearly written down, otherwise the project may go on forever. • Similarly, the project must have a very clearly ending point, otherwise it can go on forever. This is because there will always be changed by the time the project gets near the end. If the changes are done as part of the project, it never ends. So have a clear end point, and make the changes into a new project. By Kean Tak, MSc, Lecturer at RUPP

  9. What is a Scope? Scope is the list of everything that the project will or will not do. The project must have a very clear Scope written down, otherwise it can go on forever. • Time &FundsEvery project must have a maximum time enough with a clear ending point of time that must be finished. Similarly, it must have maximum enough budget that can be spent for the whole project. • ResourcesThe resources are human and other resources. Every project must have a clear list of resources to be used. By Kean Tak, MSc, Lecturer at RUPP

  10. What is a Scope? (Con.) • One Person or Team Project A project can be done by one or more persons. The project management will be more difficult when there are more than one person. • Clear Objectives & Deliverables The deliverables are the results or final outputs of the project. Every project must have clear objectives which are usually to solve the problem producing these deliverables. Both objectives and deliverables must be clearly written down, otherwise the purpose of the project will get lost, the wrong items will be produced. By Kean Tak, MSc, Lecturer at RUPP

  11. What is a Scope? (Con.) • Internal & External Project-An internal project is produced by internal resources of the organization for internal use by the same organization. can be done by one or more persons. The project management will be more difficult when there are more than one person. -An external project is produced by one organization for another organization. An example is when a contractor produces a project for some organization. • Size: The size of the project does not matter. The management of the project is the same for all sizes By Kean Tak, MSc, Lecturer at RUPP

  12. Why do Projects Fail? From statistics in the world of IT: • Its Products Cancelled33% of project are cancelled because they ran out of money or time. A project may get cancelled because the technology has changed so much. The business has changed and the client does not need it anymore. The politics may be also another factor because a new manager does not like the project. By Kean Tak, MSc, Lecturer at RUPP

  13. Why do Projects Fail?(Con.) • Over Budget and Time A project that costs 50% over budget, or takes 50% over time, is a failure. • Its Products not Used Many projects are never used. This is usually because their problem are not solved, the projects are too difficult to use, or no one teaches the user. • Major Part Failure -Failure in the Planning Part -Failure in the Development Part -Failure in the Ending Part By Kean Tak, MSc, Lecturer at RUPP

  14. Why do Projects Succeed? A project is successful if it is: • On Time • On Budget (10-20% over is acceptable) • To the Specification (everyone is happy) -Project team is not over managed -The product solves client’s problem -The management is satisfied with all processes By Kean Tak, MSc, Lecturer at RUPP

  15. Stakeholders • The Stakeholders are all the people involved in the project. Ministry of Planning & Investment Contractors PM Technical Leader TeamLdr1 TeamLdr2 TeamLdr3 Development Teams Financial Ministry HW/SW Vendors Client Ministry Client Province By Kean Tak, MSc, Lecturer at RUPP

  16. Stakeholders (Con.) • Different types of stakeholder, different objectives • PM has to recognize these different and reconcile them • PM has to create situations where all parties involved benefit from the project. • PM needs to be a good communicator and negotiator • The IT Project Team must know the function of Program Manager, Project Manager, Technical Leader, Team Leaders, and Development Teams. By Kean Tak, MSc, Lecturer at RUPP

  17. The Triple Constraint • Every project is constrained in different ways by its • Scope goals: What is the project trying to accomplish? • Time goals: How long should it take to complete? • Cost goals: What should it cost? • It is the project manager’s duty to balance these three often competing goals By Kean Tak, MSc, Lecturer at RUPP

  18. The Triple Constraint (Con.) By Kean Tak, MSc, Lecturer at RUPP

  19. 9 Project Management Knowledge Areas • Knowledge areas describe the key competencies that project managers must develop • 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) • 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management) • 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas By Kean Tak, MSc, Lecturer at RUPP

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