basic of project management, Details of Project management

Basics of Project Management

1. Basic Project Management Introduction and Overview of Project Management 3/30/2010 Course: CP785/MW22 --Session1 1

2. The U.S. spends $2.3 trillion on projects every year, an amount equal to one‐quarter of the nation's gross domestic product. The world as a whole spends nearly $10 trillion of its $40.7 trillion gross product on projects of all kinds. More than sixteen million people regard project management as their profession.¹ Source PMI Project Management Statistics 2

3. The average compensation for project management practitioners for U.S. practitioners is $101,505 - PMI Project Management Salary Survey-Fourth Edition In fact, there is a growing shortage of project talent as organizations have begun to recognize that project managers can improve business performance in any industry. According to a study published in October 2008 by the Anderson Economic Group, an average of 1.2 million project management positions will need to be filled each year through 2016. ( Source PMI ) Project Management Job Market 3

4. Why Project Management ? 4  Project Management is an in-demand skill set and one of the fastest growing professional disciplines in North America. Project Management breaks down the chaos of an overwhelming workload into manageable elements - scope, time, cost, quality, human resources, communication, risk, procurement, and integration of projects.

5. Project Management Certification Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3- 5 PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience (3 years), agreed to follow a code of ethics, and passed the PMP exam (200 questions in 4 hours) More on certification found in Appendix C

6. Other PM organizations Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3- 6 Although PMI is the largest professional project management society it is not alone. There are several others that are growing as well such as: the International Project Management Association (IPMA) and the Association of Project Management’s (APM) PRojects IN Controlled Environments (PRINCE2) methodology The American Academy of Project Management (AAPM) *AAPM -MPM Master Project Manager ™ Designation is the only Project Management Credential and certification that requires accredited college degree education.

7. Project Management Institute - www.pmi.org CAPM – Certified Associate in Project Management  High School Diploma & 23 Hours of PM Education (everyone qualifies) PMP – Project Management Professional Education: High School Diploma & 5 years Project Management Experience + 35 hours Project Management Education Certificate OR Bachelor’s Degree / global equivalent & 3 Years Project management Experience + 35 hours Project Management Education (QC) Project Management Institute (PMI) Certification 7

8. CAPM Candidates are responsible for individual project tasks in their area of expertise (e.g., finance, marketing, legal, customer care, market research, fulfillment, processing). The responsibility does not need to be industry specific, but must be relevant across many functional areas and industries. PMP - Candidates are responsible for all aspects of individual projects for the life of the project. What do CAPM /PMP candidates do? 8

9. Certifications with American Academy of Project Management (AAPM) www.aapm.info (MPM,CIPM,PME) MPM - Master Project Manager - The MPM ™ is the world's premier graduate masters certification for project managers. This credential is for college educated professionals who manage teams, departments, and employees. This designation is a project management certification designed for senior project managers and project directors. This is the Graduate Gold Standard of Project Management. PME - Project Management E-Business - International Charter Certification involves many specialized skills including: management, leadership, international law, marketing/SEO, ecommerce and IT concepts. CIPM - Certified International Project Manager - The Original International Charter Designation is designed for project managers and project leaders. This is the International Project Managers Credential and requires multi- national knowledge, training and skill sets ( source ) http://www.certifiedprojectmanager.org American Academy of Project Management (AAPM) 9

10. If you have 3 years of Project Management Experience and PM Training, you may apply for MPM™ Master Project Manager, CIPM ™ Certified International Project Manager ™ or PME ™ Project Manager E-Business ™ Board Certification. If you have a masters degree or qualified Project Management training or experience, you can apply for an exam executive waiver A 4 year Degree and 3 years PM Experience A Masters Degree and 1 year PM Experience & Graduate from an AAPM Approved Certificate Program Requirements for AAPM 10

11.  Oct. 2009 - AApM Alliance - City University of New York Queens College - This week, the AAPM © USA Board has formerly established new East and West Coast Chapters in New York and California. At the Queens College and City College New York City, the University of California in Silicon Valley , and the Thomas Jefferson School of Law Graduate Program in San Diego. Moreover, the West Indies and Singapore Societies are also licensed. With new representative offices in India, China, Cairo, New York, Silicon Valley and Latin America, AAPM is the first to provide graduate e-Business and Project Management Certification Standards in the world with over 10 years of Global Presence online. Queens Program Approved by AAPM 11

12.  Queens College is an approved provider program for Project Management Certification by PMI. https://www.pmi.org/CCRS/ProviderDetails.aspx Queens College a PMI approved program for Project Management 12

13. Just released A Guide to the PMBOK 4 th edition PMI’s certification department earned ISO 9000 certification Hundreds of new books, articles, and presentations related to project management have been written in recent years Copyright © 2010 Pearson Education, Inc. Publishing as 3-13 Prentice Hall Project Management Knowledge Continues to Grow and Mature The PMBOK Guide – 2000 Edition is an ANSI standard Released end of `04 - PMBOK 3rd Edition

14. 3 - 14 Growth in PMPs Certifications, 1993 – 2008 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

15. 3 - 15 The PMBOK The PMI Project Management Body of Knowledge framework used for the text is structured around: five process groups which are made up of component processes consisting of tools, techniques, and outcomes organized within nine knowledge areas Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16. A PROJECT is a complex series of non-routine tasks directed to meet a specific one-time goal. The PROJECT MANAGER works to balance project scope , the time available to carry out the project, and the budget available for the project. A Temporary Endeavor Undertaken to Deliver a unique Product or Service. Such as: Booking Engine Website Database System Write a Book Build a bridge 16 What is a Project ?

17. © 2008 Prentice Hall 1 - 17 Major Project Management Achievements Great pyramids of Egypt Pacific Railroad Hoover Dam Manhattan Project Space program

18. Additional Definitions Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 18 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 the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree unique. Frame 95

19. What Is a Project? Key characteristics Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 19 Key Characteristics: Temporary Unique Progressive Elaboration Single unique purpose

20. Projects Are Progressively Elaborated Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 20 Refers to the idea that execution of the project occurs in steps (phases) or small increments, adding features and definition until the final objective is achieved Concept applies to the scope, time, and cost of the project

21. What Is a Project, continued Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 21 Secondary Characteristics: Each project must have a primary sponsor or champion Projects usually cut across organizational lines requiring resources from several different sources They must do something, deliver something of value

22. • Unique Purpose • Temporary • Require Resources From Various Areas • Has a Primary Sponsor and/or Customer • Involves Uncertainty Never been done before Must contain a well-defined purpose Because each project is unique, creates uncertainty and risk 22 Attributes of a Project

23. Introduction Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 23 Examples of projects Split the atom Chunnel between England and France Introduce Windows Vista Disneyland’s Expedition Everest ―Projects, rather than repetitive tasks, are now the basis for most value-added in business‖ -Tom Peters

24. Elements of Projects Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 24 Complex , one-time processes Limited by budget, schedule, and resources Developed to resolve a clear goal or set of goals Customer-focused

25. General Project Characteristics Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 25 (1/2) Ad-hoc endeavors with a clear life cycle Building blocks in the design and execution of organizational strategies Responsible for the newest and most improved products , services, and organizational processes Provide a philosophy and strategy for the management of change

26. General Project Characteristics Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 26 (2/2) Entail crossing functional and organization boundaries Traditional management functions of planning, organizing, motivating, directing, and controlling apply Principal outcomes are the satisfaction of customer requirements within technical , cost , and schedule constraints Terminated upon successful completion

27. 27 Features of Project & Process Novel: has not been done before, not in exactly the same way. May be managed across divisions or directorates. Some key risks involved are not well understood. Value to the organization is by delivering the project on time and on budget. PROJECT Projects, in their purest form, create entirely new processes. Creating a new process necessarily involves doing new things. Repeated continually: has been done before, will be done again. Managed by a single division or department. Most risks involved are well understood. Value to the organization is created by continuous improvement of the process. PROCESS Procedures that get repeated frequently are usually refined through experience to the point where they are unlikely to fail catastrophically.

28. 1 - 28 Process & Project Management (Table 1.1) Process Repeat process or product Several objectives Ongoing People are homogeneous Systems in place to integrate efforts Performance, cost, & time known Part of the line organization Bastions of established practice Supports status quo Proje c t New process or product One objective One shot – limited life More heterogeneous Systems must be created to integrate efforts Performance, cost & time less certain Outside of line organization Violates established practice Upsets status quo Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

29. Project Success Rates Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 29 Software & hardware projects fail at a 65% rate Over half of all IT projects become runaways Up to 75% of all software projects are cancelled Only 2.5% of global businesses achieve 100% project success Average success of business-critical application development projects is 35% .

30. Why are Projects Important? Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 30 Shortened product life cycles Narrow product launch windows Increasingly complex and technical products Emergence of global markets Economic period marked by low inflation

31.  One of the main reasons why projects fail is that they were not identified as being projects and so were not managed as projects. Understanding what projects are and knowing their features and how they differ from processes can help to reduce the amount of waste and risk in your organization. 31 Why Project fail?

32. Top Five Causes of Project Failure (OASIG Study) 1- 32 © 2008 Prentice Hall Lack of attention to human and organizational factors Poor project management Poor articulation of user requirements Inadequate attention to business needs and goals Failure to involve users appropriately

33. 2004 Study by Wallace & Keil 1- 33 © 2008 Prentice Hall Lack of executive support Lack of user involvement Inexperienced project manager Inexperienced team members Unclear business objectives Unreliable estimates Lack of effective project management methodology New software infrastructure Unstable organizational environment Unreliable outside suppliers

34. 34 What is Project Management ? Project management is "The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements"² Project Management involves a series of activities - and a logical path to success.  Source - ²PMI

35. © 2008 Prentice Hall 1 - 35 What is Project Management? The application of knowledge , skills , tools , and techniques to project activities in order to meet project requirements. Involves five process groups:

36. The Application Of: Knowledge Skills Methodology Tools Techniques Templates 36 Project Management Essentials

37. PMBOK Knowledge Areas 1- 37 © 2008 Prentice Hall

38. Project Management Methodology 1- 38 © 2008 Prentice Hall Initiate – potential projects are identified and evaluated in terms of importance to the organization Plan – scope, time, cost and risk management planning takes place Execute – project plan is followed Control – project performance is measured against the project plan Close – final paper work completed and sign off by all stakeholders

39. The Approach to Learning Project Management 1- 39 © 2008 Prentice Hall Process Focus Team Focus Technology Focus PM Software Group Support Technologies Knowledge Management and Organizational Memory Systems Global Focus PM Professional Focus

40. Importance of Project Management Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 40 Due to the size, complexity, and number of information technology (IT) projects, organizations face ever-increasing challenges Global U.S. government spending topped $150 billion in 2007  Forrester Research estimates that global IT spending—purchases of computers, software, and services by companies and governments—will drop by 3 percent in 2009, to $1.66 trillion

41. Importance of Project Management Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 41  Forrester Research estimates that about 20 percent of current IT budgets are going into project development  Gartner ―In a worst case scenario, our research indicates an IT spending increase of 2.3 percent in 2009, down from our earlier projection of 5.8 percent. Developed economies, especially the United States and western Europe, will be the worst affected, but emerging regions will not be immune. Europe will experience negative growth in 2009; the United States and Japan will be flat.‖

42. IT Projects Are Different Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 42 Traditionally high turnover rates of IT workers Level of uniqueness and complexity of each project due to the rapid changes in technology Software is hard to visualize by the developer let alone the customer Difficulty in getting accurate customer requirements Rate of change in requirements Difficulty in testing all the possible states of software Constant training needed to keep team members current with the technology

43. IT Projects Are Different Engineering/ Construction Information Te c hno l ogy Catego r y Requirement Changes Source of Changes Requirements Uniqueness Resources I mplementa t i on Testing Slow, incremental Known, predictable Explicit plan Higher commonality Stable Structured, controlled Defined, measurable Rapid, unplanned Many times not known Often ambiguous Low commonality High turnover rates Often chaotic Difficult test all options Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 43

44. Advantages of Using Formal Project Management Practices Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 44 Improvement in customer satisfaction Better cost performance, higher return on investment Better schedule performance, better allocation of time commitments and better utilization of resources, higher productivity Increased quality reducing re-work Increase in delivering required features Will make everyone happier (stakeholders, team members, management…)

45. History of Project Management Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 45  Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops In 1958, the Navy developed PERT charts In the 1970s, the military began using project management software, as did the construction industry By the 1990s, virtually every industry was using some form of project management

46. Project Management is the discipline of organizing and managing resources (i.e. human, financial & material) in such a way that a project is completed within defined scope, quality, time and cost constraints. The first challenge of project management is to make sure that a project is delivered within defined constraints. The second, more ambitious, challenge is the optimized allocation and integration of inputs needed to meet pre-defined objectives. Project Management Simplified 46

47.  Include: • Project Charter • Scope Statement • The Work Plan • Gantt Charts • Network Diagrams • Critical Path Analysis • Cost Estimates • Earned Value Management PM Tools and Techniques 47

48. © 2008 Prentice Hall 1 - 48 Various Project Management Tools/Techniques Gantt Chart Tool that can be used to plan and track project activities Critical Path Method (CPM) A method used for determining the sequence of task activities that directly affect the completion of a project  Program Evaluation and Review Technique (PERT) A technique that uses optimistic, pessimistic, and realistic time to calculate the expected time for a particular task Microsoft Project Most widely used project management software http://office.microsoft.com/en-us/project/default.aspx Application Service Provider (ASP) software Web hosted project management software Industry-Specific software Software which addresses a specific industry or environment

49. Include: Core Knowledge Areas Core Processes Facilitating Processes Life Cycle Processes Project Management Foundation 49

50.  The project manager is focused on making their project succeed; delivering the project is all, and if the project does not deliver the project then they have failed. Project Manager 50

51. Project Manager Skills Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 51 Soft skills : Leadership Team building Negotiation Conflict management Organization for self and others Communication both oral and written to both technical and non- technical audiences Change management Active listening Technical Skills: Project Management software Level of understanding of the technology being used in the project (software, hardware, network, etc.) Basic knowledge of the business Cost estimating and budgeting

52. Six Basic Functions of Successful PM’s Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 52 manage project scope – make sure the team works on what is needed for the project and nothing else manage human resources – the team must work together, this doesn’t just happen it takes a directed effort manage communications – this occurs at many levels, teammates, customers, managers, vendors, and others manage schedule – must keep people on schedule delivering work on time manage quality – need to make sure that all work performed meets with customer expected levels of quality manage costs – must keep an eye on the budget to make sure all the work can be done and not exceed the allocated budget

53. A Project Manager Manages Projects by: Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 53 Setting clear and achievable objectives Identifying requirements Adapting the project to the various concerns of the stakeholders Balancing the demands of the triple constraint

54. Every Project is Constrained in Different Ways 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 Th ese Three Often Competing Goals The Triple Constraint 54

55. Project Budget, Schedule, & Scope Goals & Objectives The work required to complete them. The Timing of Sequence of Tasks Task Task Dependencies Duration Constraints Budget People Equipm e nt Material Scope Mgmt. Schedule Bud g et 55 Cost / R e sour c es Triple Constra i nt

56. The Triple Constraint (figure 1-4) Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 56

57. Triple Constraint Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 57 Every project is constrained by a list of customer-requested requirements (scope), the amount of time available to produce the system in support of the requirements (time), and the limit of money available (cost) Every project is constrained differently, according to the goals of the system owner (sponsor) and the project team

58. Triple Constraint Trade-offs Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 58  Reducing time allowed will increase cost (especially if overtime is required) and may reduce the scope (functions and features) of the system  Reducing costs (cutting the budget) will increase time (delay schedule) and may reduce the scope (functions and features) of the system  Increasing scope (adding features) will certainly increase time and/or cost  Reducing scope may reduce time and cost (and it may also negatively affect quality)

59. Stakeholders Are the People Involved in or Aff ected By Project Activities Stakeholders Include The Project Sponsor and Project Team Support Staff Customers Users Suppliers Opponents to the Project 59 Project Stakeholders

60. 3 - 60 Interacting Process Groups  Figure 3-3 demonstrates how process groups exist within each phase of an iterative project  The initiating process group is the process that begins the project as well as each phase. Each phase consists of all five process groups interacting over time  Each phase as well as the entire project ends with the closing process. As each phase ends, the closing process reviews what was accomplished in the previous phase and what needs to be done or redone in the next phase Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

61. 61 Project Life Cycle

62. Project Life Cycles Man Hours Conceptualization Planning Execution Termination Fig 1.3 Project Life Cycle Stages Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 62

63. Project Life Cycles Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 63 Conceptualization - the development of the initial goal and technical specifications. Planning – all detailed specifications, schedules, schematics, and plans are developed Execution – the actual ―work‖ of the project is performed Termination – project is transferred to the customer, resources reassigned, project is closed out.

64. Process Groups Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 64 Initiating processes – authorizing the beginning or ending of a project or phase Planning processes – ensuring that the objectives of the project are achieved in the most appropriate way  Executing processes – coordinating all resources (people and material) during the implementation of the project plan  Controlling processes – monitoring of project variances from what was planned to actual progress  Closing processes – formal acceptance of the project or a phase and updating of the project information base with lessons learned

65. 3 - 65 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Process Groups and Knowledge Areas Figure 3-1

66. 3 - 66 Process Groups Overlap in Time Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

67. 3 - 67 Process Groups Interacting in a Phase Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Figure 3-3

68. Process Groups Education, Inc. Publishing as Prentice Hall 3- 68  Process groups supply a roadmap to follow, and the knowledge areas describe the methods (for example, car, plane, bus) of how to get to our destination, which is project success Copyright © 2010 Pearson

69. Project Life Cycles and Their Effects ConceptualizationPlanning E x ec u tion U n cert a i n ty Education, Inc. Publishing as Prentice Hall 3- 69 Client Interest Project Stake Resources Creativity Termination Fi g Co p 1 y r i g . h 4 t © 2 1 P e a r s on

70. Six Criteria for IT Project Success Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1- 70 System quality Information quality Use User satisfaction Individual Impact Organizational impact

71. Initiation - Define the Project The Initiating stage of project management includes examining the strategic fit for a proposed project. Before beginning a new project, an organization must determine that the project fits in with its strategic goals. Understanding the organization’s goals can help executives identify certain proposed projects focusing on mission- critical activities as high-priority, and other projects peripheral to organization goals as lower priority. During the Initiating stage, an executive sponsor should be identified. A high-level evaluation of the project’s business case should be developed, along with project limitations and technical and financial requirements. A project manager should be identified and a placeholder project plan set up in Microsoft Office Project 2003, Microsoft Project 2002, or Microsoft Project 2000.  Source: MS Project Quick Reference Guide PLC Initiation Phase 71

72. Link a Project to An Underlying Business Need Analyze and Understand the Stakeholders Build the Business Case Identify Constraints Document Assumptions Develop a Preliminary Scope Statement Project Initiation 72

73. 3 - 73 Project Initiation Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

74. Planning – Create the Plan & Assign Resources The Planning stage devises a workable scheme to accomplish the project’s intended goals and outcomes. In the Planning stage, you identify the project’s milestones, deliverables, and tasks. This plan can be your work breakdown structure (WBS). You develop and refine the schedule, and identify the resources needed to implement the project.  Source: MS Project Quick Reference Guide 74 PLC – Planning Phase

75. 3 - 75 Project Planning Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

76. The Activities: • Develop a Work Breakdown Structure (WBS) • Estimate Resource Requirements Personnel Time Line Budget • Determine the Milestones • Develop the Work‐plan Project Planning 76

77. Identify Risk Assess Quantify Manage Mitigation Strategies Contingency Planning Formal Change Control Processes Managing Organizational Change Communications Expectations Structured Project Management 77

78. Execution - Update and keep track Controlling – Communicate & Report The Executing/Controlling stage coordinates people and other resources to carry out the plan as defined in the project plan. The deliverables in this stage focus on managing change, entering schedule updates, tracking progress, and communicating project information. Each team member performs defined tasks within the project scope, ensuring their contribution to the project’s success.  Source: MS Project Quick Reference Guide PLC – Execution Phase 78

79. 3 - 79 Project Execution Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

80. The Interrelationships Planning Execution Control The Constraints Scope Schedule Cost Project Execution 80

81. Monitoring and Control The Work The Time The Budget The Deliverables The Communications The Quality The Completion Project Control 81

82. 3 - 82 Project Monitoring & Control Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

83. Closing – close out the project The Closing stage includes final details for completing a project. Resolve any final project details, and obtain customer acceptance of final deliverables. Conduct a Lessons Learned session, recording information about areas for improvement and best practices. Make any final updates to the project plan. Finally, archive the project plan according to your organization’s project data archival guidelines.  Source: MS Project Quick Reference Guide PLC – Closing Phase 83

84. Identify Stakeholder Requirements Deliverables On‐going Communications Define Roles and Responsibilities Manage Expectations Managing Expectations 84

85. Gain Acceptance for Deliverables Implement the Transition Plan Assess the Lessons Learned Archive Information Close out the Team Conclude the Project Project Closure 85

86. 3 - 86 Project C l ose o ut Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

87. Projects are the means to bring about change faster than it would happen otherwise; projects accelerate change to beyond the rate at which the organization naturally evolves and changes. Projects have a definite start and end point. (This contrasts with processes, which continue in a cycle.) Once a project reaches its objective, it finishes.  Projects have high risk. This is an outcome of accelerated change.  Projects are about doing something new. Consequently, projects have to develop new approaches and means of doing things. Projects come in all sizes and every variety of difficulty. Some can be planned, managed and executed all by the same person working part time. Others require tens of thousands of people working on many sites doing many different things. All of them share some common features and will benefit from some parts of the body of knowledge that has built up around project management in general, but which parts of the body of knowledge should be applied will vary according to the specifics of the project. Project Management Recap! 87

88. Better Control of Resources Improved Customer Relations Shorter Development Times Lower Costs Higher Quality and Increased Reliability Higher Profit Margins Improved Productivity Better Internal Coordination Higher Worker Morale Advantages of Project Management 88

89. The nine knowledge areas of project management are: Project Integration Management. Project Scope Management. Project Time Management. Project Cost Management. Project Quality Management. Project Human Resource Management. Project Communication Management. Project Risk Management. Project Procurement Management. Source : PMI Handbook Next Session: Introduction 89

90. Knowledge Areas Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3- 90  The knowledge areas represent the body of knowledge that a project manager must have in order to consistently deliver successful projects that meet a customer’s expectations in terms of scope, time, cost, and quality of the project deliverables

91. PMBOK Knowledge Areas Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 3- 91 Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management

92. Core Knowledge Areas: Objectives Scope Time Cost Quality Facilitating Knowledge Areas: Achievement Human Resources Communication Risk Procurement Project Integration Management 92 PM Core Knowledge Areas

93. 3 - 93 The PM Process Machine Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall