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Project Management: "Introduction To Project Management: Tools, Techniques, and Practices"

The document provides an introduction to project management, describing it as the application of knowledge, skills, tools, and techniques to project activities in order to meet stakeholder needs and expectations. It notes that projects are temporary and unique endeavors, differing from ongoing operations. Project management involves balancing competing demands of scope, time, cost, and quality. Successful project management requires a skilled project manager, a complete project plan, and commitment to tracking and monitoring progress.

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Vishwesh Koundilya
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18 views

Project Management: "Introduction To Project Management: Tools, Techniques, and Practices"

The document provides an introduction to project management, describing it as the application of knowledge, skills, tools, and techniques to project activities in order to meet stakeholder needs and expectations. It notes that projects are temporary and unique endeavors, differing from ongoing operations. Project management involves balancing competing demands of scope, time, cost, and quality. Successful project management requires a skilled project manager, a complete project plan, and commitment to tracking and monitoring progress.

Uploaded by

Vishwesh Koundilya
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Project Management

Introduction to Project Management: Tools, Techniques, and Practices

BA 320 Operations Management January 2011

Projects versus Operations


Organizations perform work - either
Operations, or Projects

Shared characteristics of projects and operations


Performed by people Constrained by limited resources Planned, executed and controlled

Operations and projects differ:


Operations are ongoing and repetitive Projects are temporary and unique A project is a temporary endeavor undertaken to create a unique product or service.
temporary - definite beginning and end unique - different in some distinguishing characteristic

Examples of projects
Developing a new product or service Effecting a change in structure, staffing, or style of an organization Designing a new transportation vehicle Constructing a building or facility Running a campaign for political office Implementing a new business procedure or process

What is Project Management?


Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

The project management challenge


Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among: Scope, time, cost, and quality Stakeholders with differing needs and expectations Identified needs and unidentified expectations - client relations challenge

The core of project management

published by PMI in 1987

Where most projects fail

Project Management Knowledge Areas (PMBOK)


Scope Management Cost Management Communications Management Human Resources Management Time Management Quality Management Risk Management Procurement Management

Relationship to other disciplines - similarities


General management encompasses
Planning Organizing Leading Controlling

PM management functions overlap

Function overlap
Planning the work, schedule and budget Organizing and staffing a team to implement the work Controlling the project through tracking and monitoring progress against the plan Leading people and resources so the plan is implemented and adjusted as smoothly as possible

Relationship to other disciplines - differences


Much of the knowledge needed to manage projects is unique or nearly unique to project management, e.g.
Critical path analysis, and Work breakdown structures

Primary differences between general management and PM found in the use of specialized tools and techniques.

Relationship to other disciplines

Why do you need project management techniques?


The reason for organizing an assignment as a project is to FOCUS the responsibility, authority, and scheduling of the project in order to meet defined goals.
schedule cost performance (quality)

Other major reasons to use PM techniques


Clear work descriptions minimize surprises and conflicts Responsibilities and assignments for specific tasks are easily identified Reduces need for continuous reporting Progress can be measured against a plan Time limits for task completion are more easily specified

The two types of project management activities


Project planning and definition activities Project implementation and control activities More simply
Deciding, and Doing

Planning and definition activities


Definition of project goals and objectives Definition of work requirements Definition of quantity of work Definition of quality of work Definition of required resources Definition of organization structure Planning of task sequencing and schedule Planning of the budget

Implementation and control activities


Initiating work Monitoring and tracking progress Comparing schedules and budgets to plans Analyzing impact of changes and progress Coordinating activities and people Making adjustments to the plan as required Completing the project Assessing project results

Success factors in project management


Appropriately skilled project manager Clear authority for the PM to act Commitment to the PM methodology A skilled PM team agreed to the project goals A complete project plan that is understood by all participants Objectives that contribute to the larger goals of the organization Workable tracking and monitoring methods

Bottom line
What project management will do is provide a system for planning, documenting, organizing, and communicating. It provides a basis for better decisions Ultimately, it is the people who will make things happen and make things work, not the methodology!

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