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10 views

1 - Intro of Project MGMT

Uploaded by

Lazba Sheikh
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lecture # 01

Project Management

Afzal Hussain
Assistant Professor
Fall2024 [email protected]
Software Project Management
Why we need to Manage Project ?
 We have observed that usually other engineering
project are reasonably successful.

 Software project of small and medium size with


smaller team has less risk of failures.

 We see many failures of large and complex projects


in software industry.
Why we need to Manage Project ?
 IT projects have a terrible track record.

 1995 Standish Group study (CHAOS) found that only


16% of IT projects were successful in meeting scope,
time, and cost goals.

 Over 31 percent of IT projects were canceled before


completion, costing over $81 billion in the U.S.
alone.
Why we need to Manage Project ?
 Allstate Insurance in 1982
 $8M were allocated to automate business
 EDS providing software
 Initial 5-year project continued for 10-years, until 1993
 Cost approached $100M

 Bank of America
 Spent $23M on an initial 5 year accounting & reporting system
 Spent $600M trying to make it work
 Project was cancelled
 Lost customer accounts - $Billons
Introduction to Project Management

Software + Project + Management

Understand concept of two First


 Project
 Management
What is NOT a Project
Introduction to Project Management

What is NOT a Project

 What is a project and what is not?

 It seems that everything we do is a project.

 A project is different from day-to-day business.

 Ongoing work effort is generally a repetitive process


because it follows an organization’s existing procedures.
Introduction to Project Management

What is NOT a Project

 Any routine work is NOT a project.


 Coming to university on regular basis in not a project.
 Monthly/weekly grocery shopping is not a project.
 Production of cars at automobile factory is not a project
 Conducting classes at University is not a project

 Doing BS/BE in four years is a Project.


 Developing a Unique product is project.
Introduction to Project Management

What is NOT a Project

Example – Car Manufacture

 Manufacture of a
 The design, launch
production car and initial production
 No Clear Finish for a new car
 Not unique for each  Defined start/finish
product  Unique for each
 Standard Organizational product
Structure  Temporary
organizational structure
Introduction to Project Management

Project

 A group of milestones or phases, activities or


tasks that support an effort to accomplish
something.

 A collection of linked activities


 carried out in an organized manner
 with a clearly defined Start-Point and End-Point
 to achieve some specific results
 to satisfy the needs of the organization
Introduction to Project Management

Project – Definition

Project is temporary sequence of connected


activities having unique goal or purpose and
that must be completed within specific time,
and budget, and according to specification.
Introduction to Project Management

Project – Concept

 Any non-repetitive activity


 A temporary endeavor undertaken
 to create a unique product or service
 Any activity with a start and a finish
 Resource and team is required to do the
project.
Introduction to Project Management

Projects should have

 Project charter (approval)


 Project plan
 Time frame
 Product specification
 Budget
 Cost plan
 Identification of areas of uncertainty
 Risk evaluation and responses
Management Process
Introduction to Project Management

Management Process

 Management in organizations is the function that


coordinates the efforts of people to accomplish goals &
objectives using available resources efficiently and
effectively.

 Management defined by Henri Fayol


1) Planning
2) Organizing
3) Command / direct
4) Controlling
Introduction to Project Management

Management Process

Organizing

Goal Allocating resource


Strategy Who will do what
Time, Planning Directing
Money Commanding team
Schedule
Review and monitoring
evaluating progress

Controlling
Management Process

1- Planning
 PM first needs to decide what tasks are necessary to perform to
accomplish the goal.

 These steps may include


 Specifications, Design
 Construction and Test

 Necessary steps are developed into a plan.


 What is the boundaries of scope
 Who are the people (skill-set of team)
 What are agreed deliverable
 Time needed etc

 When the plan is in place, the PM can follow this plan to accomplish
the goal.
Management Process

2- Organizing

 Organizing involves designating tasks and responsibilities to


employees with the specific skill sets needed to complete the
tasks.

 Assigning work and granting authority are two important


elements of organizing (RACI chart).
 Who will do what.

 Organizational structure is the foundation; without this structure,


the day-to-day operation of the business becomes difficult and
unsuccessful.
Management Process

3 – Commanding / direct

 Once role and responsibilities are defined based for


the available resource, you need to direct the team
members what each individual has to do and how.
 Role has to be conveyed
 Process must be defined
 Expectations or performance criteria
 Regular feedback on individual performance
Management Process

4 - Controlling

 Control is an important function because it helps to


check the errors and to take the corrective action
so that deviation from standards are minimized.

 Control of an undertaking consists of seeing that


everything is being carried out . .
 in accordance with the plan which has been adopted
 the orders/instructions which have been given
 and the rules which have been laid down
Project Management
Project Management – Definition

Knowledge - find scope,


Project Management efforts estimation, activities
planning

is “the application of knowledge, Skills - communication,


people handling, delegation
skills, tools and techniques to
Tools - MS-Project, word
project activities to meet the project
Techniques - earned-value,
requirements” Project-progress,
presentations
(PMBOK by PMI) Project requirements -
objectives / problem
That is all for
Lecture # 01

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