| Introduction[Project
Management Framework]
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A project is a temporary endeavor undertaken to create a unique
product, service, or result
Example:Building a road is an example of a project. The process
of building a road takes a finite amount of time, and produces a unique product
Second Definition:
A project is a complex,nonroutine,one time effort limited by time,budget
resources, and performance specifications designed to meet customer needs.
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| What is Project Not? |
| Projects should not be confused with everyday work. A
proejct is not routine,repetitive work. Ordinary daily work typically requires
doing the same or similiar work over and over, while a proejct is done only
once; a new service or a new product exists when the project is completed. |
| Routine,Repetitive Work[Operations] |
Projects |
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Taking class Notes
daily entering sales receipts into the accounting ledger
Responsding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod |
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Writing a term paper
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Setting up a sales kiosk for a professional accounting meting
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Developing a supply chain information system
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Writing a new piano piece
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Designing an iPod that is approximately 2*4 inches,interfaces with PD and
stores 10,000 songs
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They share many of the following characteristics
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Performed by people
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Constrained by limited resources
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Planned, executed, and controlled
Projects and operations differ primarily in that
operations are ongoing and repetitive, while projects are temporary and unique
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Project Objectives
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Project objectives are conatined in the preliminary project scope statement and
proejct scope statement.
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Projects are considered complete when the objectives have been met
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A reason for terminating a proejct before completion is that the project
objectives canno be met
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A more complete understanding of the objectives is achieved over the length of
the proejct.
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It is the project manager's role to accomplish the project objectives.
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Objectives should be clear and achievable.
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The Reason for quality activities is to make sure that project meets its
objectives.
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The Reason for the risk process group is to enhance opportunities and reduce
threats to the project objectives.
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Things that could negatively impact the project objectives, such as risk and
stakeholders' influence should be watched and tracked.
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Projects often require tradeoffs between the project requirements and the
proejcts objectives.
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Project objectives are determined in the initiating process group and refined
in the planning process group.
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One of the purposes of the develop project management plan process is to
determine how work will be accomplished to meet project objectives.
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| A Proejct management is the application
of knowledge, skills,tools and techniques to project activities to meet project
requirements |
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Managing a project includes:
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Indentifying requirements
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Establishing clear and achievable objectives
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Balancing the competing demands for quality,scope,time and cost
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Adapting the specifications, plans, and approach to the different concern
and expectations of the various stakeholders.
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| A Program is a group of
related projects managed in a coordinated way to obtain benefits and control
not available from managing them indiviually. Programs may include elements of
related work outside of the scope of the discrete projects in the program |
| Triple Constraints - A Balance
Project |
The triple constraint are cost, time,
scope of work, quality and customer satisfaction. These are so
intertwined that a change in one will most often cause a change in at least one
of the others , For example:
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If time is extended, the cost of the project will increase.
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If time extended with the same cost then quality of the product will reduce.
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If scope is extended then cost and time will also extend.
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Changes to any of these lesgs sets off a series of activies that are needed to
integrate the change across the project.
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| Progressive
Elaboration
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| Progressively means “proceeding
in steps; continuing steadily by increments,” while elaborated means “worked
out with care and detail; developed thoroughly” |
| International and
political environment |
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Some team members may need to be familiar with applicable international,
national, regional, and local laws and customs, as well as the political
climate that could affect the project. Other international factors to consider
are time-zone differences, national and regional holidays, travel requirements
for face-to-face meetings, and the logistics of teleconferencing.
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Cultural and social environment
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The team needs to understand how the project affects people and how people
affect the project. This Includes
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understanding of aspects of the economic,
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demographic,
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educational,
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ethical,
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ethnic,
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religious,
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and other characteristics of the people whom the project affects or who may
have an interest in the project.
The project manager should also examine the organizational culture and determine
whether project management is recognized as a valid role with accountability
and authority for managing the project
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| Physical
environment |
| If the project will affect its physical surroundings,
some team members should be knowledgeable about the local ecology and physical
geography that could affect the project or be affected by the project |
| Interpersonal
Skills
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Effective communication. The exchange of
information
Influencing the organization. The ability
to 'get things done'
Leadership. Developing a vision and
strategy, and motivating people to achieve that vision and strategy
Motivation. Energizing people to achieve
high levels of performance and to overcome barriers to change
Negotiation and conflict management. Conferring
with others to come to terms with them or to reach an agreement
Problem solving. The combination of
problem definition, alternatives identification and analysis, and
decision-making.
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| A standard
is a 'document established by consensus and approved by a recognized body that
provides, for common and repeated use, rules, guidelines or characteristics for
activities or their results, aimed at the achievement of the optimum degree of
order in a given context.' Some examples of standards are computer disk sizes
and the thermal stability specifications of hydraulic fluids |
| A regulation is a government-imposed
requirement, which specifies product, process or service characteristics,
including the applicable administrative provisions, with which compliance is
mandatory. Building codes are an example of regulations |
| Project Management Office [PMO] |
| A project management office (PMO) is an
organizational unit to centralize and coordinate the management of projects
under its domain |
| Portfolio
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| Collection of Projects, Programs and other work
grouped together to facilitate effective management to meet strategic
objectives. |
| Expeditor |
| Staff Assistant and Communication coordinator. No
Power to make decisions |
| Coordinator |
| Some authority, power and reports to higher-level
manager
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