4370 week two: history and overview

ATECARTS & TECHNOLOGY

ATEC 4370 Project Management for Arts & Technology - I


Agenda

• Project Management

• The Iron Triangle• Project Management from 50,000 Feet level• Brief History and Timeline of Project Management

• Who is a Project Manager?• Why Study Project Management?


Project Management


PMBOK , 5th Edition


What is a Project?A Project can be defined as a temporary endeavor undertaken to create a unique product, result or service.

Major Characteristics of a Project:• Has an established objective• Are Unique• Are temporary in nature and have a defined life span with a beginning and an end• Requires across – the – organizational participation• Are completed when the project goals are achieved or it’s determined the project

is no longer viable.• Involves doing something never been done before• Has specific time, cost and performance requirements


PMBOK , 5th Edition


Project Vs Operations?

An operation is different from a project in the following way:

• It does not create a unique product, service or a result.• It does not have a definite beginning and an end.



Who is a Project Stakeholder?

According to PMI, the word Project Stakeholder refers to, ‘an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. These stakeholders may be inside or outside an organization which:

• Sponsor a project• Have an interest or a gain upon a successful completion of a project• May have a positive or negative influence in project completion

PMBOK 5th Edition



Some Examples of Project Stakeholders -

• Project Manager• Project Sponsor• Customer• Business Partners• Executive Managers• Organizational Groups• Vendors• Functional Managers• Project Management Office• Consultants to the project



What is Project Management?

“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements”.

In Simple words, Project Management brings together a set of tools and techniques – performed by people – to describe, organize, and monitor the work of project activities.


The Triple Constraint (Iron Triangle)



Project Management from 50,000 Feet level

Projects typically have identifiable phases and each phase and each phase has a set of unique challenges for the project manage. If we view a project from the highest level, five basic project phases can be identified:

• Initiating,• Planning,• Executing,• Monitoring and Controlling, and• Closing.



Phase 1: Initiation

• During this phase, the need is identified.

• An appropriate response to the need is determined and described. (This is actually where the project begins!)

• The major deliverables and the participating work groups are identified.

• The team begins to take shape.

• Issues of feasibility (Can we do the project?) and justification (Should we do the project?) are addressed.



Phase 2: Planning

• During this phase, project solution is developed in as much detail as possible.

• Intermediate work products are identified, along with the strategy of producing them.

• Estimates are made regarding the amount of time and money needed to perform the work and when the work is to be done.

• The question of feasibility and justification surfaces again, as formal approval to proceed with the project is ordinarily sought before proceeding.



Phase 3: Execution

• During this phase, the prescribed work is performed under the watchful eye of the project manager.

• Throughout this phase, the project team remains focused on meeting the objectives developed and agreed upon at the outset of the project.



Phase 4: Monitoring and Controlling

• During this phase, progress is continuously monitored and appropriate adjustments are made and recorded as variances from the original plan.

• The objective of this phase is to track, review and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.



Phase 5: Closing

• During this phase, the emphasis is on verifying that the project has satisfied or will satisfy the original need.

• The project customer accepts and uses the deliverables.

• Throughout this phase, the project resources are gradually re – deployed and the project finally shuts down.



Project Management from 50,000 Feet (Cont…)Managing a project typically includes, but is not limited to:• Identifying requirements;• Addressing the various needs, concerns, and expectations of the stakeholders in

planning and executing the project;• Setting up, maintaining, and carrying out communications among stakeholders that are

active, effective, and collaborative in nature;• Managing stakeholders towards meeting project requirements and creating project

deliverables;• Balancing the competing project constraints, which include, but are not limited to:

– Scope,– Quality,– Schedule,– Budget,– Resources, and– Risks.



https://www.projectsmart.co.uk/brief-history-of-project-management.php



Project Management History and Timeline…

• 2570 BC: The Great Pyramid of Giza Completed - Ancient records show there were managers for each of the four faces of the Great Pyramid, responsible for overseeing their completion. We know there was some degree of planning, execution and control involved in managing this project.

• 1917: The Gantt chart Developed by Henry Gantt (1861-1919) - One of the forefathers of project management, Henry Gantt, is best-known for creating his self-named scheduling diagram, the Gantt chart. One of its first uses was on the Hoover Dam project started in 1931. Gantt charts are still in use today and form an important part of the project managers' toolkit.



• 1958: The Program Evaluation Review Technique (PERT) Invented for the U.S. Navy's Polaris Project - The United States Department of Defense's US Navy Special Projects Office developed PERT as part of the Polaris mobile submarine-launched ballistic missile project during the cold war. PERT is a method for analyzing the tasks involved in completing a project, especially the time needed to complete each task and identifying the minimum time needed to complete the total project.

• 1962: United States Department of Defense Mandate the Work Breakdown Structure (WBS) Approach - The United States Department of Defense (DOD) created the WBS concept as part of the Polaris mobile submarine-launched ballistic missile project. WBS is an exhaustive, hierarchical tree structure of deliverables and tasks that need to be performed to complete a project. Later adopted by the private sector, the WBS remains one of the most common and useful project management tools.




• 1969: Project Management Institute (PMI) Launched to Promote the Project Management Profession - Five volunteers founded PMI as a non-profit professional organization dedicated to advance the practice, science and profession of project management.

• 1987: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Published by PMI - First published by the PMI as a white paper in 1987, the PMBOK Guide was an attempt to document and standardize accepted project management information and practices.

• 2012: 5th Edition of PMBOK Guide Released - The fifth edition of the guide, published in December 2012, provides guidelines, rules and characteristics for project management recognized as good practice in the profession. Note: sixth edition to be released this year (2017).




Who is a Project Manager?

• According to PMI, a Project Manager is a person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

• In general, the project managers have the responsibility to satisfy the needs: task needs, team needs and individual needs.

• As project management is a critical discipline, the project manager becomes the link between the strategy and the team.



Competencies of a Project Manager:

• Knowledge—what the project manager knows about project management.

• Performance—what the project manager is able to do or accomplish while applying his or her project management knowledge.

• Personal—how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.



Interpersonal skills of a Project Manager-

• Leadership,• Team building,• Motivation,• Communication,• Influencing,• Decision making,• Political and cultural awareness,• Negotiation,• Trust building,• Conflict management, and• Coaching.



Why Study Project Management?

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