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By Oliver Arnold. WHAT IS A PROJECT? WHAT IS PROJECT MANAGEMENT?  Projects are anything which involve change.  Projects have a beginning and an end.

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Presentation on theme: "By Oliver Arnold. WHAT IS A PROJECT? WHAT IS PROJECT MANAGEMENT?  Projects are anything which involve change.  Projects have a beginning and an end."— Presentation transcript:

1 By Oliver Arnold

2 WHAT IS A PROJECT? WHAT IS PROJECT MANAGEMENT?  Projects are anything which involve change.  Projects have a beginning and an end.  Projects can create new ideas, or develop on old ones.  The organising, planning and controlling resources in order to achieve a stated goal of a project in a timely and orderly manner.

3 Q. Before proceeding into the main part of the slideshow, take 5 minutes to think about/write down what you believe may be the key stages in any project and why you think that these are key stages.

4 PROCESSES

5  A Process based method for project management.  Covers the organisation, management and control of projects.  Regularly used by UK Government and worldwide private companies.  Fastest growing project management approach.  Stands for: PRojects IN Controlled Environments.  PRINCE is openly available for use in the public domain.

6  Initially developed in 1989 by the Central Computer and Telecommunications Agency (CCTA), now the Office of Government and Commerce (OGC).  PRINCE is a trademark of the OGC.  Based on PROMPT, which was the standard for Government Information Systems Projects.  PRINCE has since been superseded by PRINCE2, launched in 1996.

7 PRINCE2 is based on the following principles:  Business justification  Learning lessons  Roles and responsibilities  Managing by stages  Managing by exception  Product focused  Tailored

8 The approaches used to deliver the principles are outlined in the themes: Business case Organisation Quality Plans Risks Changes Progress

9  Starting up a project  Directing a project  Planning  Initiating a project  Controlling a stage  Managing stage boundaries  Closing a project These processes are the key to PRINCE2.

10  A common, consistent approach.  A controlled and organised start, middle and end.  Regular reviews of progress against plan.  Assurance that the project continues to have business justification.  Flexible decision points.  Management control of any deviations from the plan.  The involvement of management and stakeholders at the right time and place during the project.  Good communication channels between the project, project management, and the rest of the organisation.  A means of capturing and sharing lessons learned.  A route to increasing the project management skills and competencies of the organisation’s staff at all levels.

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12 Before progressing, take five minutes to review the material on PRINCE and PRINCE2 and then answer the following question. Q. Firstly name the key processes which form PRINCE2 and then outline why the process may be key in a given project. A. The Answer for this question can be found in Section 2.2 of the learning guide.

13  Process based guide to Project Management.  PMBOK: Project Management Body Of Knowledge.  Internationally accepted standard of Project Management.  First Published by The Project Management Institute (PMI) as a White Paper in 1987.  First “full” edition was published in 1996  Recognises 42 processes which fall into 5 basic processes and 9 knowledge areas.

14  The 5 basic processes are:  Initiating  Planning  Executing  Controlling and Monitoring  Closing

15  The 9 Knowledge areas are:  Project Integration Management  Project Scope Management  Project Time Management  Project Cost Management  Project Quality Management  Project Human Resources Management  Project Communication Management  Project Risk Management  Project Procurement Management

16 http://www.window.state.tx.us/tspr/alamoccd/ch08e.htm

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18 Q. Within the PMBOK, distinguish between the process groups and the knowledge areas. A. Each of these 9 knowledge areas has the processes within it that are needed in order to run/complete the project successfully. The processes within the knowledge areas then all relate back to the 5 basic process groups, creating a matrix allowing all processes to be related to one of the process groups and one of the knowledge areas.

19 TOOLS

20  This is a network analysis technique which identifies tasks which may cause delay (perhaps due to dependencies) and therefore lengthen the project- these tasks are on the CRITICAL PATH.  Invented in the early 1950s

21 1. Specify the individual activities. 2. Determine the sequence of those activities. 3. Draw a network diagram. 4. Estimate the completion time for each activity. 5. Identify the critical path. 6. Update the CPM diagram as the project progresses.

22 This basic diagram shows the critical path of the project in the green blocks. http://hy.gzntax.gov.cn/k/2001-12/679455.html

23  Developed by Dr. Eliyahu Goldratt.  Published in 1997 using his “Critical Chain” book.  A methodology for planning, executing and managing projects.  Focuses on the required resources (resource management).  Based on methods defined in Goldratt’s Theory of Constraints.  Main driver is to reduce project completion times.

24 Critical Chain Project Management has two main conceptual elements: 1. Project Planning 2. Project Execution & Continuous Improvement  Details of these two conceptual elements, and indeed more information on CCPM can be found by the following link: CCPM Conceptual Elements information

25 Q. Following on from Activity 1, consider all of the material covered. Has your opinion of what you believe to be the key stages in any project changed? If they have changed, why so?


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