2. PROJECT MANAGEMENT FUNDAMENTALS

3. Page 2 Why Project Management? Current Issues: n Complex nature of business today — More cross-functional efforts — Need for greater accountability — Stronger focus on results n Projects fail to deliver as promised n Cost over-runs/missed deadlines n Challenging workload—“do more with less”

4. Page 3 Course Overview 1. Introduction to Project Management 2. Project Roles and Expectations 3. Project Management Processes 4. Project Management Skills 5. Additional Application of PM Processes 6. The Effective Project Manager 7. Review and Close

5. Page 4 Project Statistics Statistics from the Standish Group Succeeded Completed on time, on budget, features and functions as specified Failed Cancelled before completion or never implemented Challenged Completed and operational, but over budget, over time estimate, fewer features and functions than specified

6. Page 5 Why Projects Fail n Lack of user input and involvement n Incomplete and changing requirements n Lack of executive support n Technology incompetence n Lack of resources n Unrealistic expectations, unclear objectives n Unrealistic timeframes n Lack of planning Statistics from the Standish Group

7. Page 6 Why Projects Succeed n User involvement n Executive management support n Clear statement of requirements n Proper planning n Realistic expectations n Smaller project milestones n Competent staff n Ownership n Clear vision and objectives n Hard working, focused staff Statistics from the Standish Group

8. Page 7 Project Mgmt Knowledge and Practice General Mgmt Knowledge and Practice Functional Area Knowledge and Practice Information Technology Knowledge and Practice Management Disciplines

9. Page 8 INTRODUCTION TO PROJECT MANAGEMENT Project and Project Management Definitions “The Basics”

10. Page 9 What is a Project? A project is a temporary endeavor undertaken to create a unique product or service — Temporary -- time-bound, a definite begin and end — Unique -- different in some distinguishing way from all similar products, services or results — Progressive elaboration -- developing in steps and continuing in increments From the Project Management Institute (PMI) PMBOK® Guide Third Edition, 2004

11. Page 10 Project or Not? n Answering calls at a call center n Developing performance measurements for a call center n Tracking and reporting on monthly performance

12. Page 11 What is Project Management? n The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements n Managing a project includes: — Identifying requirements — Establishing clear and achievable objectives — Balancing the competing demands for quality, scope, time and cost — Adapting the specifications, plans and approach to the different concerns and expectations of the various stakeholders From the Project Management Institute (PMI) PMBOK® Guide Third Edition, 2004

13. Page 12 Good, fast, cheap—you can have any two. Project Management Proverb

14. Page 13 Scope Schedule Cost Project Management Parameters Triple Constraint Change in one constraint impacts at least one of the other constraints –- and may also impact stakeholder satisfaction

15. Page 14 PROJECT ROLES & EXPECTATIONS n Customer/Business n Project Sponsor n Project Manager n Project Steering Committee n Project Team Members n Other Stakeholders