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Introduction
Chapter 1
Copyright ©2016 Education, Inc.
Chapter 1
Learning Objectives
After completing this chapter, you should be able to:
Understand why project management is becoming such a powerful and popular practice in business.
Recognize the basic properties of projects, including their definition.
Understand why effective project management is such a challenge.
Differentiate between project management practices and more traditional, process-oriented business functions.
Recognize the key motivators that are pushing companies to adopt project management practices.
Copyright ©2016 Education, Inc.
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Chapter 1
Learning Objectives
After completing this chapter, you should be able to:
Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project.
Understand the concept of project “success,” including various definitions of success, as well as the alternative models of success.
Understand the purpose of project management maturity models and the process of benchmarking in organizations.
Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques.
Copyright ©2016 Education, Inc.
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PMBOK Core Concepts
Project Management Body of Knowledge (PMBoK) covered in this chapter includes:
Definition of a Project (PMBoK 1.2)
Definition of Project Management (PMBoK 1.3)
Relationship to Other Management Disciplines (PMBoK 1.4)
Project Phases and the Project Life Cycle (PMBoK 2.1)
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What is a Project?
Projects are complex, one-time processes.
Projects are limited by budget, schedule, and resources.
Projects are developed to resolve a clear goal or set of goals.
Projects are customer-focused.
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Copyright ©2016 Education, Inc.
A project is a temporary endeavor undertaken to create a unique product, service, or result.
PMBoK 5th edition
General project characteristics
Projects are ad hoc endeavors with a clear life cycle.
Projects are building blocks in the design and execution of organizational strategies.
Projects are responsible for the newest and most improved products, services, and organizational processes.
Projects provide a philosophy and strategy for the management of change.
Project management entails crossing functional and organizational boundaries.
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Copyright ©2016 Education, Inc.
General project characteristics
Traditional management functions of planning, organizing, motivation, directing, and control apply to project management.
Principal outcomes of a project are the satisfaction of customer requirements within the constraints of technical, cost, and schedule objectives.
Projects are terminated upon successful completion of performance objectives.
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Process & Project Management (Table 1.1)
PROCESS
Repeat process or product
Several objectives
Ongoing
People are homogenous
Well-established systems
Greater certainty
Part line organization
Established practices
Supports status quo
PROJECT
New process or product
One objective
One-shot-limited life
More heterogeneous
Integrated system efforts
Greater uncertainty
Outside of line organization
Violates established practice
Upsets status quo
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Project Success Rates
Software & hardware projects fail at a 65% rate.
Over half of all IT projects become runaways.
Only 30% of technology-based projects and programs are a success.
Ten major government contracts have over $16 billion in cost overruns and are a combined 38 years behind schedule.
Only 2.5% of global businesses achieve 100% project success and over 50% of global business projects fail.
More than $8 billion of $53 billion the Pentagon spent on Iraqi reconstruction projects was lost due to fraud, waste, and abuse.
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Copyright ©2016 Education, Inc.
Why are projects important?
Shortened product life cycles
Narrow product launch windows
Increasingly complex and technical products
Emergence of global markets
An economic period marked by low inflation
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PROJECT LIFE CYCLES
(FIGURE 1.3)
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Project Life Cycles
A project life cycle refers to the stages in a project’s development and are divided into four distinct phases:
Conceptualization – development of the initial goal and technical specifications of the project. Key stakeholders are identified and signed on at this phase.
Planning – all detailed specifications, schedules, schematics, and plans are developed.
Execution – the actual “work” of the project is performed.
Termination – project is transferred to the customer, resources reassigned, project is closed out.
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Change during project life cycle
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Client
Interest
Project
Stake
Resources
Creativity
Uncertainty
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Project life cycle and
their effects (Figure 1.4)
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Quadruple constraint of project success (Figure 1.6)
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Four dimension of project success (figure 1.7)
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Understanding success criteria (table 1.2)
1-17
Six criteria for it project success
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System
Quality
Information
Quality
Use
User
Satisfaction
Individual
Impact
Organizational
Impact
Project management maturity
Project management maturity (PMM) models are used to allow organizations to benchmark the best practices of successful project management firms.
Benchmarking is the practice of systematically managing the process improvements of project delivery by a single organization of a period of time.
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Spider web diagram (figure 1.8)
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Spider web with embedded organizational evaluation (figure 1.9)
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Project Management Maturity Generic Model (Figure 1.10)
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Developing Project Management Maturity
Project Management Maturity (PMM) Models
Center for Business Practices
Kerzner’s Project Management Maturity Model
ESI International’s Project Framework
SEI’s Capability Maturity Model Integration
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Center for Business Practices PMM
Level 1: Initial Phase
Level 2: Structure, Process, and Standards
Level 3: Institutionalized Project Management
Level 4: Managed
Level 5: Optimizing
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KERZNER’S PMM MODEL
Level 1: Common Language
Level 2: Common Processes
Level 3: Singular Methodology
Level 4: Benchmarking
Level 5: Continuous Improvement
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1-25
ESI INTERNATIONAL’S PROJECT FRAMEWORK
Level 1: Ad Hoc
Level 2: Consistent
Level 3: Integrated
Level 4: Comprehensive
Level 5: Optimizing
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SEI’S CAPABILITY MATURITY MODEL INTEGRATION
Level 1: Initial
Level 2: Managed
Level 3: Defined
Level 4: Quantitative Management
Level 5: Optimizing
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1-27
Project Elements and Text Organization (Figure 1.11)
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Project Manager Responsibilities
Selecting a team
Developing project objectives and a plan for execution
Performing risk management activities
Cost estimating and budgeting
Scheduling
Managing resources
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OVERVIEW OF THE PROJECT MANAGEMENT INSTITUTE’S PMBOK KNOWLEDGE AREAS (FIGURE 1.12)
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summary
Understand why project management is becoming such a powerful and popular practice in business.
Recognize the basic properties of projects, including their definition.
Understand why effective project management is such a challenge.
Differentiate between project management practices and more traditional, process-oriented business functions.
Recognize the key motivators that are pushing companies to adopt project management practices.
1-31
Copyright ©2016 Education, Inc.
summary
Understand and explain the project life cycles, its stages, and the activities that typically occur at each stage in the project.
Understand the concept of project “success,” including various definitions of success, as well as alternative models of success.
Understand the purpose of project management maturity models and the process of benchmarking in organizations.
Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques.
1-*
Copyright ©2016 Education, Inc.
1-*
Copyright ©2016 Education, Inc.
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