ProjectDay1 - Tony Gauvin`s Web Site

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Day 1

Agenda

Class roll call

Instructor Introduction

Syllabus review

Instructor’s Educational Philosophy

Web Resources

General Information about class

Blackboard

A quick overview of eMarketing

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -2

Instructor

Tony Gauvin

Associate Professor of E-Commerce

216 Nadeau Hall

(207) 834-7519 or Extension 7519

TonyG@maine.edu

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -3

Instructional Philosophy

Out-Come based education

Would rather discuss than lecture

Requires student preparation

Hate grading assignments

Especially LATE assignments

Use class interaction, assignments, exams and

Marketing Plan to determine if outcomes are met.

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -4

Web Resources

Blackboard https://www.courses.maine.edu

Instructor’s Web Site http://perleybrook.umfk.maine.edu

Microsoft Project 2010 Training

 http://office.microsoft.com/en-us/project-help/training-courses-forproject-2010-HA104039046.aspx

Project Management Institute

 http://www.pmi.org/Pages/default.aspx

Project Management Links

 http://www.managementhelp.org/plan_dec/project/project.htm

ProjectLibre – open source MS project replacement, works on MAC’s

 http://www.projectlibre.org/ https://docs.google.com/file/d/0B08DRNpPMjwJT053QzNJenBId1k/edit?p

li=1

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -5

Resource Review

Blackboard

Syllabus

Contract for Classroom behavior

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -6

Bribe List (2013)

1947 HD FLH “knucklehead”

2014 Audi R8

1950 Buick RoadMaster

– Convertible or Sedanette

1955 Buick Special

1967 SS 396 El Camino

1970 Oldsmobile 442 (W-30 option)

1965 Shelby Cobra S/C 427

2013 M/B SLS AMG GT

2006 Dodge Viper SRT

Current Collection

Copyright 2005 Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Ch 1 -7

Integrated Project

Team based

3 or 4 teams?

1 team of all students

Think of a large project that will require a project plan ( by next class)

Must require at least 10 people to complete

Must require 10 or more weeks to complete

Must be constrained by a budget and resources

Suggestions

Plan an event

Build something

Product, business, capital asset

Change something

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Day 1

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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

13

Why Project Management?

01-014

Chapter 1 Learning Objectives

After completing this chapter, students will 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 © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-02

Chapter 1 Learning Objectives

After completing this chapter, students will 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.

01-016

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Introduction

Examples of projects

Split the atom

Tunnel under the English Channel

Introduce Windows 7

Plan next Olympic games in London

“Projects, rather than repetitive tasks, are now the basis for most value-added in business”

-Tom Peters

01-017

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Process vs. Project Work

Process

Ongoing, day-to-day activities to produce goods and services

Use existing systems, properties, and capabilities

Typically repetitive

Project

Take place outside the normal, process-oriented world

Unique and separate from routine, process-driven work

Continually evolving

A project is a

temporary endeavor

undertaken to create a unique product or service.

PMBoK 2008

01-018

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Additional Definitions

A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule, and quality.

Buchanan & Boddy 92

Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree unique.

Frame 95

01-019

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Definitions Summarized

A project can be considered any series of activities and tasks that have:

Specific objectives

specifications, to be completed within certain

Defined

start

and

end

dates,

Funding limits

,

Human and nonhuman

resources

, and

Multifunctional

focus.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-020

Elements of Projects

Complex

, one-time processes

Limited

by budget, schedule, and resources

Developed to resolve a

clear goal

or set of goals

Customer-focused

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-021

General Project Characteristics

Ad-hoc

endeavors with a clear life cycle

Building blocks

in the design and execution of organizational

strategies

Responsible for the

newest

and most improved

products

, services, and organizational

processes

Provide a philosophy and strategy for the

management of change

01-022

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

General Project Characteristics

Entail

crossing

functional and organization

boundaries

Traditional management functions

of planning, organizing, motivating, directing, and controlling apply

Principal outcomes are the

satisfaction of customer

requirements within technical, cost , and

schedule objectives

Terminated

objectives upon successful completion of performance

01-23

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Process & Project Management

(Table 1.1)

Process

1. Repeat process or product

2. Several objectives

3. Ongoing

4. People are homogeneous

5. Systems in place to integrate efforts

6. Performance, cost, & time known

7. Part of the line organization

8. Bastions of established practice

9. Supports status quo

Project

1. New process or product

2. One objective

3. One shot

– limited life

4. More heterogeneous

5. Systems must be created to integrate efforts

6. Performance, cost & time less certain

7. Outside of line organization

8. Violates established practice

9. Upsets status quo

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-24

Project Success Rates

Software & hardware projects

fail at a 65%

rate,

Over half

of all IT projects become

runaways,

Only 30%

success.

of technology-based projects and programs are a

Only

2.5%

of global businesses achieve 100%

project success

and over

50%

of global business

projects fail ,

Average success

of business-critical application development projects is

32%

, and

Approximately

42%

of the 1,200 Iraq reconstruction projects were

eventually terminated

due to mismanagement or shoddy construction

01-25

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Why are Projects Important?

1.

2.

Shortened product life cycles

Narrow product launch windows

3.

Increasingly complex and technical products

4.

Emergence of global markets

5.

Economic period marked by low inflation

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-26

Project Life Cycles

Man Hours

Conceptualization Planning Execution

Fig 1.3 Project Life Cycle Stages

Termination

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01-27

Project Life Cycles

Conceptualization

- the development of the initial goal and technical specifications.

Planning

– all detailed specifications, schedules, schematics, and plans are developed

Execution

performed

– the actual “work” of the project is

Termination

– project is transferred to the customer, resources reassigned, project is closed out.

01-28

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Life Cycles and Their Effects

FIGURE 1.4 Project Life Cycles and Their Effects

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-29

Quadruple Constraint of Project Success

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Figure 1-6

01-30

Four Dimensions of Project Success

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 1.7

01-31

Six Criteria for IT Project Success

System quality

Information quality

Use

User satisfaction

Individual impact

Organizational impact

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01-32

Understanding Success Criteria

Iron Triangle Information System Benefits (Organization) Benefits (Stakeholders)

Cost

Quality

Time

Maintainability

Reliability

Validity

Improved efficiency

Increased profits

Satisfied users

Improved effectiveness Social and environmental impact

Information quality Strategic goals

Use Organization learning

Reduced waste

Personal development

Professional learning, contractors’ profits

Capital suppliers, content

Project team, economic

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall impact to surrounding community

Table 1.2

01-33

Spider Web Diagram

(Figure 1.8)

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01-34

Spider Web Diagram with Embedded

Organizational Evaluation

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Figure 1-9

01-35

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

01-36

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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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01-37

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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01-38

ESI International’s Project Framework

Level 1: Ad Hoc

Level 2: Consistent

Level 3: Integrated

Level 4: Comprehensive

Level 5: Optimizing

01-39

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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

01-40

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Project Management Maturity Generic Model

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FIGURE 1.10

01-41

Project Elements and Text Organization

FIGURE 1.11 Organization of Text

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01-42

Project Manager Responsibilities

1.

Selecting a team

2.

Developing project objectives and a plan for execution

3.

Performing risk management activities

4.

Cost estimating and budgeting

5.

Scheduling

6.

Managing resources

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01-43

Overview of the Project Management

Institute’s PMBoK Knowledge Areas

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 1.12

01-44

Summary

Understand why project management is becoming such a powerful and popular practice in business today.

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.

01-45

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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, such as the “triple constraint,” 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.

01-46

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

01-47

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