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Ph. D VO QUOC BAO NATIONAL University of civil engineering Hanoi June 2009
content
i. introduction i.1 what is a project i.2 the project life cycle i.3 project stakeholders i.4 Project organizational structure i.5 what is project management I.6 project management processes i.7 areas of expertise I.8 Major Project Documents
Content 2. project management knowledge areas 2.1 project integration management 2.2 project scope management 2.3 project time management 2.4 project cost management 2.5 project quality management 2.6 Project human resource management 2.7 project communication management 2.8 project risk management 2.9 project procurement management
1. introduction
1.1 what is a project:
A Project is a temporary endeavor to create a unique product, service, or result. Temporary : every project has a definite beginning and a definite end A Project creates unique deliverables Projects are not ongoing efforts
Operations are ongoing and repetitive Projects are temporary and unique
No single best way to define an ideal project life cycle Generally : initial phase; intermediate phase (s); final phase Construction projects: 5 phases: Initial and idea phase: Pre-Feasibility Study Development phase: FS, Agreements and Approval Execution phase: Design, Construction and Handover Operation phase and Maintenance: Exploitation Final phase and recycling: Renovation or Demolition
1.3 Project stakeholders Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. Key project stakeholders are: PM, PM team and PMO or PMU Customer/user Performing organization Sponsors, financial and insurance organizations Influencers: local people, authorities
1.4 Project organizational structure Project organizational structures can be: Functional Organization (Figure 2.7) Projectized Organization (Figure 2.8) Weak Matrix Organization (Figure 2.9) Balanced Matrix Organization (Figure 2.10) Strong Matrix Organization (Figure 2.11) Composite Organization (Figure 2.12) Organizational Structure Influence on Projects (Figure 2.6)
Functional Organization
Projectized Organization
Composite Organization
PM is the person responsible for accomplishing the project objectives. 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 , approach to the different concerns and expectations of various stakeholders
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Project Boundaries
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Process Interactions
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3. 4. 5.
Project management body of knowledge Application area knowledge, standard and regulation Understanding the project environment General management knowledge and skills Interpersonal skills
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2.1.5 Monitor and Control Project Work 3. Outputs Recommended corrective actions Recommended preventive actions Forecasts Recommended defect repair Requested changes
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Tools and Techniques Work breakdown structure templates Decomposition Outputs Project scope statement (updates) WBS and WBS Dictionary Scope baseline Project management plan (updates) Requested changes
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Applying Leads and Lags: A lead allows an acceleration of successor activity A lag directs a delay in successor activity
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Inputs: Cost baseline Project funding requirements Performance reports Work performance information Approved change requests Project management plan
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Tools and techniques: Cost-benefit analysis Benchmarking Design of experiment Cost of quality (COQ) Additional quality planning tools
Outputs: Quality management plan Quality metrics Quality checklists Process improvement plan Quality baseline Project management plan (updates)
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Tools and Techniques: Quality planning tools and techniques Quality audits Process analysis Quality control tools and techniques
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Outputs: Requested changes Recommended corrective actions Organizational process assets (updates) Project management plan (updates)
Quality management plan Quality metrics Quality checklist Organizational process assets Work performance information Approved change requests Deliverables
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Tools and Techniques: Cause and effect diagram Control charts Flowcharting Histogram Pareto chart Run chart Scatter diagram Statistical sampling Inspection Defect repair review
Outputs: Quality control measurements Validated defect repair Quality baseline (updates) Recommended corrective actions Recommended preventive actions Requested changes Recommended defect repair Organization process assets (updates) Validated deliverables Project Management Plan (updates)
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PHRM processes include the following: Human Resource Planning: Identifying and documenting
project roles, responsibilities, and reporting relationships, as well as creating the staffing management plan.
Acquire Project Team: Obtaining the human resources needed to complete the project Develop project Team: Improving the competencies and
interaction of team members to enhance project performance
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Inputs: Organizational process assets Project staff assignment Roles and Responsibilities Project organization charts Staffing management plan Team performance assessment Work performance information Performance reports
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Inputs: Enterprise environmental factors Organizational process assets Project scope statement Project management plan Tools and Techniques: Communication requirement analysis Communication technology Outputs: Communication management plan
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Inputs: Communication management plan Tools and Techniques: Communication skills Information gathering and retrieval systems Information distribution systems Lessons learned process Outputs: Organization al process assets (updates) Requested changes
Inputs: Work performance information Performance measurements Forecasted completion Quality control measurement Project management plan -Performance measurement baseline Approved change requests Deliverables
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