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Project Mng Basics Belarusian State University Final

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Project Mng Basics Belarusian State University Final

  1. 1. Project Management Basics Belarusian State Economic University 22 March 2010, Minsk Nejat Murat Erkan, PMP Project Manager
  2. 2. Biography of the Presenter <ul><li>Murat Erkan started out his career as a business consultant in USA. In the following years, he continued his career in pharmaceutical industry. He worked as a Project Leader in Health Marketing at Glaxo Wellcome, Inc. L ater on, he worked as a Project Manager in the field of allergy and immunology at Greer Laboratories, Inc. in North Carolina. After spending 7 years in USA, he moved back to Turkey in 2000. H e continued his career in telecommunication industry at Telsim (now Vodafone Turkey). In 2005, he started to work at the leading GSM operator in Turkey. Since then, he is working as Senior Project Manager at Turkcell Telecommunication, Inc. and currently, managing multinational/multi vendor Telco/IT projects. </li></ul><ul><li>Mr. Erkan holds a Bachelor of Science degree (BSChE) from Yildiz Technical University, Istanbul and a Master of Business Administration (MBA) degree from Campbell University in N C , USA. Currently, h e is the president of IPYD (Istanbul Project Management Association), he is a member the Project Management Institute and PMI Turkey Chapter and he is the PMI College of Performance Management-Global Advisory Committee representative for Turkey. </li></ul><ul><li>He gained his PMP certification in September 2005. Currently is the sponsor for Dynamics 2010 which is the largest international project management congress in Turkey ( www.ipyd.org ) . </li></ul><ul><li>  </li></ul><ul><li>Murat Erkan was born in Istanbul in 1970. He fluent ly speaks Turkish, English, French and basic Spanish. He is married and has a 2,5 year old son. </li></ul>
  3. 3. Agenda <ul><li>Project General Description   </li></ul><ul><li>Project Manager Skills Set </li></ul><ul><li>Project Management Basic P rocesses </li></ul><ul><li>Project Management Knowledge Areas </li></ul><ul><li>Project Management as a New Profession </li></ul>
  4. 4. “ A project is a temporary endeavor undertaken to create a unique product, service, or result. ” (PMBOK) What Is Project?
  5. 5. <ul><ul><ul><li>(1) defined start and finish date, </li></ul></ul></ul><ul><ul><ul><li>(2) defined objectives, </li></ul></ul></ul><ul><ul><ul><li>(3) defined scope, </li></ul></ul></ul><ul><ul><ul><li>(4) defined budget, </li></ul></ul></ul><ul><ul><ul><li>(5) “one-time event planning” </li></ul></ul></ul>A Project Should Have:
  6. 6. Benefits of Project Management <ul><ul><li>Meet Stakeholder Expectations </li></ul></ul><ul><ul><li>Define and Achieve Project Objectives </li></ul></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Cost </li></ul></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>Others (Environmental, Safety, etc.) </li></ul></ul><ul><ul><li>Use of a common vocabulary </li></ul></ul><ul><ul><li>Develop high performing teams </li></ul></ul>
  7. 7. <ul><ul><li>Developping a new service or a product </li></ul></ul><ul><ul><li>Designing an engine, car, train etc… </li></ul></ul><ul><ul><li>To build a bridge, house etc… </li></ul></ul><ul><ul><li>Sending spaceships to planets </li></ul></ul><ul><ul><li>ERP, Billing Systems, Base Stations etc… </li></ul></ul><ul><ul><li>Social projects, Unicef, Greenpeace etc.. </li></ul></ul>Project Application Areas
  8. 8. A Successful Project Quality Time Cost Scope
  9. 9. 10 Factors For Successful Projects <ul><li>Management Support </li></ul><ul><li>User Involvement </li></ul><ul><li>Experienced Project Manager </li></ul><ul><li>Clear Business Goals </li></ul><ul><li>Realistic Scope </li></ul><ul><li>Standardized Project Management Tools </li></ul><ul><li>Meeting Company’s Basic Needs </li></ul><ul><li>Methodology </li></ul><ul><li>Trustworthy Estimations </li></ul><ul><li>Others </li></ul>
  10. 10. <ul><ul><li>66 % of project could not meet its objectives, overran budget and time </li></ul></ul><ul><ul><li>20% of projects which are budgeted above 200K USD are canceled due to lack of risk management plan aligned with project plan </li></ul></ul><ul><ul><li>75% of unsuccessful projects fail due to lack of PMO organisation within the company </li></ul></ul>2007 Gartner’s IT Research
  11. 11. 2002 S tandish S tudy <ul><li>34% successful - on time, within budget, met the specs, and produced useful deliverables </li></ul><ul><li>51% mixed success-cost and/or schedule overruns </li></ul><ul><ul><li>22% overran the financial budget </li></ul></ul><ul><ul><li>42% overran the schedule budget </li></ul></ul><ul><li>15% outright failures - no results </li></ul>
  12. 12. 2002 S tandish S tudy - Conclusions <ul><li>Results after seven years (2009) : </li></ul><ul><li>Successful projects: improved from 15% success to 34% success </li></ul><ul><li>But, plenty of room for further improvement, amid tightening schedules and financial budgets </li></ul>
  13. 13. Failure Reasons in Projects
  14. 14. Transitioning to the new PM <ul><li>CONVENTIONAL PM </li></ul><ul><li>Tangible Results </li></ul><ul><li>Authoritarian Management </li></ul><ul><li>Clear Goals and Roles </li></ul><ul><li>MODERN PM </li></ul><ul><li>Leadership-based </li></ul><ul><li>Time over Cost </li></ul><ul><li>Matrix problems </li></ul><ul><li>THE NEW PM </li></ul><ul><li>Uncertainty </li></ul><ul><li>Complexity </li></ul><ul><li>Progressive Elaboration </li></ul>Before 1970 21 st Century
  15. 15. The Project Management Office <ul><li>The proliferation of the PMO … </li></ul><ul><li>Manage the utilization of shared resources allocated to projects </li></ul><ul><li>Identify and develop PM Best Practices and Standards </li></ul><ul><li>Coach, Mentor, Train, and provide Oversight to Project Teams </li></ul><ul><li>Monitor compliance with established methodology and standards </li></ul>
  16. 16. Program and Portfolio Management <ul><li>Emergence of program and portfolio mgt </li></ul><ul><ul><li>Discrete programs and projects </li></ul></ul><ul><ul><li>Integration of work schedules & resource plans </li></ul></ul><ul><ul><li>Prioritization of projects and programs </li></ul></ul><ul><li>Linking project management to Strategic Plans </li></ul><ul><ul><li>All projects, programs, and portfolios must support strategic plans </li></ul></ul><ul><ul><li>Resources are assigned to projects through portfolios and programs in accordance with business objectives and priorities </li></ul></ul><ul><ul><li>Strategic Plans drive performance measurement </li></ul></ul>
  17. 17. Project Teams <ul><li>Team makeup, skills, and qualifications </li></ul><ul><li>Team organization </li></ul><ul><li>Effective teamwork </li></ul><ul><li>Effective use of project management processes </li></ul><ul><li>Effective use of organizational process assets </li></ul><ul><li>Adapt to enterprise environmental factors </li></ul><ul><li>Empowered to take ownership & make decisions </li></ul><ul><li>Manage stakeholder expectations </li></ul>
  18. 18. Product Owner and Clients <ul><li>Define and communicate expectations </li></ul><ul><li>Take ownership for the product </li></ul><ul><li>Stay involved during project execution </li></ul><ul><li>Respond to requests for information & decisions in timely manner </li></ul><ul><li>Voice concerns in a timely manner </li></ul>
  19. 19. What is PMI? <ul><li>Founded by 6 visionaries in 1969 </li></ul><ul><li>Dedicated to advancing the State-of-the-Art in PM </li></ul><ul><li>Early growth in Construction, Defense and Aerospace </li></ul><ul><li>Accelerated growth in the 80’s with IT sector’s entry </li></ul><ul><li>Certification exams started in 1984 </li></ul><ul><li>PMBOK introduced in 1985 </li></ul><ul><li>PMBOK revised in 1996, 2000, 2004 and in 2008; 300+ members contributed </li></ul><ul><li>www.pmi.org </li></ul>
  20. 20. PMI Now <ul><li>PMBOK 2008 (Fourth Edition) is the current version since January 2009 </li></ul><ul><li>PMI statistics (PMI.org): </li></ul><ul><ul><li>Approximately 340,000 members </li></ul></ul><ul><ul><li>Nearly 250 chapters in 70 countries </li></ul></ul><ul><ul><li>Approximately 360,000 Certified PMPs </li></ul></ul>
  21. 21. What is PMBOK? <ul><li>PMBOK = Project Management Body of Knowledge </li></ul><ul><li>The PMBOK identifies that subset of the project management body of knowledge generally recognized as good practice that are applicable to most projects most of the time. </li></ul><ul><li>“ Application area extensions” are additionally accepted knowledge and practices for a category of projects in one application area. </li></ul>
  22. 22. The PMBOK Knowledge Areas <ul><li>Integration Management </li></ul><ul><li>Scope Management </li></ul><ul><li>Time Management </li></ul><ul><li>Cost Management </li></ul><ul><li>Quality Management </li></ul><ul><li>Human Resources Management </li></ul><ul><li>Communications Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Procurement Management </li></ul>SCOPE PROJECT INTEGRATION QLTY TIME COST CONTR. /PROC. COMM. HR RISK
  23. 23. Project Life Cycle Process Groups INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING Define a new project or phase by obtaining authorization. Establish scope, refine objectives and develop course of action to attain those objectives. Complete the work defined in the project management plan to satisfy the specifications. Track, review and regulate the progress to meet the performance objectives defined in the project management plan. Finalize all activities to formally complete all project / phase / contractual obligations.
  24. 24. Types of Projects SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>PROJECTS WITH TANGIBLE PRODUCTS </li></ul><ul><ul><li>Engineering / Construction </li></ul></ul><ul><ul><li>Weapons Development </li></ul></ul><ul><ul><li>Industrial Production </li></ul></ul><ul><li>PROJECTS WITH INTANGIBLE PRODUCTS </li></ul><ul><ul><li>Business Process Reengineering </li></ul></ul><ul><ul><li>Software and System Development </li></ul></ul><ul><ul><li>Organizational Development </li></ul></ul><ul><ul><li>Event Management </li></ul></ul><ul><ul><li>R & D Projects </li></ul></ul><ul><li>IN - HOUSE PROJECTS </li></ul><ul><li>CONTRACTED PROJECTS </li></ul>
  25. 25. Definition of a Program SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program. Project PROGRAM Related work Project Sub-Program Project Project
  26. 26. Definition of a Portfolio The projects and programs of the portfolio may not necessarily be interdependent or directly related; they compete for monetary and other corporate resources. Program PORTFOLIO A collection of projects, programs and other related work that are grouped together to facilitate effective management of the work to meet strategic business objectives. Other related work Project Program Project Project
  27. 27. Project Phases SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Project Phases are divisions within a project where extra control is needed to effectively manage the completion of a major deliverable. </li></ul><ul><li>Project phases can be sequential, overlapping, or interactive. </li></ul><ul><li>The five process groups (initiating, planning, executing, monitoring & controlling, closing) are NOT project phases. </li></ul><ul><li>The five process groups should be followed for each phase. </li></ul>
  28. 28. Product Life Cycle TIME <ul><li>Effort </li></ul><ul><li>Source </li></ul><ul><li>Cost </li></ul>Time Design Development Application Closing The PRODUCT life cycle adds operational and support costs to the total cost of owning and operating. Level
  29. 29. Project and Product Life Cycles SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK Corporate or Business Life Cycle Policy Identify Project Realization Product Dispose Planning Needs Conception In Service Product Life Cycle Feasibility Acquisition Operations Dispose Concept Develop Implement Closeout Project Life Cycle
  30. 30. About the Project Manager SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>The Project Manager (PM) is the focal point that ties together the various parts of the project, and acts as a center of communication between the various parties and stakeholders involved in a project. </li></ul>The PM needs to be a patient and mature person who can lead by example and handle stress caused by setbacks and uncertainty. <ul><li>Attributes </li></ul><ul><li>Knowledge (Know) </li></ul><ul><li>Personal (Be) </li></ul><ul><li>Performance (Do) </li></ul>
  31. 31. Requisite Project Manager Skills SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><ul><li>Demonstrated ability to: </li></ul></ul><ul><li>Lead </li></ul><ul><li>Manage Change </li></ul><ul><li>Recruit And Retain Staff </li></ul><ul><li>Map And Manage Risk </li></ul><ul><li>Plan Effectively </li></ul><ul><li>Communicate </li></ul><ul><li>Listen </li></ul><ul><li>Empathize </li></ul><ul><li>Motivate </li></ul><ul><li>Problem Solver </li></ul><ul><li>Decision Maker </li></ul><ul><li>Influence (Esp. Senior Management) </li></ul>
  32. 32. Critical PM Responsibilities SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Develop Project Charter </li></ul><ul><li>Influence Project Team Selection </li></ul><ul><li>Direct The Planning Of The Project </li></ul><ul><li>Assure Team Members Understand/Accept Roles </li></ul><ul><li>Manage Stakeholder Expectations </li></ul><ul><li>Obtain Essential Approvals And Commitments </li></ul><ul><li>Coordinate And Direct All Project Activities </li></ul><ul><li>Achieving The Goals And Objectives Of The Project </li></ul><ul><li>Keep Project Stakeholders Informed </li></ul><ul><li>Direct The Handover Of The Product </li></ul><ul><li>Ensure Proper Close - Out Of The Project </li></ul><ul><li>Arrange For Post-completion Support And Audit </li></ul>
  33. 33. PM Authority SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Direct access to the Project Sponsor and/or Client </li></ul><ul><li>Select tools and methods </li></ul><ul><li>Obtain contributing resources </li></ul><ul><li>Establish project priorities </li></ul><ul><li>Resolve internal and external conflicts </li></ul><ul><li>Obtain project performance data </li></ul><ul><li>Initiate, review, approve project communications </li></ul><ul><li>Approve all project commitments </li></ul><ul><li>Control contingency assignments </li></ul><ul><li>Obtain information from stakeholders </li></ul><ul><li>Input performance evaluations of team members </li></ul>
  34. 34. Project Management Roles SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK Project Sponsor Project Manager Project Leader Project Leader Project Leader
  35. 35. Project Management Roles SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>PROJECT SPONSOR </li></ul><ul><ul><li>Responsible for feasibility, authorization & chartering </li></ul></ul><ul><ul><li>Responsible for providing financial resources </li></ul></ul><ul><li>PROJECT MANAGER </li></ul><ul><ul><li>Responsible for the total project from initiation to closing </li></ul></ul><ul><ul><li>Leader of the Project Team </li></ul></ul><ul><ul><li>Communication, Planning, Leadership, Diplomacy </li></ul></ul><ul><ul><li>Serves as a single Point of Contact (POC) for the Client </li></ul></ul><ul><li>PROJECT (Technical, Team, Functional) LEADER </li></ul><ul><ul><li>Leading subject matter experts (SMEs) </li></ul></ul><ul><ul><li>Half expert, half manager </li></ul></ul><ul><ul><li>Member of the Project Management Team </li></ul></ul>
  36. 36. Fuctional Organization General Manager Fuctional Manager Fuctional Manager Fuctional Manager Project Manager Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member
  37. 37. Matrix Organization (Weak) General Manager Functional Manager Functional Manager Functional Manager Team Member Team Member Team Member Project Manager Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Project Team
  38. 38. Matrix Organization (Strong) General Manager Manager of Project Manager Functional Manager Functional Manager Project Manager Project Manager Project Manager Project Manager Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Project Team
  39. 39. Where Do Projects Come From? SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>New Product Development </li></ul><ul><li>A Legal Requirement </li></ul><ul><li>Staying Abreast Of Technology </li></ul><ul><li>The Result Of A Proposal </li></ul><ul><li>Restructuring </li></ul><ul><ul><li>Operational </li></ul></ul><ul><ul><li>Organizational </li></ul></ul><ul><li>Staying Ahead Of The Competition </li></ul><ul><ul><li>The primary source of projects is a strategic or business plan </li></ul></ul>
  40. 40. Project Selection Criteria SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>RETURN ON INVESTMENT (ROI) </li></ul><ul><ul><li>Product Life Span </li></ul></ul><ul><ul><li>Present Value of all Capital Investment Costs </li></ul></ul><ul><ul><li>Present Value of Cash Flows </li></ul></ul><ul><ul><li>During Product Life </li></ul></ul><ul><li>INTERNAL RATE OF RETURN (IRR) </li></ul><ul><ul><li>Interest Rate that yields NPV = 0 </li></ul></ul><ul><ul><li>Targeted ROI for the Enterprise </li></ul></ul><ul><ul><li>Prime Rate + Riskiness Factor </li></ul></ul>
  41. 41. Project Approval & Prioritization SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Submit Project proposal to the governing board </li></ul><ul><li>Board Decision: GO/NO GO </li></ul><ul><li>Establish Portfolio and/or Program Prioritization Criteria </li></ul><ul><li>Prioritize Projects </li></ul><ul><li>Select Projects based on priorities and available resources (e.g. financial, HR, others) </li></ul>
  42. 42. Project Definition Uncertainty SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>How well is the final result defined? </li></ul><ul><li>Use Organizational Process Assets to analyze the levels of uncertainty </li></ul><ul><ul><li>Results from past projects </li></ul></ul><ul><ul><li>Expertise of the Feasibility Study Team </li></ul></ul>Total Uncertainty General Uncertainty Specific Uncertainty Total Certainty No Information Partial Information Complete Information
  43. 43. Project Life Cycle Process Groups
  44. 44. Level of Activity in Project Life Cycle
  45. 45. Project Initiation SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Select the Project Manager </li></ul><ul><li>Finalize Project Statement of Work (high level requirements) </li></ul><ul><li>Prepare and issue the Project Charter </li></ul><ul><li>The Project Manager assembles the Project Management Team </li></ul><ul><li>Identify Stakeholders </li></ul><ul><li>Conduct the Kick-Off and Partnering Meetings </li></ul>INITIATING STEPS IN:
  46. 46. Project Charter SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>The Project Charter documents the business needs, current understanding of the customer’s needs, and the new product, service or result that it is intended to satisfy ; it is an announcement that legitimizes the Project and the Project Manager. </li></ul><ul><li>It enables the Project Manager to solicit and obtain resources and professional support from functional managers in staffing the project team and executing the project. </li></ul>
  47. 47. The Project Planning Process SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK Ref: PMBOK 4 th Ed., Figure 3-8, page 47
  48. 48. The Work Breakdown Structure (WBS) SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables. </li></ul><ul><li>The WBS subdivides the project work into smaller, more detailed and manageable pieces of work. </li></ul><ul><li>Work Packages (lowest level component), can be scheduled, cost-estimated, monitored and controlled </li></ul>
  49. 49. The WBS Is Used For: SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Detailing Project Objectives into Scope Documents </li></ul><ul><li>Assigning Responsibilities </li></ul><ul><li>Generating Project Schedules </li></ul><ul><li>Resource Planning </li></ul><ul><li>Developing Cost Estimates </li></ul><ul><li>Implementing Scope (Change) Management </li></ul><ul><li>Risk Management </li></ul><ul><li>Project Performance Management </li></ul><ul><li>Team Building </li></ul>
  50. 50. Key Definitions SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Rolling wave planning (progressive elaboration) </li></ul><ul><li>Precedence Diagramming Method (PDM=AON) </li></ul><ul><li>Dependencies (logical relationships) </li></ul><ul><ul><li>Finish-to-Start – FS </li></ul></ul><ul><ul><li>Finish-to-Finish – FF </li></ul></ul><ul><ul><li>Start-to-Start – SS </li></ul></ul><ul><ul><li>Start-to-Finish – SF </li></ul></ul><ul><li>Dependency Types: </li></ul><ul><ul><li>Mandatory </li></ul></ul><ul><ul><li>Discretionary </li></ul></ul><ul><ul><li>External </li></ul></ul><ul><li>Leads or Lags </li></ul><ul><li>Schedule Network Diagrams </li></ul>
  51. 51. Network-Based Scheduling SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>CPM by DuPont/Sperry Rand for Maintenance Planning </li></ul><ul><ul><li>Used when durations can be estimated with confidence </li></ul></ul><ul><li>PERT by US Navy/Booz, Allen Hamilton for POLARIS </li></ul><ul><ul><li>Used when durations can not be based on experience </li></ul></ul><ul><li>ADM(Arrow Diagramming Method) = AOA(Activity On Arrow) </li></ul><ul><li>PDM(Precedence Diagramming Method) = AON(Activity On Node) </li></ul>
  52. 52. Definitions of the Critical Path SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>The sequence of activities that determines the duration of the project. It is : </li></ul><ul><ul><li>The longest path through the project </li></ul></ul><ul><ul><li>The path with minimum float (slack) </li></ul></ul><ul><ul><li>The path that determines the shortest time in which the project can be completed; the project can not be completed in less time than its critical path. </li></ul></ul>
  53. 53. Work Breakdown Structure Project Main Tasks Sub-Tasks Activities 001 100 200 300 110 120 111 112 113 310 320 321 322
  54. 54. Project Organisation WBS Leve 1 WBS Level 2 Project Manager Feasibilty Management Prototype Management Manufacturing Management Project Management Planning Management Advetisement Planning Communic. Planning Training Planning Stocking Planning
  55. 55. Forming A Project Plan <ul><li>What activities needs to be done? </li></ul><ul><li>In what order do we do the activities? </li></ul><ul><li>How long does it take to complete the activity? </li></ul><ul><li>Who will do the activity? </li></ul><ul><li>How long will it take to complete all of the activities? </li></ul>
  56. 56. Prioritizing the Activities <ul><li>Putting the activies in order </li></ul><ul><li>Defining the milestones </li></ul><ul><li>Planning the precedence between the activities </li></ul><ul><li>Techniques Used </li></ul><ul><ul><li>Gantt Diagram </li></ul></ul><ul><ul><li>CPM </li></ul></ul><ul><ul><li>(Critical Path M ethod) </li></ul></ul>
  57. 57. Gantt View in MS Project
  58. 58. Estimating the Activities <ul><ul><li>Expert Opinion </li></ul></ul><ul><ul><li>Brain storming with project team </li></ul></ul><ul><ul><li>Parametric Estimating </li></ul></ul><ul><ul><li>Weighted Average </li></ul></ul>
  59. 59. Network Diagram <ul><li>AOA (Activity on arrow) </li></ul><ul><li>AON (Activity on node) </li></ul>A B C D E F 2 3 4 5 1 b c a d e f
  60. 60. Defining the Crtical Path Exercise: Which is CP? And how many days? A B C D E F 3 7 2 3 4 3 0 G 2 2
  61. 61. Schedule Compression Techniques SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>CRASHING </li></ul><ul><ul><li>For Resource/Effort driven activities </li></ul></ul><ul><ul><li>Reducing duration by increasing resources </li></ul></ul><ul><ul><li>Obtaining the greatest compression for the least incremental cost </li></ul></ul><ul><li>FAST TRACKING </li></ul><ul><ul><li>For Time or Process driven activities </li></ul></ul><ul><ul><li>Phases or activities normally performed in sequence are performed in parallel (concurrently) </li></ul></ul>
  62. 62. Risk Management SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Risk Management includes the processes of conducting risk management planning, identification, analysis, risk response planning, and monitoring and control on a project. </li></ul><ul><li>The objectives of Project Risk Management are to increase the probability and impact of positive events, and to decrease the probability and impacts of negative events in the project. </li></ul>
  63. 63. Risk Definition SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK RISK EVENT A <ul><ul><li>… likely impact or amount </li></ul></ul><ul><ul><li>at stake should it occur. </li></ul></ul><ul><li>it has a likelihood / probability </li></ul><ul><li>of occurring, and a… </li></ul>is an uncertain event that, if it occurs, has a positive or negative effect on the attainment of a project’s objectives;
  64. 64. Project Risk Categories (RBS) SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK <ul><li>Financial – Cost of Money </li></ul><ul><li>Resource – Availability and Market Prices </li></ul><ul><li>Technical or Quality – State of the Art, Emerging </li></ul><ul><li>Commercial - Competitor Activities, Market </li></ul><ul><li>Corporate – Organizational Structure & Stability, Labor </li></ul><ul><li>Legal – Licenses, patents, lawsuits, contracts </li></ul><ul><li>Project Management – PM Resources, Planning etc. </li></ul><ul><li>Environmental </li></ul><ul><li>Others </li></ul>* RBS: Risk Breakdown Structure
  65. 65. Benefits of Alignment to Business Outcomes SCOPE QLTY TIME COST CONTR. /PROC. COMM. HR RISK Planning Definition Execution Start Up Ability to influence the outcomes Closure Cost of Mitigation Steps High Low Early risk management and mitigation builds better valued projects Full None
  66. 66. ISO 3 1 000 & Project Risk Management Process QLTY TIME PMBOK vs. ISO 31000 risk process – differences lie in the framework & context
  67. 67. QLTY TIME www.theirm.org [email_address] <ul><li>Education, training and professional development </li></ul><ul><li>Enterprise risk management </li></ul><ul><li>Sector independent </li></ul><ul><li>Academic + practical </li></ul><ul><li>2200 members worldwide </li></ul><ul><li>Networking and information </li></ul>
  68. 68. Response Planning Strategies QLTY TIME <ul><li>Negative Risks (Threats) </li></ul><ul><ul><li>Avoid </li></ul></ul><ul><ul><li>Mitigate </li></ul></ul><ul><ul><li>Transfer </li></ul></ul><ul><ul><li>Accept </li></ul></ul><ul><li>Positive Risks (Opportunities) </li></ul><ul><ul><li>Exploit </li></ul></ul><ul><ul><li>Share </li></ul></ul><ul><ul><li>Enhance </li></ul></ul><ul><ul><li>Accept </li></ul></ul>
  69. 69. Performance Measurement Baseline QLTY TIME 1. Define the work scope 2. Schedule the work 3. Allocate budgets to schedule 100 40 60 80 BUDGET AT COMPLETION PERFORMANCE MEASUREMENT BASELINE TIME $ PROGRAM BUDGET MANAGEMENT RESERVE
  70. 70. Scope Change Control
  71. 71. Earned Value Management
  72. 72. Performance Measurement <ul><li>EARNED VALUE DEFINITIONS & FORMULAE: </li></ul><ul><li>BCWS = PV = PLANNED VALUE </li></ul><ul><li>BCWP = EV = EARNED VALUE </li></ul><ul><li>ACWP = AC = ACTUAL COST </li></ul><ul><li>CV = COST VARIANCE (EV - AC) </li></ul><ul><li>CPI = COST PERFORMANCE INDEX (EV/AC) </li></ul><ul><li>SV = SCHEDULE VARIANCE (EV-PV) </li></ul><ul><li>SPI = SCHEDULE PERFORMANCE INDEX ( EV/PV ) </li></ul>
  73. 73. Performance Forecasting <ul><li>DEFINITIONS </li></ul><ul><li>BAC = BUDGET AT COMPLETION </li></ul><ul><li>ETC = ESTIMATE TO COMPLETE </li></ul><ul><li>EAC = ESTIMATE AT COMPLETION </li></ul><ul><li>FORECAST </li></ul><ul><li>EAC = AC + ETC </li></ul><ul><li>EAC = AC + (BAC – EV) </li></ul><ul><li>EAC = BAC / CPI </li></ul><ul><li>EAC = AC + ((BAC – EV) / (CPI) (SPI)) </li></ul><ul><li>VAC = VARIANCE AT COMPLETION (BAC – EAC) </li></ul>
  74. 74. Theories on HR <ul><li>Douglass Mc Gregor: Theory X ve Y </li></ul><ul><li>Maslow Hierarchy Theory </li></ul><ul><li>Frederic Herzberg Theory </li></ul><ul><li>Conflict Solving </li></ul><ul><li>Power Types </li></ul>
  75. 75. Quality Planning Quality Control Point Quality Control Point Quality Control Point => Phase Deliverables => Final Deliverables Analysis Phase Developing Phase Executing Phase Closing Phase => Phase Deliverables => Phase Deliverables
  76. 76. Communication Planning <ul><li>Progess Meeting Planning </li></ul><ul><li>Regular Status Reporting </li></ul><ul><li>Deciding project communiting tools/media </li></ul><ul><li>Communicating Language (in intern’l projects) </li></ul>
  77. 77. Procurement / Contracting <ul><li>Contract Types: </li></ul><ul><li>Fixed Price Contracts </li></ul><ul><li>Fixed Price + Incentives </li></ul><ul><li>Time & Material </li></ul><ul><li>Required documents in contracts </li></ul><ul><li>Project Plan </li></ul><ul><li>SOW (statement of work) </li></ul><ul><li>Acceptance Criteia </li></ul>
  78. 78. Procurement / Contracting
  79. 79. Closing the Project <ul><li>Get approval from the customer in written </li></ul><ul><li>Deliver all components of the project </li></ul><ul><li>Returnall of the project resources </li></ul><ul><li>Finalize the project documentation and archieve them </li></ul><ul><li>Close the project accounts and contract </li></ul><ul><li>Announce the closing to all stakeholders </li></ul>
  80. 80. Project Management Websites <ul><li>Project Management Institute (PMI) </li></ul><ul><li>www.pmi.org </li></ul><ul><li>International Project Management Association (IPMA) </li></ul><ul><ul><ul><ul><ul><li>www.ipma.ch </li></ul></ul></ul></ul></ul><ul><li>Association for Project Management (APM) </li></ul><ul><ul><ul><ul><ul><li>www.apm.org.uk </li></ul></ul></ul></ul></ul><ul><li>İstanbul Proje Yönetim Derneği (İPYD) </li></ul><ul><li>www.ipyd.org </li></ul>
  81. 81. Спасибо = Teşekkür The Maiden’s Tower
  82. 82. N. Murat Erkan Project Manager Turkcell & Life:) [email_address] +90 532 210 2437 Turkey 25 909 00025 Belarus Contact Details
  83. 83. <ul><li>College degree plus 4,500 hrs of PM experience </li></ul><ul><li>35 hours of contact training in PM </li></ul><ul><li>Computer-based exam with 200 questions; 107 correct answers required to pass </li></ul><ul><li>Test of competency: questions on knowledge and ability to solve problems </li></ul><ul><li>Increasingly becoming a pre-requisite for employment & career growth </li></ul>PMP CERTIFICATION
  84. 84. BENEFITS OF PMP CERTIFICATION <ul><li>A Documented proof of proficiency in Project Management </li></ul><ul><li>Knowledge of Project Management Standards and Guidelines </li></ul><ul><li>Documented commitment to comply with the Project Management Code of Ethics </li></ul><ul><li>Preferred status in job search* and upward mobility: </li></ul><ul><ul><li>US and Canada: many of the job postings </li></ul></ul><ul><ul><li>In the EU, Japan and Australia: almost 50% of job postings (estimate ) </li></ul></ul><ul><ul><li>In the rest of the world: beginning to appear in job postings </li></ul></ul>

Notas do Editor

  • -Teori x: yakın takip, teori y serbet bırakma -Maslow: 1 psikolojik, 2 güvenlik, 3 sosyal, 4 özsaygı, 5 nirvana -Herzberg (artan): 1 başarma, 2 tanınma, 3 işin kendisi, 4 sorumluluk, 5 ilerleme -Sorun çözme (azalan): geri çekilme (en kötü), zorlama, yumuşatma, ödün verme, problem çözme (en iyi) -Güç tipleri: mevkii, cezalandırıcı, ödüllendirici, uzman, torpil/tanıdık
  • Ölçülebilir Olması Açık Olarak Tanımlanabilen Başlangıç/Bitiş Tarihleri nin Olması Bir Çıktıya Sahip Olma sı Kolaylıkla Tahmin Edilebilen Zaman/Maliyet Kırılımında Olması Kabul E dilebilir Limitler İçindeki Tamamlanma Süresi nin Planlanması Projede Kesinti Olmaksızın Tamamlanabilme si