INSE 6230: Total Quality Project Management

Lecture 1

Introduction to Project Management

Sept. 14, 2009

Instructor: Dr. Zhigang (Will) Tian

CIISE, Faculty of Engineering and Computer Science
Concordia University

http://users.encs.concordia.ca/~tian/INSE6230

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 Instructor
Zhigang (Will) Tian
Ph.D., University of Alberta, 2007

Assistant Professor
Concordia Institute for Information Systems Engineering
Faculty of Engineering and Computer Science
Concordia University

Research Interests:

- Reliability analysis and optimization

- Condition monitoring
- Prognostics
- Maintenance optimization

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Course outline

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Chapter 1: Introduction to project management

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 Learning Objectives

• Understand the growing need for better project

management.
• Explain what a project is, provide examples of
projects, list various attributes of projects, and
describe the triple constraint of projects
• Describe project management and discuss key
elements of the project management framework,
including project stakeholders, the project
management knowledge areas, and common tools
and techniques.

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 Learning Objectives

• Discuss the relationship between project, program,

and portfolio management.
• Understand the role of the project manager by
describing what project managers do, what skills
they need, etc.
• Describe
D ib th
the project
j t managementt profession,
f i
including its history, the role of professional
organizations like the Project Management Institute,
the importance of certification and ethics, and the
advancement of project management software

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 Need for better project management
• Many organizations today have a new or renewed interest
in project management
• The U.S. spends $2.3 trillion on projects every year, or
one-quarter of its gross domestic product, and the world
as a whole spends nearly $10 trillion of its $40.7 gross
product on projects of all kinds
• The number of people earning their Project Management
Professional (PMP) certification increased by more than
70 percent from 2004 to 2005, with more than 200,000
PMPs worldwide by the end of August, 2006

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 Motivation for studying IT Project Management

• IT Projects have a terrible track record, as described in the

“What Went Wrong?” section

• A 1995 Standish Group study (CHAOS) found that only

16.2% of IT projects were successful in meeting scope,
time,, and cost goals
g

• Over 31% of IT projects were canceled before completion,

costing over $81 billion in the U.S. alone

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 Advantages of Using Formal Project Management

• Better control of financial, physical, and human

resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher
Hi h qualitylit andd iincreased
d reliability
li bilit
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale (less stress)

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What is project?

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 Examples of IT Projects

• A help desk or technical worker replaces ten

laptops for a small department
• A small software development team adds a new
feature to an internal software application for the
finance department
• A college campus upgrades its technology
infrastructure to provide wireless Internet access
across the whole campus

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 More Examples of Projects
• Developing a new product or service.
• Implementing a new business procedure or
process.
• Constructing a building or a bridge.
• Developing a new condition monitoring
approach for aircraft systems.

• NASA Appolo project

• 1862 Transcontinental Railroad

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 What is a Project?
• A project is a temporary endeavor undertaken to create a
unique product, service, or result.
(PMBOK® Guide, 2004)
• Temporary means that every project has a definite
beginning and a definite end.
- Objectives achieved
- Objectives not achieved
- Project terminated
• Unique means that the product or service is different in
some distinguishing way from all similar products or
services.
- Example: a building

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 Project Attributes

• A project:
– Has a unique purpose
– Is temporary
– Is developed using progressive elaboration
– Requires resources, often from various areas
– Should have a primary customer or sponsor
• The project sponsor usually provides the direction and
funding for the project
– Involves uncertainty

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 Project and Strategic Planning
Project are often utilized as a means of achieving an
organization's strategic plan. Projects are typically
authorized as a result of one or more of the following
strategic considerations:

• A market demand
• An organizational need
• A customer request
• A technological advance
• A legal requirement

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 The Triple Constraint of Project Management

z Scope:
What work should be done? What
objectives should be achieved?

z Time:
Duration? Schedule? How to track
the schedule? How to make
schedule changes?

z Cost:
Total cost? Budget? How to track
cost? How to make budget
changes?

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 Example: Triple Constraint

IT collaboration project:

z Scope:
40-50 page report and 1 hour
presentation on 30 potential IT
projects.
j t

z Time:
1 month.

z Cost:
$45,000-$50,000.

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What is project management?

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 Project Management

• Project management is the application of

knowledge, skills, tools and techniques to project
activities to meet project requirements.
(PMBOK® Guide, Third Edition, 2004)

• Project management is accomplished through the

application and integration of the project
management processes of initiating, planning,
executing, monitoring and controlling, and
closing.

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Project Management Framework

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 Project Stakeholders
• Stakeholders are the people involved in or
affected by project activities
(Example: building a new house)

• Stakeholders include:
– The project sponsor
– The project manager
– The project team
– Support staff
– Customers
– Users
– Suppliers
– Opponents to the project
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Nine Project Management Knowledge Areas

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History of project management

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 Project Management History
• Late 19th century:
- Large scale projects in transportation and
manufacturing
- 1862 Transcontinental Railroad
(Theodore Judah )
• Video: 1862 Transcontinental Railroad

• Modern project management

- 1900 – 1950
- Construction, engineering, defence
- Gantt chart (Henry Gantt): planning and
control
Source: Farrokh Alemi, “Project Management”, George Mason University

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 Project Management History
• Work Breakdown:
- Fredrick Taylor

• Most people consider the Manhattan

Project to be the first project to use
modern project management
“modern”
• This three-year, $2 billion (in 1946 dollars)
project had a separate project manager and
a technical manager

Source: Farrokh Alemi, “Project Management”, George Mason University

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 Project Management History
• “Program Evaluation Review Technique”
or PERT
- US Navy (1958)

• “Critical Path Method” or CPM

- DuPont Corporation and Remington
Rand Corporation

Source: Farrokh Alemi, “Project Management”, George Mason University

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 Project Management History
• Project management software:
- Microsoft Project, etc.

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