Engineering Project Management Summary

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This is the link for the vide:


https://www.freeconferencecall.com/wall/recorded_a...



please remember that you must watch the video, read the chapter, write your summary for two pages or more

make a clear and easy sentence because I am an international student

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INTRODUCTION Chapter 1 Copyright ©2016 Pearson Education, Inc. CHAPTER 1 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1. Understand why project management is becoming such a powerful and popular practice in business. 2. Recognize the basic properties of projects, including their definition. 3. Understand why effective project management is such a challenge. 4. Differentiate between project management practices and more traditional, process-oriented business functions. 5. Recognize the key motivators that are pushing companies to adopt project management practices. Copyright ©2016 Pearson Education, Inc. 1-2 CHAPTER 1 LEARNING OBJECTIVES After completing this chapter, you should be able to: 6.Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project. 7.Understand the concept of project “success,” including various definitions of success, as well as the alternative models of success. 8.Understand the purpose of project management maturity models and the process of benchmarking in organizations. 9.Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques. Copyright ©2016 Pearson Education, Inc. 1-3 PMBOK CORE CONCEPTS Project Management Body of Knowledge (PMBoK) covered in this chapter includes: 1. Definition of a Project (PMBoK 1.2) 2. Definition of Project Management (PMBoK 1.3) 3. Relationship to Other Management Disciplines (PMBoK 1.4) 4. Project Phases and the Project Life Cycle (PMBoK 2.1) Copyright ©2016 Pearson Education, Inc. 1-4 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. A project is a temporary endeavor undertaken to create a unique product, service, or result. PMBoK 5th edition Copyright ©2016 Pearson Education, Inc. 1-5 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. Copyright ©2016 Pearson Education, Inc. 1-6 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. Copyright ©2016 Pearson Education, Inc. 1-7 PROCESS & PROJECT MANAGEMENT (TABLE 1.1) PROCESS PROJECT  Repeat process or product  New process or product  Several objectives  One objective  Ongoing  One-shot-limited life  People are homogenous  More heterogeneous  Well-established systems  Integrated system efforts  Greater certainty  Greater uncertainty  Part line organization  Outside of line organization  Established practices  Violates established practice  Supports status quo  Upsets status quo Copyright ©2016 Pearson Education, Inc. 1-8 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. Copyright ©2016 Pearson Education, Inc. 1-9 WHY ARE PROJECTS IMPORTANT? 1. Shortened product life cycles 2. Narrow product launch windows 3. Increasingly complex and technical products 4. Emergence of global markets 5. An economic period marked by low inflation Copyright ©2016 Pearson Education, Inc. 1-10 PROJECT LIFE CYCLES (FIGURE 1.3) Copyright ©2016 Pearson Education, Inc. 1-11 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. Copyright ©2016 Pearson Education, Inc. 1-12 CHANGE DURING PROJECT LIFE CYCLE Client Interest Project Stake Resources Creativity Uncertainty Copyright ©2016 Pearson Education, Inc. 13 1-13 PROJECT LIFE CYCLE AND THEIR EFFECTS (FIGURE 1.4) Copyright ©2016 Pearson Education, Inc. 1-14 QUADRUPLE CONSTRAINT OF PROJECT SUCCESS (FIGURE 1.6) Copyright ©2016 Pearson Education, Inc. 1-15 FOUR DIMENSION OF PROJECT SUCCESS (FIGURE 1.7) Copyright ©2016 Pearson Education, Inc. 1-16 UNDERSTANDING SUCCESS CRITERIA (TABLE 1.2) Iron Triangle Information System Benefits (Organization) Benefits (Stakeholders) Cost Maintainability Improved efficiency Satisfied users Quality Reliability Improved effectiveness Social and environmental impact Time Validity Increased profits Personal development Information quality Strategic goals Professional learning, contractors’ profits Use Organization learning Capital suppliers, content Reduced waste Project team, economic impact to surrounding community Copyright ©2016 Pearson Education, Inc. 1-17 SIX CRITERIA FOR IT PROJECT SUCCESS System Quality Information Quality User Satisfaction Individual Impact Copyright ©2016 Pearson Education, Inc. Use Organizational Impact 1-18 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. Copyright ©2016 Pearson Education, Inc. 1-19 SPIDER WEB DIAGRAM Copyright ©2016 Pearson Education, Inc. (FIGURE 1.8) 1-20 SPIDER WEB WITH EMBEDDED ORGANIZATIONAL EVALUATION (FIGURE 1.9) Copyright ©2016 Pearson Education, Inc. 1-21 PROJECT MANAGEMENT MATURITY GENERIC MODEL (FIGURE 1.10) Copyright ©2016 Pearson Education, Inc. 1-22 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 Copyright ©2016 Pearson Education, Inc. 1-23 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 Copyright ©2016 Pearson Education, Inc. 1-24 KERZNER’S PMM MODEL  Level 1: Common Language  Level 2: Common Processes  Level 3: Singular Methodology  Level 4: Benchmarking  Level 5: Continuous Improvement Copyright ©2016 Pearson Education, Inc. 1-25 ESI INTERNATIONAL’S PROJECT FRAMEWORK  Level 1: Ad Hoc  Level 2: Consistent  Level 3: Integrated  Level 4: Comprehensive  Level 5: Optimizing Copyright ©2016 Pearson Education, Inc. 1-26 SEI’S CAPABILITY MATURITY MODEL INTEGRATION  Level 1: Initial  Level 2: Managed  Level 3: Defined  Level 4: Quantitative Management  Level 5: Optimizing Copyright ©2016 Pearson Education, Inc. 1-27 PROJECT ELEMENTS AND TEXT ORGANIZATION (FIGURE 1.11) Copyright ©2016 Pearson Education, Inc. 1-28 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 Copyright ©2016 Pearson Education, Inc. 1-29 OVERVIEW OF THE PROJECT MANAGEMENT INSTITUTE’S PMBOK KNOWLEDGE AREAS (FIGURE 1.12) Copyright ©2016 Pearson Education, Inc. 1-30 SUMMARY 1. Understand why project management is becoming such a powerful and popular practice in business. 2. Recognize the basic properties of projects, including their definition. 3. Understand why effective project management is such a challenge. 4. Differentiate between project management practices and more traditional, process-oriented business functions. 5. Recognize the key motivators that are pushing companies to adopt project management practices. Copyright ©2016 Pearson Education, Inc. 1-31 SUMMARY 6. Understand and explain the project life cycles, its stages, and the activities that typically occur at each stage in the project. 7. Understand the concept of project “success,” including various definitions of success, as well as alternative models of success. 8. Understand the purpose of project management maturity models and the process of benchmarking in organizations. 9. Identify the relevant maturity stages that organizations go through to become proficient in their use of project management techniques. Copyright ©2016 Pearson Education, Inc. 1-32 Copyright ©2016 Pearson Education, Inc. 1-33 ...
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Rehema74
School: Carnegie Mellon University

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Project Management
Despite the field of engineering an individual pursues, it is necessary for one to complete
various projects. A project is a temporary endeavor undertaken to create a unique product or
service. Projects are limited by budget, schedules, and resources. Within an organization,
projects are building blocks in the execution of an organization’s strategy. Before starting on a
project, a manager devotes a lot of time in the planning process. Planning is crucial since it
enables a manager to account for certain risks, identify budget concerns and anticipate certain
resource issues. Therefore planning ensures that as soon as a project commences, it can flow
smoothly without any hindrances. The goals of projects usually are to improve products and
services or improve organizational processes
Project management mimics traditional management functions namely: planning, organizing,
motivation, control and directing. A project is different from on organiza...

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Anonymous
awesome work thanks

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