Engineering Project Management Summary This is the link for the vide: https://www.freeconferencecall.com/wall/recorded_a… please remember tha

Engineering Project Management Summary 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

Write straightforward words 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

Purchase answer to see full
attachment