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THE BASICS OF PROJECTMANAGEMENT
By Akin Olawale, B.Sc., PGD(Tech. Mgt.), MBA
+234-8033842162
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For which of you, intending to build a tower sit not
down first and count the cost, whether he has
sufficient to finish it?, otherwise, after laying the
foundation, and he is not able to complete it, all thatsee it would mock him
- Luke 14: 28 - 29
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Project Management Basics3
CONTENT
1. Project What is it?
2. Project Management Defined
3. Project Management Processes
4. Project Management Knowledge Areas
5. Success & Failure in Projects
6. Useful information on Project Management
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PART I - PROJECT4
Projects can be as simple as winking and as complexas the weather.
Project examples include:
Attending project management course
Attending World Cup Soccer Competition in SouthAfrica
Building a house, road, port, bridge, etc.
Starting a technology-driven business
A nation waging war against another -----------(imagine many more)
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PART I contd: Definition of Project
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A process of bringing about a new product or
service.
A group of activities to bring about change orcreate a new product or service.
A temporary endeavour undertaken toaccomplish a unique product or service.
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PART I contd: Basic Building Blocks of Any
Project6
Quality
CostTime
1. Quality
2. Time
3. Cost (Budget)
How can you measure a successful project?
Only when
1. You finished within agreed time with project sponsor(shortest time possible)
2. You finished within agreed budget (minimum cost)
3. You delivered the quality service/ product expected
(high performance/best quality)
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PART I contd: Attributes of a Project7
One-off delivery
Unique
Time-bound i.e. has a start and end date Requires resources (financial, material, human &
time)
Uncertainties/Risk embedded
Defined & Measurable Benefits
Have a primary sponsor, target customer anddefined stakeholders.
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PART I contd: How can a Project
come about?8
Through the generation of ideas individually or by
brainstorming
By providing solution to a problem
By capitalizing on an emerging opportunity
By reacting to change in the environment
By obeying a given order or directive
By obeying statutory requirements of goverment By technologizing taking advantage of innovation
and technology
---------(wear your thinking cap & add more)
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PART I contd:Project Environment
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Internal Projects initiated within an entity for her development.
Project team operates within functional units.
PM acts independent outside functional duties.
Project structure usually temporary.
PM depends on people, who report to other functional heads.
External External PM acts as agent on behalf of client.
PM has direct control over project team members.
No influence of functional structure over PM authority.
Involves higher risk, strong risk management must be in place.
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REVIEW 1 - PROJECT10
1. In one sentence, what is your understanding of theterm Project.
2. Give a classic example to buttress your
understanding.3. Mention 3 major attributes of Project.
4. Looking at your work environment, give an exampleeach of:
- an internal project
- an external project
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PART II PROJECT MANAGEMENT11
Project Management is:
- The planning, coordination and control of activitiesand resources to meet a defined objective within agiven timescale, agreed quality and specifiedcost(budget).
- Overseeing the development of a new
product/service to the final stage of delivery.- The monitoring of the development of a goal from
start to finish using effective methodology.
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PART II contd
Why Project Management?12
Ensures timely delivery
Ensures efficiency as well as effectiveness
Ensures that all efforts are organised
Ensures project delivers measurable & acceptablebenefits
Ensures risks are managed with little or noconstraints
Ensures required skills are available to provide bestsolutions.
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PART II contd
Comparison with Operations Management13
Commonalities
o Performed by people
o Constrained by limited resources
o Planned, executed & controlled
Differences
o Project is temporary and unique, while operations isongoing & repetitive
o Project terminates after the achievement of a specificobjective, while operations takes on another objective,without end.
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PART II contd
Areas of Application14
Public Works
Private Works
Complex Works All disciplines including IT, Construction, Finance,
Administration, Marketing, Sports, Event Planning,
etc.
NOTE PM skill can help in everyday life and in everything you do. So
take advantage.
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PART II contd
People Involved/Affected15
Project Sponsor financial provider/idea originator
Project Manager accountable for delivery
Project Team deliver assigned work packages Project Consultants/Specialists technical
involvement
Users ultimate consumer of service/product
Suppliers provides inputs in various forms
Opponents of the Project interested in the failure of
the project
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PART II contdPROJECT MANAGEMENT OFFICE
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Where the project manager operates from an
office, the following complementary staff may be
available or provided depending on the size of
project and the organisational structure in place:
Project Coordinator
Project Accountant
Project Auditor/ Quality Assurance Expert
Project Secretary/Documentation Expert
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PART II contdIMPORTANCE OF A PM
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Accountable for project success
Ensures project progresses and is delivered tospecification and within time and cost
Reports major deviations to project sponsor for areview
Manages project risk, issue and change
Manages project finances & teams and ensurecommunication flow
Keeps proper record at every stage of theproject
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PART II contd
Basic skills of a PM18
Leadership Skills decision making, problem solving
People Skills motivating others, building teams
Communication Skills easily understood, strong
negotiating ability
Technical Skills general understanding of specific
area of interest to the project Organisational Skills obtaining result using men,
material, money and machine
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PART II contd
Profile of an effective PM19
Enthusiastic - Handles ambiguity
Good negotiator - Persistent Open - Responsive
Flexible - Sense of humour
Persuasive - Self Confident
Innovative - Encouraging
Sees potential problem before they arise, etc
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POINTON MARBLE
A project manager isas good as
his or her last project.-Anonymous
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REVIEW 2 -21
Answer YES/NO to questions 1-6 & provide short
answers to 7-10:
1. The management of project is sometimes on acontinuous basis
2. Projects are managed through project teams
3. A project manager must have full understanding ofthe project and must essentially be a technical
person
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4. A project manager turns the sponsors dream into
reality.
5. Timescales get compromised due to poorcoordination by Project Accountant.
6. Every of the project stakeholder is accountable for
the successful delivery of projects.
7. Who is a clever juggler of time, money and people
to meet projects defined objectives
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8. Mention 3 of the several job functions of a Project
Manager.
9. What other singular word can you use to describethe role of a Project Auditor.
10. Two qualities of the several expected of a Project
Manager are ______ & ______ .
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PART III: PROJECT MANAGEMENT PROCESSES -
Using PMBOK from PMI(US)
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- A series of actions directed toward a particular
result. The processes are:
- INITIATING
- PLANNING
- EXECUTING
- MONITORING & CONTROLLING- CLOSING
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Part III contd: What to expect?
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For each of the process.
What is the purpose?
What are the inputs?
What are the activities involved?
What are the expected outputs or deliverables?
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Part III contd:
Level 0-Project Origination26
Purpose:
To provide a formal mechanism to recognise and
evaluate potential projects, and reach consensus onprojects to be selected.
Input:
Business Need(s)
Activities:
Develop business proposal define goal, objectives,
benefits and do a cost-benefit analysis.
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Evaluate project proposal
Select project
Outputs/Deliverables:
Business Case
Proposed Solution
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Information to be included in the Business Case are:1. Introduction
2. Business Objective
3. Current Situation & Problem Opportunity Statement
4. Critical Assumption & Constraints
5. Analysis of Options & Recommendations
6. Preliminary Project Requirements
7. Budget Estimate & Financial Analysis8. Schedule Estimates
9. Potential Risks
10. Exhibits
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PROJECT SELECTION Involves looking at different alternatives with a view to determine their
investment level and expected benefits/outcomes.
The best way to arrive at the best project that will offer the greatestbenefit at the lowest cost is through empirical analysis using Cost-
Benefit Analysis.
Cost-Benefit Analysis include the following:
Net Present Value
Future Worth Methods Internal Rate of Return
Payback Period
Cost-benefit Analysis.
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Part III contd:
Level 1-Project Initiation30
Purpose:
To verify assumptions made in Project Origination,define and authorize the project
Input:
Business Case
Proposed Solution
Activities:
Assign Project Manager.
Identify Stakeholders.
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Define Resources, Roles & Responsibilities
Develop Project Charter to include scope, schedule,
cost and quality
Identify Risks
Confirm Approval to Proceed
Outputs/Deliverables: Project Charter
Initial ProjectApproval
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Risk A potential event that may impact the
project positively or negatively.
Potential problems that can hinder or delay
project success
Issue Something that is preventing project
progress.
A risk that has manifest is an issue.Change Agreed alterations to project parameters
scope, cost, schedule and quality due to
resolution of issues or provision of solutions
to risks.
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Risk Factors in Project Management
Risk Factors obstacles that could prevent the meeting
of project objectives
How to assess risk
Project Manager can use a checklist
PM can hold brainstorming session with Project Team
Stakeholders can be questioned or interviewed
Check past project records.
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Project Charters34
After deciding what project to work on, it is
important to formalize projects
A project charter is a document that formally
recognizes the existence of a project and providesdirection on the projects objectives and
management
Key project stakeholders should sign a projectcharter to acknowledge agreement on the need
and intent of the project
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PROJECT CHARTER Information Reqd.
Project Name
Project Sponsor
Project Manager
Project Overview
- Business Need/Opportunity
- Product/Service Description
- Objectives
- Project Deliverables
- Out of Scope
- Known Risks
Financial Benefits
Project Stakeholders
Human Resource Needs
Roles & Responsibilities
NOTE
A PM must never
sign a Project
Charter that if he
was not a party toevery of the
agreement
reached on the
key project
variables of
COST, TIME,QUALITY,
SCOPE & most
importantly
BENEFIT
DERIVABLE.
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JWDs Project Charter
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Part III contd:
Level 2-Project Planning38
Purpose:
To define & refine objectives, & to establish a plan of
action required to attain the objectives & scope of the
project.
Input:
Project Charter
Activities:
Refine scope.
Identify major tasks & deliverables.
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Develop Work Breakdown Structure-WBS*
Develop Schedules
Define specific skills & resource requirements
Define Milestones/Review Points
Develop complete Project Management Plan toinclude communication, personnel, risk, quality,
procurement etc.
Outputs/Deliverables: Project Management Plan
Approval to continue
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Basic Principles for Creating WBS
1. A unit of work should appear at only one place in the WBS.
2. The work content of a WBS item is the sum of the WBS items below it.
3. A WBS item is the responsibility of only one individual, even though many
people may be working on it.
4. The WBS must be consistent with the way in which work is actually going to
be performed; it should serve the project team first and other purposes
only if practical.
5. Project team members should be involved in developing the WBS to ensure
consistency and buy-in.
6. Each WBS item must be documented to ensure accurate understanding of
the scope of work included and not included in that item.
7. The WBS must be a flexible tool to accommodate inevitable changes while
properly maintaining control of the work content in the project according to
the scope statement.
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WORK BREAKDOWN STRUCTURE (WBS)
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Dial-upAccess
Requirements
SurveyNeeds
PrepareRequiredReport
ReviewRequirement
withStakeholder
Procedures
DevelopReqmt.
Procedures
Dev. SupportProcedures
Dev. ProgramMeasurement
ReviewProcedure
Design
Dev. High-level Design
Dev.DetailedDesign
ReviewDesign
Build
Config. ForWork Station
Config. ForServer HW &
SW
Install ServerSW & HW
Test ServerSystem
InstallWorkstation HW
& SW
Performintegrated
Test
Implement
Dev. User TrainingMatr.
Dev. Oper.Support Doc.
Train OperationalSupport Team
Define PilotGroup
Install Workstation SWfor Pilot Group
Train Pilot Group
Run Test with Pilot
Group
WBS is an organised view of project tasks and sub-tasks broken down
into different categories that produces deliverables.
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WHATof Project ManagementTasks
- Identify, sequence, estimate & flow chart
WHO of Project ManagementResources- Identify, assign, estimate & identify constraints
WHEN of Project ManagementSchedules*
- The inter-twine of WHAT & WHO results in WHEN,
which is the Project Schedule.
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PROJECT SCHEDULE
- Objective is to estimate start & end dates of
projects.
- Know task duration
- Know task dependencies/relationships
- Know tools used for this purpose including Network
Diagram, Critical Path Method, Gantt Chart.- Determine milestone with dates.
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A COMPLETE PROJECT PLAN GOES BEYOND JUST A SCHEDULE
PROJECT MANAGEMENT PLAN
Project Name
Project Sponsor
Project Manager
Project Overview
Project Scope In/Out
DeliverablesProject Approach
Cost/Time
Milestones
Assumptions
Constraints
Risks
Communication Plan
Change Management PlanResource Management Plan
Risk Management PlanIssue Management Plan
Quality Management Plan
Project Close-Out Plan
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Baselinning your project plan
Project Baseline is the version of your complete projectmanagement plan that was approved at PlanningStage (i.e. freezed project plan).
Re-baselinning is officially adopting a new projectplan based on changes made to guide performancemanagement.
Re-baselinning can be done severally within thelifespan of a project.
Re-baselinning is a last resort when project work is notgoing according to plan as earlier agreed.
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Part III contd:
Level 3-Project Execution46
Purpose:
To develop/purchase product or service that the
project was commissioned to deliver based on the
Project Management Plan.
Input:
Approved Project Management Plan
Approved Change Requests
Approved Corrective/Preventive Actions
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An important key to effective execution is
- COMMUNICATIONStart off right:
o communicate project goals & benefits
o resolve questions from team at 1st project meeting
o ensure everyone on the project understand their role
Keep it up:
o review checkpoint/milestones
o follow communication plan
P III d
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Part III contd:
Level 4-Project Monitoring & Control
Purpose:
To ensure that project objectives are met by
monitoring and measuring progress & takingcorrective actions, when necessary.
Input:
Approved Project Management PlanWork Performance Information
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Activities:
Measure progress based on scope, cost, schedule &
quality
Manage expectations, changes, issues and risk
Resolve conflicts Meet with team regularly
Report status writing
Outputs/Deliverables:
Project Plan & Financials Update
Issue, Risk & Change Mgt. Log
Meeting Documentation & Periodic Status Report
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How to track projects?
Team member assigned task must provide actual
time spent on task as well as remaining time to
complete the task
Project Manager to watch out for
tasks exceeding planned period
tasks not completed on schedule
new, unplanned tasks to be incorporated
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Common causes of failed schedules
Turnover on project team
Poor time estimates for tasks
Delay in receipt of supplies, materials or equipment
Poor resource allocation Unexpected changes to plan
Change Management/Control
Changes are inevitable in every project Change unattended to can cause project to fail
Goal of change management is not to suppress change,
but to recognize the implications of it & deal with it
promptly
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Steps to gain control of projects
Meet with project sponsor Interview project team
Clarify project scope & cost justification
Revise funding requirements & seek approval
Keep every stakeholder informed of progress & problems
Recognise the need for change & add changes as required
to project plan
Trade off in Project ControlWhen issues occur in projects that require change,
consideration is usually along this line
SCOPE (reduce) RESOURCES (increase)
SCHEDULE (increase) QUALITY (reduce)
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Purpose:
To formalize acceptance of the project and bring it to
an orderly end.
Input:
All previous inputs from the point of origination to
control.
Activities: Evaluate project outcomes & facilitate acceptance
Document lessons learned
Transfer responsibility to Operations/Maintenance
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Part III contd:
Level 5-Project Close
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Outputs/Deliverables:
ProjectEvaluation Report
Deliverable Sign-off
Post-implementation Review
Project Close-out Report
Project Responsibility Transfer
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Knowledge areas describe the key competencies that
project managers must develop
4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality) 4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management) 1 knowledge area (project integration
management) affects and is affected by all of the
other knowledge areas
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Project Management Framework57
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PART IV: ACTIVITIES IN PROJECT
MANAGEMENT KNOWLEDGE AREAS
1. Integration Management
Purpose
Ensuring that the various elements of the project are coordinated.
Activities oProject Charter Development (I)
oPreliminary Scope Statement (I)
oProject Plan Development (P)
oProject Plan Execution (E)
oChange Monitoring & Control (M&C)
oIntegrated Change Management (M&C)
oProject Close-out (C)
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Part IV PM Knowledge Areas & Activities
2. Scope Management
Purpose
Ensuring the project include all and only the work required to
complete the project successfully.
Activities oScope Planning (P)
oScope Definition (P)
oWork Breakdown Structure -WBS (P)
oScope Verification (M&C)
oScope Change Control (M&C)
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Part IV PM Knowledge Areas & Activities
3. Time Management
Purpose
Ensuring timely completion of project.
Activities oActivity Definition (P)
oActivity Sequencing (P)
oActivity Resource Estimating (P)
oActivity Duration Estimating (P)
oSchedule Development (P)
oSchedule Control (M&C)
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Part IV PM Knowledge Areas & Activities
4. Cost Management
Purpose
Ensuring that the project is completed within approved budget.
Activities
oCost Estimating (P)
o
Cost Budgeting (P)oCost Control (M&C)
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Part IV PM Knowledge Areas & Activities
5. Quality Management
Purpose
Ensuring that the project will satisfy the need for which it wasundertaken.
Activities
oQuality Planning (P)
oQuality Assurance (E)
oQuality Control (M&C)
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Part IV PM Knowledge Areas & Activities
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8. Risk Management
Purpose
Ensuring appropriate identification, analysis & response to
project risk.
Activities oRisk Management Planning (P)
oRisk Identification (P)
oQualitative Risk Analysis (P)
oQuantitative Risk Analysis (P)
oRisk Response Development (P)
oRisk Response Control (M&C)
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Part IV PM Knowledge Areas & Activities
9. Procurement Management
Purpose
Ensuring the required acquisition of goods & services from outside
the performing organisation.
Activities oProcurement Planning (P)
oContract/Solicitation Planning (P)
oRequest Contractor Response/Solicitation (E)
oContractor Selection (E)
oContract Administration (M&C)
oContract Close-out (C)
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Part V SUCCESS & FAILURE IN PROJECTS
Parameters for measuring project success:
QUANTITATIVE
Has it met the QUALITY defined in the Scope?
Was it delivered within specified BUDGET/COST?
Was it delivered within the agreed TIME FRAME?
QUALITATIVE
Was benefit delivered to the sponsor?
Was benefit delivered to the stakeholders?
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Part V (contd) Important Factors for
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Part V (cont d) Important Factors for
Project Success
1. The Project Itself
2. The Project Manager
3. The Project Team
4. Other Stakeholders, internal or external
5. The environment political, social, economic, etc.
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Part V (contd) Why projects succeed?
Clear Vision & Objective Business Case
Sponsor/Executive Management Support
Realistic Expectation deliverables indicated in the Scope
Definition (Scope Statement)
Well developed estimate of time and cost based on clearly
articulated WBS
Proper planning using appropriate tools
Milestones at appropriate intervals
Involvement of stakeholders
Competent staff hardworking, intelligent and focused
Good communication across board
Good coordination skill by Project Manager
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P V ( d) S C f F il i
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Part V (contd) Some Causes of Failure in
Projects
Drawbacks in Initiating Projects
Project plan not properly aligned with business plan
Procedures for managing project not defined
Priorities in project not communicated to stakeholdersNo shared vision among the players in the project
Drawbacks in Planning Projects Project Plan without detailed WBS
Use of cumbersome tools that implementers do not understand
PM should elicit cooperation and lead team rather than being
dictatorial, which can kill initiative
Cost & Resource Estimates must be realistic
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Drawbacks in Organising & Executing Projects
Lack of cooperation of stakeholder to achieve commonobjective
Lack of availability of resources when required
Poor communication
Roles & responsibilities of team members not clearlydefined
PM not well grounded in other relevant skills apart from
technical know-how
Drawbacks in Monitoring & Control Projects PM failure to monitor progress, attend to issues & risks
Review meeting not documented for appropriate follow-up
PM having responsibilities but lacking authority
P t VI USEFUL INFORMATION ON
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Part VI USEFUL INFORMATION ON
PROJECT MANAGEMENT
1. Some Project Management Planning & Controlling Tools
Work Breakdown Structure (WBS) SCOPE
Project Logic Diagram SCOPE
Gantt Chart TIME
Critical Path Method (CPM) TIME
Performance Evaluation & Review Technique (PERT) TIME
Graphic Evaluation & Review Technique (GERT) TIME
Earned Value Analysis COST
Cost Breakdown Structure (CBS) COSTBrainstorming Sessions QUALITY CONTROL
Pareto Analysis, SWOT Analysis QUALITY CONTROL
Scatter Diagram, Control Charts QUALITY CONTROL
Cause & Effect Analysis QUALITY CONTROL
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2. Commercial Project Planning & Control Software
LARGEMULTI-PROJECTUSERS
Power Project ProfessionalPrimavera Project Planner
Artenus View 4
Cobra
Entreprise PM
Micro Planner X-Pert
MID-RANGE PRODUCTSUP TO ABOUT 2000 TASK
Microsoft Project
Micro-Planner Manager
Primavera Suretrak
LOWCOST PACKAGES
Milestone Simplicity
Project Vision
Quick Gantt
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Hi f P j M
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3. History of Project Management 1900 Gantt chart introduced
1944Atomic Bomb first really complex, high tech project need for new
management approach identified 1950 First network diagrams, further development of Los Alamo principal into
now called Project Management
1957Dupont created Critical path method (CPM)
1958US Navy launched program evaluation and review technique (PERT)
1960 Computer technology provided improved capabilities
1960 Association of Project Management (APM) in UK and ProjectManagement Institute (PMI) in US
1967Graphical evaluation and review technique (GERT)
1970 Planning and costing based on an earned value concept widespread
1980 Project management software for PC
1988Body of Knowledge for APM
1996British standard BS6079
1997European International standard ISO 10006
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4. Popular Project Management Methodologies
A methodology is a set of methods /steps that is used or
followed in delivering projects.
Note that any existing method can be customized or you may
create a method that will be peculiar to your establishmentonly.
PMBOK Project Management Body of Knowledge by Project ManagementInstitute (PMI, US). www.pmi.org
PRINCE2 Project in Controlled Environment by UK Office of Government
Commerce (OGC). www.ogc.gov.uk/prince/ APMBOK Association of Project Management Body of Knowledge by
Association of Project Management, UK (APM). www.apmgroup.co.uk
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CONCLUSION
It is not what you know that matters but what you
do with what you know, therefore go and affect
your organisation with the knowledge of project
management positively. Be an advocate of this new knowledge PROJECT
MANAGEMENT.
- Akin Olawale.
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