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Reflection and Discussion Forum Week 1Assigned Readings:Chapter 1: Project Management: Past and PresentChapter 2: Project Management OverviewChapter 3: The Project Life Cycle (Phases)Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions: How does the application of a phased approach to project management vary in different industries? Do you think that the phases work the same in construction as they do in event management or software development? In what ways can the following activities be seen as projects? In what ways do they resemble ongoing, routine business activities? Feel free to add assumptions and details to describe how the activity might be a project in one context and routine in another. Reading the chapter before attending a university lecture. Taking the bus to work each day. Piloting an aircraft between Vancouver and Fiji. Teaching a course for the first time; teaching the same course every semester. [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the students own words - do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]    Problem Set #1 1.Everyone has been involved in projects. What is the largest project you have been involved in? (You do not have to have been the project manager, but could have played another role.) Write one sentence that describes the objective of the project. Describe specifically how this project meets the definition of a project used in this textbook. (How is it unique? What were the time constraints? If it is over, how did you know it was over? If it is ongoing, how will you know when it is over? What was your role? Were you the project manager, a volunteer, some other role? If you were not the project manager, who was? Was the project part of a larger portfolio or program of projects? Who else was involved? What was the budget? Did you anticipate any risks at the outset? Did the project experience any outside forces that caused a change in either the objectives or the approach to achieving those objectives? 2. Go online and search for project life cycle models. Identify at least two that are different from the PMI model, and compare and contrast the phases. Be sure to cite your sources. Project Management: Past and Present This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present 1 Project Management Past and Present This chapter introduces project management as an important activity in many different careers and industries. The chapter presents a brief overview of the history of project management tools and project management professionalism. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Careers Using Project Management Skills Everyone carries out projects, every role in every organization. Projects can be any size from one-person doing his or her homework to thousands of people working together with billion-dollar budgets. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Project management skills Planning Communication Delivering results Monitoring risks Managing resources This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Industry sectors Business owners Agriculture and Natural Resources Arts, Media and Entertainment Building Trades and Construction Energy and Utilities Engineering and Design Fashion Finance . . . continued on next slide This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Industry sectors (continued) Health and Human Services Hospitality, Tourism and recreation Manufacturing and Product Development Education Public Services Retail and Wholesale Trade Transportation Information Technology This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management Early methodologies not well-documented, but results still stand: the pyramids, Stonehenge, mass human migrations Late 19th century Construction of intercontinental railroad, other large projects Early 20th Century Frederick Taylor created Scientific Management of industrial processes Henry Gantt developed a bar-chart approach to illustrating timing of project tasks and progress This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management (continued) Mid-20th century CPM and PERT methodologies identified the importance of task sequences, task dependencies and the concept of the critical path. Project management as a profession Project Management Institute (PMI) was founded Project Management Body of Knowledge (PMBOK) was created This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present History of Project Management (continued) Today Increasing recognition of project management as a specialized set of skills applicable to many different industries Project Management certifications: PMP, CAPM, specializations PMBOK is in its 5th edition Variations on methodologies: phased (waterfall approach) Agile methods The importance of integrating projects into portfolios and programs This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Summary Project management has existed as long as humans have worked together to achieve goals Project management skills are useful in all careers Project management takes place in all industries Project management tools and methodologies have evolved over the past century and a half: Scientific management Gantt chart Pert/CPM network diagrams There are associations of professional project managers that set standards for the practice of project management PMI’s Project Management Body of Knowledge or PMBOK, currently in its fifth edition. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 1: Project Management: Past and Present 11 Project Management Overview This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview 1 Purpose of the chapter Define a project Define project success Project constraints Project management expertise The project environment Project management knowledge and skills This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Define a project Define a project: Unique product or service Time-limited Project ends when the objectives are achieved or abandoned This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Unique How can you tell that an activity is unique? Completely new product or service Creation of new process Product or service new to this group of people This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Time-limited May have a start and end date May be measured as “will be complete when a particular objective is achieved” If it simply continues forever or to an unspecified end-date it is probably an ongoing business activity This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Can tell when it is done Objective is achieved Time limit is reached Objective is abandoned This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Success Traditionally: on time, within budget and delivers the promised scope More effective measure: satisfied customer This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Group work In small groups, try to identify the LARGEST project each of you have been involved with. You do not have to have been the project manager—if not, what was your role? (team member, volunteer, purchaser, ??) With the group, make it clear how the project you have identified meets the criteria: Unique Temporary This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project constraints Cost Scope Quality Risk Resources Time This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Triple constraint All the constraints can be grouped into these three: The triad constraints by John M. Kennedy T. (http://commons.wikimedia.org/wiki/File:The_triad_constraints.jpg) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/3.0/) This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Management Expertise Application knowledge Industry group Technical specialty Managerial area Understanding the project environment Cultural, social, political, international, physical Management knowledge and skills Interpersonal skills Communication, influence, leadership, motivation, negotiation and problem solving This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Project Management Standards Standards organizations PMI Project Management Institute: http://www.pmi.org/ CAPM, PMP and other professional standards IPMA International Project Management Association: http://ipma.ch/ Several certifications This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Summary Project definition: unique, time-limited, can tell when it is over Project success: satisfied client Project constraints: time, scope, cost Project management expertise The project environment Project management knowledge and skills This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 2: Project Management Overview 14 The Project Life Cycle This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle 1 Phases of a project Initiation Planning Implementation Closing This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Initiation phase Project sponsor is identified Scope and deliverables are defined Relationship to organizational goals is key Budget is approved Broad statements are made about risks, approach, timelines Stakeholders are identified Project Manager is assigned At end of phase, approved project charter is the approval to proceed to the planning phase This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Planning phase Deliverables are clearly defined Based on the deliverables, a work breakdown structure or WBS defines the “work packages” The work packages are used to develop a schedule Plans are made for management of stakeholders, communication, quality, costs, risks, procurement, resources including human resources This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Implementation (Execution) Phase Project team is hired and developed Procurements take place Project work is underway Project must be monitored and changes managed Communication to stakeholders is an important ongoing activity This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Closing phase Reporting Closing out procurements—final payments Identify lessons learned Celebrate This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Summary Project Phases Initiation Planning Implementation (Execution) Closing This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 3: The Project Life Cycle 8