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Z26 Project Management
Definitions
Lecture 1
Graham Collins, UCL
[email protected]
Purpose of the course
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Help plan projects
Understand how the process selected is important and is
often the basis for project management
How the selection of project management methods is an
asset not an overhead
Create ‘buy-in’ from your team, supervisor and potential
employers and research funding bodies.
What is a project?
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Typically a unique set of activities. Although many of the
activities may not be new it is however the combination of
activities makes this unique.
Projects are instigated to achieve beneficial change
Limited by time, cost and performance (the term
specification is sometimes used)
Typically delivered by team with a project manager.
Although projects are delivered by individuals as well this
course concentrates on small team dynamics.
Project Management, a Definition
‘Planning, monitoring and control of all aspects of a
project and the motivation of all those involved in it to
achieve the project objectives on time and to the specified
cost, quality and performance.’
British Standard 6079 -1: 2000
Project management is regarded as the most efficient way to introduce beneficial change
Defining what has to be accomplished, generally in terms of time cost and
various technical and quality parameters.
Developing a plan and working through this ensuring progress is maintained.
Using appropriate project management techniques
and tools to plan, monitor and maintain progress.
Employing skilled project management staff,
including a project manager who are given responsibility for
introducing the change and are accountable for the
successful implementation.
Based on Project Management pathways edited by Stevens, M. APM, 2002
Roles and Responsibilities - Project Sponsor
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Appoint project manager
Ensuring the project is and continues to be a viable
proposition
Signing off / accepting the outputs of the project
Resolving issues outside the mandate of the project
manager
Chairing the Project Board or Steering Committee.
Roles and Responsibilities - Project Manager
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Benefit focused
Build in quality
Manage risks and issues
Exploiting enablers and removing blockers
Exploiting resources available
Key responsibilities:
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Provide single point of responsibility
Define and plan the project
Create the temporary organisation
Manage stakeholders
Monitor and control all aspects including risk, opportunities, issues,
scope change, benefits etc.
Ensure project objectives are delivered on time, to specified cost and
quality
Manage the hand-over and close down the project
Fundamental steps in Project Management
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Define the project
Design the project
Develop / build the solution
Test the solution
Implement the solution
Review the project
Close the project
Your presentation
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30 minutes presentation covering the background, the
approach and the evaluation of your project
This is a group presentation, everyone attends and
contributes to the delivery of the presentation.
This is important, as employers often use a presentation, often a
final year university project, as part of the interview process. A
group project is often preferred as it shows that you can work
effectively as a team and have learnt from this process.
Immediately after your presentation up to 20 minutes will be
allocated for questions.
The presentation needs to be credible and include some key
technical and project management aspects such as schedule,
risk management and metrics. Project management aspects
need to be integrated carefully with the project. For example if
an architectural risk is identified, this needs to be linked to the
schedule and the person responsible. In addition actions and
status need to be outlined.
Assessment dates
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The presentation will be in front of your peers. It is a
requirement that all students attend all presentations which will
be scheduled for Thursday 11th May 2006
 Optional tutorial 4th May 2005 1-3pm, ie a week before the
presentation
 Assessment will be by staff assessing both the technical
aspects (50% of the presentation marks) and the project
management aspects (also 50% of the presentation marks). The
presentation will account for 60% of the total marks with the
remaining 40% being allocated to references and the abstract.
The grade will be given one week later, with a feedback of both
technical and project management areas.
 Questions at presentation may cover aspects that are unclear or
are asked to give an opportunity to expand on the approach,
algorithms selected, metrics or evaluation methods. Questions
will also be asked on the project management processes
selected and their possible improvement.
Submission at time of presentation
You are required to submit:
 E-mail submission (PowerPoint slides, abstract and references)
to myself [email protected] and the course director by
1pm of the day of the presentation.
 Bring a CD with your PowerPoint presentation
 Two printed copies of the PowerPoint slides, typically 6 to a
page (unless diagrams require an individual page for clarity)
 Two printed copies of your intended abstract
 Two printed copies of your references
 All groups last year included technical background details and
relevant project management schedules and logs as part of an
additional report. Although this is optional, it is advisable to
submit this to help you achieve the highest marks possible. This
again is to be submitted as two printed copies.
 Ideally all printed documents are collated in two slim folders or
stapled.
Team-work
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On your presentation it must be clear who is the project
manager, i.e. overall in charge. For some groups in the
past responsibility has been sub-divided into
communications, architecture and coding etc.
Ensure that roles and responsibilities are clearly
identified.
Communications plan (which is linked to the schedule)
may also be necessary.