PM Lecture I Slides

WHAT IS PROJECT

MANAGEMENT?

CHAPTER 1

(PART I INTRODUCTION)

25-Mar-15 Project Management 2

COURSE HIGHLIGHTS

INTRODUCTION TO PROJECT MANAGEMENT

STRATEGIC RELEVANCE OF PROJECT MANAGEMENT

SELECTING PROJECTS IN A COMPLEX ENVIRONMENT OF INFLUENCING FACTORS

DEFINING AND PLANNING PROJECTS

MATHEMATICAL TECHNIQUES USED IN PROJECT PLANNING AND EXECUTION

ORGANIZATIONAL ASPECTS

TECHNIQUES USED FOR EVALUATING AND CONTROLLING

PROJECTS AND MANAGING

PROJECT INFORMATION

LEADING, COMMUNICATION AND TEAMWORK IN PROJECTS

CULTURAL ASPECTS OF INTEREST IN PROJECTS

INTERNATIONAL PROJECT MANAGEMENT

INSIGHTS INTO VARIOUS ASPECTS OF PROJECT MANAGEMENT FROM

THE PERSPECTIVE OF PAKISTANI

AND FOREIGN PROJECT

PRACTITIONERS

3

WHAT IS A PROJECT?

A PROJECT IS A SEQUENCE OF UNIQUE, COMPLEX AND CONNECTED ACTIVITIES

HAVING ONE GOAL OR

PURPOSE THAT MUST BE COMPLETED BY A SPECIFIC TIME, WTHIN BUDGET AND

ACCORDING TO SPECIFICATION

(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective Project Management, John Wiley &

Sons, 2002, p. 65)

A PROJECT IS A COMPLEX, NONROUTINE, ONE-TIME EFFORT LIMITED BY TIME,

BUDGET, RESOURCES, AND PERFORMANCE SPECIFICATIONS DESIGNED TO

MEET CUSTOMER NEEDS

(Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)

PROJECTS ARE AD HOC, RESOURCE-CONSUMING ACTIVITIES USED TO IMPLEMENT

ORGANIZATIONAL STRATEGIES, ACHIEVE ENTERPRISE GOALS AND

OBJECTIVES, AND CONTRIBUTE TO THE REALIZATION OF THE ENTERPRISES

MISSION (David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 10)


INTERRELATIONSHIP OF PROJECT OBJECTIVES AND

ORGANIZATIONAL FIT

SCHEDULE

OBJECTIVES COST

OBJECTIVES

TECHNICAL

PERFORMANCE

OBJECTIVES

THE

PROJECT

STRATEGIC

FIT

OPERATIONAL

FIT

FACTORS FAVOURING PROJECT

MANAGEMENT IN TODAYS GLOBAL WORLD

PROJECT

MANAGEMENT

1. Compression of the Product Life-cycle

7. Ease of Underatking

6. Multi-project Env.

5. Developing Economies 4. Corporate Downsizing

3. Knowledge Explosion

2. Global Competition

6

PROGRAMMES - PROJECTS PROCESSES -

PORTFOLIOS

PROGRAMMES ARE RESOURCE-

CONSUMING COMBINATIONS OF

ORGANIZATIONAL RESOURCES WHICH

HAVE A COMMON PURPOSE IN

SUPPORTING THE ENTERPRISES

PURPOSES

A PROGRAMME COULD ENCOMPASS

SEVERAL PROJECTS

A PROCESS IS A SYSTEM OF

OPERATIONS IN THE DESIGN,

DEVELOPMENT AND PRODUCTION

OF SOMETHING ... INHERENT IN

SUCH A PROCESS IS A SERIES OF

ACTIONS, CHANGES, OR

OPERATIONS THAT BRING ABOUT

AN END RESULT

A B

D E C

PROGRAMME X

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 10 & 39.

SOME PROJECT MANAGERS MAY

USE PORTFOLIOS TO PAIR

PROJECTS AND PROGRAMS

WITH THEIR CORRESPONDING

STRATEGIC BUSINESS

OBJECTIVES.

PROJECT MANAGEMENT KNOWLEDGE AREAS

TECHNICALITY

MANAGEMENT

SKILL

MANAGEMENT

SCOPE

MANAGEMENT

INTEGRATION

MANAGEMENT

PROCUREMENT

MANAGEMENT

RISK

MANAGEMENT

COMMUNICATION

MANAGEMENT

HUMAN

RESOURCE

MANAGEMENT

QUALITY

MANAGEMENT

COST

MANAGEMENT

TIME

MANAGEMENT

PROJECT

MANAGEMENT

8

PROJECT CATEGORIES

PROJECTS CAN BE GROUPED TOGETHER IN CATEGORIES, OF WHICH MANY KINDS HAVE BEEN

PROPOSED IN THE LITERATUE ON PROJECT MANAGEMENT. EXAMPLES:

1. COMPLIANCE, STRATEGY AND OPERATIONAL PROJECTS

2. PROJECTS RUN TO DELIVER GOODS, SERVICES AND ORGANIZATIONAL PROCESSES

3. SMALL, MEDIUM AND LARGE-SCALE PROJECTS

4. LOW, MEDIUM AND HIGH-RISK PROJECTS

5. IMMEDIATE, NEAR AND LONG-TERM ROI PROJECTS

6. LOW, MEDIUM, HIGH AS WELL AS MATURE / IMMATURE TECHNOLOGY-BASED PROJECTS

7. LOW, MEDIUM, HIGH AS WELL AS NO MARGIN AND LOSS-MAKING PROJECTS

8. PRIORITY-BASED PROJECTS DEFINED IN TERMS OF URGENCY OF NEED FOR BUSINESS, CUSTOMER AND MEETING MARKET REQUIREMENTS

9. SIZE IN TERMS OF CAPITAL EXPENDITURES, DURATION, MANPOWER REQUIREMENT, GEOGRAPHIC SPAN OR A COMBINATION OF THESE

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 92-93.


LEVELS OF PROJECT COMPLEXITY

EXAMPLES OF SIMPLE PROJECTS UNDERTAKEN BY INDIVIDUALS AND/OR GROUP

REDESIGNING YOUR SITTING ROOM

WRITING A RESEARCH PAPER

ORGANIZING A DISASTER RELIEF COLLECTION IN YOUR NEIGHBOURHOOD

ORGANIZING A PAINTING EXHIBITION AT YOUR

SCHOOL OR UNIVERSITY

EXAMPLES OF COMPLEX PROJECTS UNDERTAKEN BY COMMERCIAL ENTERPRISES AND/OR PUBLIC-SECTOR ORGANIZATIONS

PLANNING AND EXECUTING CONSTRUCTION OF A

HYDROELECTRIC OR ATOMIC

POWER STATION

ERECTING A DUAL-PURPOSE (ROAD, RAIL) BRIDGE OVER A MAJOR RIVER

ORGANIZING A LARGE-SCALE INTERNATIONAL INDUSTRIAL

EXHIBITION

DESIGNING AN OCEAN CRUISE LINER

10

SOME DEFINING CHARACTERISTICS OF A PROJECT

ESTABLISHED OBJECTIVE: ALL PROJECTS MUST HAVE AT LEAST ONE PRESPECIFIED OBJECTIVE

UNIQUENESS:

NO TWO PROJECTS ARE COMPLETELY ALIKE. ALWAYS THERE WILL BE AT LEAST ONE

UNIQUE DEFINING FEATURE

LIFE SPAN:

ALL PROJECTS HAVE A BEGINNING AND END POINT IN TIME REQUIRES TIME

COST:

ALL PROJECTS INCUR A RESOURCE COST IN TERMS OF CAPITAL EXPENDITURE, MANPOWER REQUIREMENT ETC.

TECHNICAL PERFORMANCE REQUIREMENTS:

ALL PROJECTS MUST MEET CERTAIN PRESPECIFIED PERFORMANCE REQUIREMENTS, FOR EXAMPLE, DEVELOPMENT OF A NEW PRODUCT OR SERVICE HAVING A DESIRED MINIMUM QUALITY STANDARD LEVEL

11

SELECTED FACTORS WHICH CAN

INFLUENCE BIG PROJECTS

NATURE OF THE UNDERTAKING

SCOPE

COMPLEXITY

TIME

CAPITAL REQUIREMENT

MANPOWER REQUIREMENT

TECHNOLOGY

SPECIALIZATION AND EXPERTISE

INFORMATION

PLANNING, ORGANIZATION, OPTIMIZATION

PRIORITIES

STRATEGIC FIT

RISK AND UNCERTAINTY

EVALUATION AND CONTROLLING

ADAPTIBILITY

CULTURAL CONSIDERATIONS (ESPECIALLY IN REGARD TO

INTERNATIONAL PROJECT

UNDERTAKINGS)

CONFLICT POTENTIAL, LEADERSHIP AND

MOTIVATION

STAKEHOLDER INTERESTS

INITIATION


PROJECT LIAISON ACTIVITIES THE IMPORTANCE OF TEAMWORK

LIAISON POSITION

PROJECT ENGINEER

TASK FORCES

MANAGERIAL LIAISON PRODUCT MANAGERS

STANDING COMMITTEES

INDIVIDUAL LIAISON

PROJECT

MANAGEMENT

13

PROJECTS IN A HISTORICAL

PERSPECTIVE 1. PROJECTS ARE PRESUMABLY AS OLD AS MANKIND AND THE COMMUNITY

2. PROJECTS IN ANTIQUITY AND THE MEDIEVAL PERIOD TENDED, BY AND LARGE, TO BE ARCHITECTURAL IN NATURE

3. SELECTED EXAMPLES OF PROMINENT PROJECTS IN THE HISTORICAL CONTEXT:

THE SEVEN WONDERS OF THE ANCIENT WORLD

THE GOTHIC CATHEDRALS OF WESTERN EUROPE

THE PALACES, MOSQUES AND MAUSOLEUMS OF THE MUGHALS AND OTTOMANS

TEMPLE COMPLEXES IN INDIA AND SOUTH-EAST ASIA AND CENTRAL AND SOUTH AMERICA

CASTLES, FORTRESSES, MILITARY CAMPAIGNS

4. SINCE THE MEDIEVAL PERIOD, AND IN CONSIDERATION OF THE INDUSTRIAL REVOLUTION, ADVANCEMENTS IN TECHNOLOGY, ENHANCED RESOURCE AVAILABILITY, KNOWLEDGE, SPECIALIZATION AND MANAGERIAL CAPABILITIES AS A RESULT MAJOR PROJECTS HAVE BECOME MORE COMPLEX AND DIVERSE IN NATURE AND SCOPE.


TYPES OF MAJOR CONTEMPORARY

PROJECTS

TRANSPORT INFRASTRUCTURE (ROADS, RAIL, BRIDGES, CANALS, AIR- AND SEAPORTS) PANAMA AND SUEZ CANALS, THE CHANNEL TUNNEL

BETWEEN GREAT BRITAIN AND FRANCE WATER AND ELECTRICITY (IRRIGATION SYSTEMS, HYDROELECTRIC DAMS, NUCLEAR

AND CONVENTIONAL POWER GENERATION PLANTS)

THREE-GORGES RIVER PROJECT IN CHINA INDUSTRIAL (LARGE FACTORY COMPLEXES)

ARCHITECTURAL (HIGH-RISE BUILDINGS AND SKYSCRAPERS) THE EMPIRE STATE BUILDING AND WORLD TRADE CENTERS IN NEW YORK CITY

MILITARY (DESIGN AND DEVELOPMENT OF MAJOR WEAPON SYSTEMS, WAR) THE MANHATTAN PROJECT

HEALTH (FINDING CURES FOR COMMON DISEASES) YELLOW FEVER EDUCATION (BUILDING UNIVERSITIES AND SCHOOLS)


WHAT IS PROJECT MANAGEMENT (?)

PROJECT MANAGEMENT IS A METHOD AND A SET OF TECHNIQUES

BASED ON THE ACCEPTED PRINCIPLES OF MANAGEMENT USED FOR

PLANNING,

ESTIMATING AND CONTROLLING WORK ACTIVITIES

TO REACH A DESIRED END RESULT ON TIME

WITHIN BUDGET AND ACCORDING TO SPECIFICATION

Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project

Management, 2. ed., John Wiley & Sons, 2002, p. 79

PM Lecture I Slides

Documents

Transcript of PM Lecture I Slides