bpp 3413 lecture 11

Lee Chia Kuang BPP 3413 PM Tools

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A SCROLL BACK

BPP 3413Project Management Tools

Lecture 1


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Lessons Outcome:

1) To Understand the Evolution of Management

2) To Learn the Success Factors of Project3) To Understand Project Management Tool


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Issues

Introduction:The use of Project Management (PM) in developing

countries is becoming an important issue in implementing modern project management.

Projects : roads, dams, irrigation works, school , houses, hospitals, factories and others are the physical foundations on which development


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Issues

History:The application of PM concepts is an essential tool for

planning, organizing, managing and control of work, which leads to better performance and increased productivity.

PM started in the 1950's. In the 1960's, the ProjectManagement Institute (PMI) was founded in the USA, with the objective of promoting the development of PM.

In 1965, an international network was formed in Europe to promote PM.


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Issues

History:North America, some European professionals from

Sweden, France, Holland and Germany started a dialogue for creation of a debate forum on PM implementation

In 1979, the International Project Management Association was formally established. Later, and in various countries of Western Europe and the Near East, national associations were initiated.


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Issues

History:Near the turn of the century, Frederick Taylor (1856–

1915) began his detailed studies of work. He applied scientific reasoning to work by showing that labour can be analyzed and improved by focusing on its elementary parts.

In Steel mills industry, he focused on shoveling sand and lifting.

He applied his thinking to tasks found in steel mills, such as shovelling sand and lifting.


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Issues

History:The significant tracks of Project management is

when Henry Gantt 1861-1919 use of the Gantt Chart as a project management tool.

Documentary Video


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Issues

History: Henri Fayol continued his creation of the 6

Primary functions of managementForecastingPlanningOrganizingCommandingCoordinatingControlling


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Issues

History:PMI was formerly formed in USA in 1969.

In 1979, the International Project Management Association was formally established. Later, and in various countries of Western Europe and the Near East, national associations were initiated.


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Issues

History:In developing countries the implementation of PM tools

and techniques is still in its early phases of development.

Social, cultural, political, and financial problems leads to poor management performance.

Therefore, the strategy for implementing PM in developing countries must be consistent with the cultural and characteristics of the particular society and configuration of its economic, political and administration.


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Issues

Problems now:Many Projects exceed their budget, run late or

fail.

Surveys done showed that in IT projects specifically half over of them failed.

From survey done by Diana White and Joyce Fortune (2002), from approximately 995 project managers ( respond rate was 23.7%) to capture the real world experience of Project Management


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Issues

The results showed that respondents identified the critical factors to project success include realistic schedule, adequate funds, resources, clear goals

Respondents used 1210 methods tools and techniques , and most widely used were “Project Management Software”, and Gantt Charts


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Issues

And yet, 99 respondents said they had encountered limitations and was identified as being particularly unsuitable for use with complex projects.


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Discussions: what should we (project Managers) do when Project Management Tools are said to be limited?

BPP 3413Project Management Tools

Discussion 2

BPP 3413 PM Tools Lee Chia Kuang


16Collaborating R&D Projects with a

Practical Management Tool

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What’s new?

In an environment of globalisation, intense competition and rising R&D costs, collaboration has become an essential means of sustaining technological growth.

However, there are many difficulties inherent in managing projects across organisational boundaries.

Little attention has been given to how such knowledge could be applied in the everyday context of a collaborative project.



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Collaboration!!

UK government has, since the 1980s, been actively encouraging collaboration between academia and industry, as a means of improving innovation efficiency and thereby enhancing wealth creation.

Difficult . Cultural differences hard to be managed

Studies made by Barnes, Pashby, and Gibbons (2006) management tools which is able to take appropriate and timely actions to prevent problems before they arise is important.


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Collaboration!!

PM tools that can predict weaknesses and potential risks, thus enabling effective mitigating action to be taken by the project team enhance collaboration between Academic-Industry relations.

UMP and Germany collaboration”.

Whose rule should we follow?


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Anyway, whatever sophisticated the PM tools you are using to collaborate Academic –Industry, the cultural difference is too high.

Can’t merely depend merely on “PM Tools”. We must go back to the management process to collaborate.

One way to collaborate is to motivate.

Collaboration!!


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If PM tools can’t play the role..

Due to ( Disebabkan) :- management for collaboration is different

environmentally, culturally.

- Limit of PMTools. Its not going to answer anything of collaboration

- What if different countries would like to collaborate?


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Collaboration starts with management concept.

Introducing Comparative Management

What we are looking is the concept of management from a macro-level.

Introducing “Comparative Management” – A management which is the study of management process in different countries to examine the potential of management action under different environmental conditions.


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Discussions

Studies indicates younger generations are different from the elders. Younger workers are found to have more preference to spend time with friends, enjoying and less working hours.

Which culture to follow? If UMP academics collaborate with German industry?

What model/module to use???


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Good practice model incorporate university-industry cultural

Barnes, Pashby, and Gibbons (2006)


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2 important key factors:

(1) Project Manager Selection Collaborations require the project manager to

harmonise the differing objectives, perspectives and modes of operation of often diverse organisations.

Furthermore, since collaborations span organisational boundaries the project manager has no direct authority and must therefore rely on diplomacy to ensure that partners deliver and that targets are achieved

Should PM from technical?


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(2) The University Partner The University Partner stage is aimed at resolving

important issues associated with academic–industry relations and project management effectiveness.

Relations were enhanced where the academic lead investigators share project management responsibility with their industrial partners.

Academic + Industrial experience (awareness) combination of these is a good way.

2 important key factors:


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Discussions

Since PM tools are not the key factor for collaboration instead the management style is recognized as the key, what do you see the future of this so called” German Day”, “German UIC collaboration?”

-in terms of management style-management culture?

bpp 3413 lecture 11

Education