Chapter One

Overview

Project - Definition A series of activities and tasks that :

Have a specific objective (which may be unique or one-of-a-kind) to be completed within certain specifications

Have defined start and end dates

Have funding limits (if applicable)

Consume human and nonhuman resources (i.e., money, people, equipment)

Be multifunctional (cut across several functional lines)

Project Management

(PM)- Definition

PM is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

PM is accomplished through the use of

processes such as : intiating, planning, executing, controlling and closing

PM Processes

PMBOK Guide 2000 edition

Project Management

Project Planning Definition of work requirements

Definition of quantity and quality of work

Definition of resources needed

Project monitoring Tracking progress

Comparing actual outcome to predicted outcome

Analyzing impact

Making adjustments

PM Knowledge Areas

PM

BO

K G

uid

e 2

000 e

dit

ion

OVERVIEW OF PROJECT

MANAGEMENT

PERFORMANCE/TECHNOLOGY

RESOURCES

7

Modern Project Management

Competing Constraints

Scope

Cost Time

Exemple of project :

Building and designing

Disneyland

What are constraints ?

8

Why is a Project Management

System Necessary?

9

Project Management

(PM)- Definition PM is the planning, organizing, directing

and controlling of company resources for a relatively short time objective that has been established to complete specific goals and objectives.

PM is designed to make better use of existing resources by getting work to flow horizontally as well as vertically within the firm The vertical flow is the responsibility of line managers

The horizontal flow is the responsibility of project manager who has to communicate and coordinate activities horizontally between line organizations

MATURITY IN PROJECT

MANAGEMENT IS LIKE A THREE -

LEGGED STOOL.

THE LEGS REPRESENT THE:

Project Manager

Line Manager(s)

Executive Management (i.e... Project Sponsor)

Maturity cannot exist without stability

The Three-Legged Stool

Project Manager

Line Management

Management Senior

(I.e. Sponsor)

12

TOP OF THE THREE - LEGGED STOOL

ORGANIZATIONAL

STRUCTURE

ORGANIZATIONAL

BEHAVIOR

TOOLS &

TECHNIQUES

13

PM LM LM LM

PM = Project Manager

APM = Assistant Project Manager

LM = Line or Functional Manager

FE = Functional employee

APM

APM

SPONSOR

GM

Multiple Boss Reporting

FE FE FE

14

Successful Culture

A good daily working relationship between the project manager and those

line managers who directly assign

resources to projects

The ability of functional employees to report vertically to their line manager at

the same time they report horizontally to

one or more project managers

A situation that

illustrates the

Project Manager

Line Manager

Interface 16

Most projects also have a

project sponsor which

may or may not reside at

the executive levels of

management.

17

Project Team

Project

Manager

The Project Sponsor Interface

Project

Manager

Project Sponsor

Objective Setting Up-Front Planning Project Organization Key Staffing Master Plan Policies Monitoring Execution Priority-Setting Conflict Resolution Executive-Client Contact

Relationship:

Project Sponsor:

Lower/Middle Management

Project Sponsor: Senior Management Priority Projects

Maintenance Projects

18

Role Of The

Project Manager

19

Negotiating For

Resources

20

The Project Kickoff

Meeting

21

Establishing The

Projects Policies

and Procedures

22

Laying Out The

Project

Workflow And

Plan

23

Establishing

Performance

Targets

24

Obtaining

Funding

25

Executing

The Plan

26

Acting As The

Conductor

27

Putting Out

Fires

28

Counseling And

Facilitation

29

Encouraging The

Team To Focus

On Deadlines

30

Monitoring

Progress By

Pounding The

Pavement

31

Evaluating

Performance

32

Develop

Contingency

Plans

33

Briefing The

Project Sponsor

34

Briefing

The Team

35

Briefing The

Customer

36

Closing Out

The Project

37

Interface Management

Managing human interrelationships within the project team

Managing human interrelationships between the project team and the functional organization

Managing human interrelationships between the project team and senior management

Managing human interrelationships between the project team and the customers organization, whether an internal or external organization

As part of interface

management, the project

managers role also includes

integration management.

39

Integrated

Processes

Integration Management

Capital

Materials

Equipment

Facilities

Information

Personnel

Resources

Inputs

Integration Management

Products

Services

Profits

Outputs

40

Project Necessities

Complete task definitions

Resource requirement definitions (and possibly skill levels needed)

Major timetable milestones

Definition of end-item quality and reliability requirements

The basis for performance measurement

Results of Good Planning

Assurance that functional units will understand their total responsibilities toward achieving project needs.

Assurance that problems resulting from scheduling and allocation of critical resources are known beforehand.

Early identification of problems that may jeopardize successful project completion so that effective corrective action and replanning can occur to prevent or resolve problems.

DELEGATION

OF AUTHORITY TO

PROJECT MANAGER

EXECUTIVE

MEDDLING

LACK OF UNDERSTANDING OF HOW PROJECT

MANAGEMENT SHOULD WORK

LACK OF TRAINING IN COMMUNICATIONS /

INTERPERSONAL SKILLS

THE TIP-OF-THE-ICEBERG SYNDROME

MANY OF THE PROBLEMS ASSOCIATED WITH PROJECT MANAGEMENT WILL

SURFACE MUCH LATER IN THE PROJECT AND RESULT IN MUCH HIGHER COSTS

43

44

Problems

Will project management work in all companies? If not, identify those companies

in which project management may not be

applicable.

Do you think that functional managers would make good project managers?

45

Problems

What attributes should a project manager have? Can an individual be trained to

become a project manager? If a company

was changing over to a project management

structure would it be better to promote and

train from within or hire from the outside?

Dorale Product Case study A

Homework # 1

PMP ?

PMI ?

PMBOK ?