Project Management: A Strategic Planning Approach by Paul D. Gardiner
Introduction to projects and project management Chapter 1 Introduction to projects and project management
Learning objectives After reading this chapter you should be able to: differentiate between a project and a programme compare and contrast the role of a project manager with that of a programme manager elucidate the characteristics of projects, including the three primary characteristics recount the historical development and evolution of project management discuss the importance of project management training, qualifications and associations
What is a project?
Characteristics of projects Temporary Unique Require progressive elaboration
Other traits projects exhibit: carry risk and uncertainty be organisationally complex, requiring the interaction of many people, departments and other organisations be managed against time, budget and human resource plans suffer conflict due to competition for resources required by other projects and nonproject work have single point responsibility provided by the project manager require teamwork and the ability of participants to use effective leadership skills
Leading and motivating Management task in project managing a project concerns four activities: Planning Organising Controlling Leading and motivating
Planning Questions to ask at the start of a project: What needs to be achieved and why? When should it be done by? How will it be done? What will be the order of cost? Different people provide different parts of the answers
Organising Right structure ensures everyone: Is committed to the project Knows what is happening Communicates effectively Has common objectives What should be defined for everyone involved: What their role is Who to report to Their responsibilities
Controlling Ask: Are we still going about the project in the right way? Are we within schedule? Is the project still cost-effective? Are we within budget? Are we still going to get what we want? Is the scope still the same? If one or more of these criteria is not satisfied, consider: Continue with the project. Stop the project. Delay the project and rethink it.
Where do projects come from? A market demand A business need A customer request A technological advance A legal requirement A crisis A social need
Programme management A definition: Programme management is the coordinated management of a portfolio of projects that change organisations to achieve benefits that are of strategic importance. (Office of Government Commerce, 1999: 110)
5 major influences which helped shape and form the discipline of project management: Development of management thought Creation of special tools and techniques Development of information and communication technologies Socioeconomic and political influences Expanding scope of project management
The future of project management The challenge for the future of project management is to develop its theoretical basis by developing a set of premises about: The purpose of project management The criteria and factors for judging and achieving success on projects What constitutes good project management practice.