1. Project Management: A Managerial Approach

2. Overview Project Management Growth Factors Project Aspects
Project Criteria
Project Life Cycle
Project Management Profession

3. Introduction Much of project management developed by the military
Navy’s Polaris program
NASA’s space program
Strategic defense initiative
Project management has found wide acceptance in industry External vs internal to organisation
It has many applications outside of construction
Managing legal cases
Managing new product releases

4. Forces Of Project Management
Forces driving Project Management:
1. exponential expansion of human knowledge → dev, prod & dist.
2. growing demand for a broad range of complex, sophisticated, customized goods and services → product design an integ. & inherent part of prod and dist
3. evolution of worldwide competitive markets for the production and consumption of goods and services → what, when and how to distribute output
4. Expansion of global markets
Team-based problem solving v. individual
All of these contribute to the need for organizations to do more and to do it faster
Project management is one way to do more faster

5. Projects Tend to be Large
The Channel Tunnel, or Chunnel
Denver International Airport
Panama Canal expansion project
Three Gorges Dam, China
Projects are getting larger over time
Flying: balloons  planes  jets  rockets  reusable rockets
The more we can do, the more we try to do

6. Project Management Also Getting Smaller
More people are seeing the advantages of project management techniques
The tools are become cheaper
The techniques are becoming more widely taught and written about

7. The Professionalism of Project Management
Complexity of problems facing the project manager
Growth in number of project oriented organizations
The Project Management Institute (PMI) was established in 1969
By 1990 it had 7,500 members
1995, over 17,000 members
1998--exploded to over 44,000 members
This exponential growth is indicative of the rapid growth in the use of projects
Importance of PMI as a force in the development of project management as a profession

8. Project Manager Project manager is the key individual on a project
Project manager is like a mini-CEO
While project manager always has responsibility, may not have necessary authority

9. Trends in Project Management
Achieving strategic goals
Achieving routine goals
Improving project effectiveness
Virtual projects
Quasi-projects

10. Organizational Imperatives
Traditional hierarchical management declining
Consensual management increasing
Increasing reliance on systems engineering
Projects integral to organizational strategy

11. The Definition of a “Project”
Must make a distinction between terms:
Program - an exceptionally large, long-range objective that is broken down into a set of projects
Task - set of activities comprising a project
Work Packages - division of tasks
Work Units - division of work packages
A specific, finite task to be accomplished

12. The Definition of a “Project”
Definition used by PMI:
A temporary endeavor undertaken to create a unique product or service

13. Project Management A Working Definition
A problem with a known solution scheduled for completion—unique and non-routine activities
Project Management:
The science and art of solving the problem within predetermined time and resource parameters

14. Characteristics of a Project
Temporary
Have a supported purpose/importance
Performance specifications (form, fit, function)
Have a life cycle with finite due date
Interdependencies
Uniqueness
Resource requirements and tradeoffs
Stakeholder Conflict

15. Quasi-Projects and Fuzzy Goals
Tasks without Specific Targets
No Who, What, When, Where, How Much
Implied Performance, Cost, Time Constraints
“Projects” to Determine Project Scope
Warning: If these Become Projects, Expect Delays, Cost Overruns, Dissatisfied Customers

16. Objectives of a Project
Project Objectives:
Performance
Time
Cost
Expectations of clients inherent part of the project specifications
There are ancillary (process) goals:
Improving the organisation’s project management competency & methods
Individual managerial experience gained
The health of the project team and the organisation
Environment

17. Objectives of a Project
3 Project Objectives:

18. Why Project Management?
The main purpose for initiating a project is to accomplish some goal
Project management increases the likelihood of accomplishing that goal
Project management gives us someone (the project manager) to spearhead the project and to hold accountable for its completion

19. Why Project Management?
Companies have experienced:
Better customer relations
Shorter overall delivery times
Lower costs and higher profit margins
Higher quality and reliability
Higher worker morale

20. Why (not) Project Management?
Companies have also experienced some negatives:
Greater organizational complexity
Increased likelihood of organizational policy violations
Higher costs
More management difficulties
Low personnel utilization
Says managers cannot accomplish the desired outcome
Conflict

21. The Project Life Cycle Stages of a Conventional Project:
Slow beginning
Buildup of size
Peak
Begin a decline
Termination

22. The Project Life Cycle

23. The Project Life Cycle
Time distribution of project effort is characterized by slow-rapid-slow

24. Project Management Life Cycle
Definition
Planning
Implementation
Delivery
Level of effort
1. Goals
2. Specifications
3. Scope
4. Responsibilities
5. Teams
1. WBS
2. Budgets
3. Resources
4. Risks
5. Schedule
1. Status reports
2. Change Orders
3. Quality Audits
4. Contingencies
1. Train user 2. Transfer documents 3. Release resources 4. Reassign staff 5. Lessons learned

25. Proactive Project Life Cycle
High
Project Manager Roles and Responsibilities
Level of
Value
Effort
Change Management System
Closed-Loop Planning-Monitor-Control System
Project Evaluation (Audit) Process
Low
Define Plan Implement Delivery
Scope WBS/OBS/Schedule Resource (Re)allocation “Learn Curve”
Tradeoffs Detailed Budget Cost Containment Final Report

26. The Project Life Cycle
Projects also exist which do not follow the conventional project life cycle
Comprised of subunits that have little use as a stand alone unit, yet become useful when put together

27. The Project Life Cycle
Unlike the more conventional life cycle, continued inputs of effort at the end of the project produce significant gains in returns (eg. Baking a cake, software project, chemical reaction project, writing a book/thesis)

29. The Project Life Cycle Risk during project life cycle
With most projects there is some uncertainty about the ability to meet project goals
Uncertainty of outcome is greatest at the start of a project
Uncertainty decreases as the project moves toward completion

30. Project Life Cycle: Reduce Uncertainty of Cost Estimate

31. END