1. Introduction
Project Management

2. Projects
A unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including constraints of time, cost and resources.
unique
specific objectives (the project product)
constraints (especially: limited time frame)

3. Notes Projects may form parts of a larger project
Project objectives and scope are updated and defined progressively as the project proceeds.
Project product: it is defined in the project scope. One or more units, tangible or intangible.
The project’s organisation is normally temporary.
Complexity and interactions among project activities.

4. Projects are connected to change management
Usual business of the firm
Projects
Routines & regular tasks
Changes
(uncertainty)

5. Common project elements
Product specification
Project plan
Time frame
Budget
Cost plan
Statemet of quality required
Identification of areas of uncertainty
Risk management: evaluation & responses

6. Collecting information
Real time
Facilities needed to analyse the collected data

7. The project triangle
+ customer focus

8. Project management
Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
It is possible (and sometimes very efficient) to manage non-project processes as projects.

9. The project cycle 4 phases: Conception (definition)
Development (planning)
Realisation (implementation)
Termination (closing)

10. Conception phase Idea of a new project
Internal
External
Desirability (Does it fit the strategy and the mission?)
Feasibility (costs, resources, schedule)
Documentation: project (work) statement
End of phase: formal authorization

11. Conception phase: Feasibility evalutaion
Capability to deliver the project product in time
Final price of the product
Project budget
Specification of the product
Ability to support the capital outlay
Availability of the items and services needed
Acceptability of geographical and ecological
Acceptability of any further contract conditions

12. Development phase
Appointment of the project manager and the project management team. From now on the project manager is in control.
A first phase Project Management Plan (PMP). It contains all plans for the project, but it is continuously changing.

13. Realisation phase Turning the plans into reality.
The project development and an appropriate reporting (monitoring) system are running simultaneously with the implementation process. A project log is needed.

14. The project termination
Closing the project and its activities
Knowledge management tasks:
Success of methods used
Project team performence
Reliability of suppliers
Disposing the residual capital and equipment.

15. Project management maturity
Project management development is an evolutionary process: every firm goes through nearly the same, step-by-step development process in their use of PM techniques.
Different organizations are on different levels of sophistication in their best practices for managing projects.

16. PMP (Project Management Professional) sample questions (Pinto 2010)

17. PMP sample questions (Pinto 2010)

18. Discussion questions

19. Simplified case study
There is a family owned manufacturing company that produces spare parts for motorcycles in great volumes and built customised motorcycles, too, for order only, in a small number per year.
Some of the produced spare parts are manufactured in nearly the same form for years and no significant change is estimated in the future.
However, there are some goods, that are demanded only for shorter periods. In these cases the firm configures the manufacturing equipment, creates the wanted volume and disassembel the machinery after the market demand (and so the profitability) drops below a given level.
The custombike building is organized in a form of job shops, because these are built one by one.
The company has now the organizational design of a typical small enterprise with only one managerial unit for every function and problem. Because of the increasing production volumes (and revenues) they need to change the structure sooner or later. The plan is to separate the sparepart-making activities from the custombike building via creating two divisions with autonomous divisional heads. It is a great reorganization with many possible difficulties, that is why the owners hesitate when to start it.
Are there a (reasonal) place for projects and project management in this company?

20. Case studies

21. Thanks for the attention!