1. Project Management: A Strategic Planning Approach
by Paul D. Gardiner

2. Introduction to projects and project management
Chapter 1
Introduction to projects and project management

3. 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

4. What is a project?

6. Characteristics of projects
Temporary
Unique
Require progressive elaboration

7. 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

8. Leading and motivating
Management task in project managing a project concerns four activities:
Planning
Organising
Controlling
Leading and motivating

9. 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

10. 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

12. 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.

13. 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

14. 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)

15. 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

16. 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.