MBB3173 Project Management

MBB3173 Project Management
Introduction Topic To Be Covered Defining of Project Management History of Project Management Project Management Functions Project Planning and Scheduling Project Management Application Benefits and Limitations of Network Planning MBB3173 Project Management,

MBB3173 Project Management, ABO@2014
Making a Satellite Factory operations What is common between these activities? MBB3173 Project Management,

Pre 19th Century The Great Wall of China (221 B.C. - 206 B.C.) The Great Pyramid of Giza (2,550 B.C.) MBB3173 Project Management,

The 16th Century and Modern Age of Engineering This marked the beginning of modern engineering with the formation of professional societies, printing of treatise on engineering subjects in quantity, engine specialization within the profession, and engineers began to take advantage of the brilliant scientific discoveries of the time. MBB3173 Project Management,

The 18th and 19th Century and the Industrial Revolutions The end of the 18th and 19th century witnessed colossal changes in the Western World with industrial revolutions and with this the birth of management principles in the business to become the backbone of project management MBB3173 Project Management,

The First Industrial Revolution and Steam The changes brought about by the first industrial revolution and its repercussions required new thinking and solutions at a more macro level. For example, this new industrialized world with mass production required a system to supply large quantities of raw materials, resources, man power, equipment and organization. It needed more sophisticated systems of transportation, storage, manufacturing, assembly and distribution. Further a rapidly expanding workforce of thousands needed to be taken care of in terms of housing, health, welfare, and education. All this brought in new institutions, establishments, and organizations. It also brought a more to business and management based on scientific research and principles. MBB3173 Project Management,

The Second Industrial Revolution Electricity and Combustion Engines The very late part of the 19th century saw the second industrial revolution emerge with a host of new emerging technologies. The second, dominated by electricity and chemicals, lasted , and brought telephones, electrical devices, the internal combustion engine, and transportation by land (automobiles), sea (ocean going liners), and air. MBB3173 Project Management,

Establishment of Project Management Institute (PMI) In 1969, the Project Management Institute (PMI) was formed in the United States of America to serve the interest of the project management industry. The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry. In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide), containing the standards and guidelines of practice that are widely used throughout the profession. MBB3173 Project Management,

Project Management as a Profession
Project Management Institute More than 64,000 members Project Management Body of Knowledge (PMBOK) Project-oriented organization MBB3173 Project Management,

Understanding of Project Management MBB3173 Project Management,

Projects versus Operations
Organizations perform work - either Operations, or Projects Shared characteristics of projects and operations Performed by people Constrained by limited resources Planned, executed and controlled MBB3173 Project Management,

Operations and projects differ:
Operations are ongoing and repetitive (Factory operations) Projects are temporary and unique (Making of satellite) “A project is a temporary endeavor undertaken to create a unique product or service.” temporary - definite beginning and end unique - different in some distinguishing characteristic MBB3173 Project Management,

Examples of projects Developing a new product or service Effecting a change in structure, staffing, or style of an organization Designing a new transportation vehicle Constructing a building or facility Running a campaign for political office Implementing a new business procedure or process MBB3173 Project Management,

Project Characteristics
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) MBB3173 Project Management,

What is Project Management?
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. MBB3173 Project Management,

The project management challenge
Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among: Scope, time, cost, and quality Stakeholders with differing needs and expectations Identified needs and unidentified expectations - “client relations challenge” MBB3173 Project Management,

Identify Stakeholders
Critical to identify early Analyze their interests, importance, influence Classify stakeholders and prioritize relationships building accordingly MBB3173 Project Management,

Identify Project Stakeholders
Project Manager Project Sponsor Department Managers Customers Project Team Board of Directors Contractors, Suppliers Executive Managers Project Management Office MBB3173 Project Management,

Sample of Power/Interest Grid Stakeholder
High Keep Satisfied Manage Closely Monitor (Minimal effort) informed Power Low Low Interest High MBB3173 Project Management,

Communication Matrix-Stakeholder
Business Specific Meetings Project Working Committee (PWC) Meetings Project Steering Committee (PSC) Meetings Project Status Reports (PSR) News Bulletin Personal Updates Project Sponsor Yes Project Manager IT Manager Finance Manager Business Manager/ Consultant Staff & Customers MBB3173 Project Management,

Communication Mode Mode Working Committee Meetings Steering Committee Meetings Status Reports News Bulletin Personal Updates Announcement/ Reminders Minutes/ Verbal Distribution Hard copies/ Hard copies/ Meeting Modes On-site MBB3173 Project Management,

The core of project management
Where most projects fail? published by PMI in 1987 MBB3173 Project Management,

Project Management Knowledge Areas (PMBOK)
Scope Management Cost Management Communications Management Human Resources Management Time Management Quality Management Risk Management Procurement Management MBB3173 Project Management,

Relationship to other disciplines - similarities
General management encompasses Planning Organizing Leading Controlling PM management functions overlap MBB3173 Project Management,

Function overlap Planning the work, schedule and budget Organizing and staffing a team to implement the work Controlling the project through tracking and monitoring progress against the plan Leading people and resources so the plan is implemented and adjusted as smoothly as possible MBB3173 Project Management,

Relationship to other disciplines - differences
Much of the knowledge needed to manage projects is unique or nearly unique to project management, e.g. Critical path analysis, and Work breakdown structures Primary differences between general management and PM found in the use of specialized tools and techniques. MBB3173 Project Management,

Why do you need project management techniques?
“The reason for organizing an assignment as a project is to FOCUS the responsibility, authority, and scheduling of the project in order to meet defined goals.” schedule cost performance (quality) MBB3173 Project Management,

Other major reasons to use PM techniques
Clear work descriptions minimize surprises and conflicts Responsibilities and assignments for specific tasks are easily identified Reduces need for continuous reporting Progress can be measured against a plan Time limits for task completion are more easily specified MBB3173 Project Management,

The two types of project management activities
Project planning and definition activities Project implementation and control activities More simply Deciding, and Doing MBB3173 Project Management,

Planning and definition activities
Definition of project goals and objectives Definition of work requirements Definition of quantity of work Definition of quality of work Definition of required resources Definition of organization structure Planning of task sequencing and schedule Planning of the budget MBB3173 Project Management,

Implementation and control activities
Initiating work Monitoring and tracking progress Comparing schedules and budgets to plans Analyzing impact of changes and progress Coordinating activities and people Making adjustments to the plan as required Completing the project Assessing project results MBB3173 Project Management,

Success factors in project management
Appropriately skilled project manager Clear authority for the PM to act Commitment to the PM methodology A skilled PM team agreed to the project goals A complete project plan that is understood by all participants Objectives that contribute to the larger goals of the organization Workable tracking and monitoring methods MBB3173 Project Management,

Bottom line What project management will do is provide a system for planning, documenting, organizing, and communicating. It provides a basis for better decisions Ultimately, it is the people who will make things happen and make things work, not the methodology! MBB3173 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 MBB3173 Project Management,

The Pure Project Organization
MBB3173 Project Management,

The Pure Project Organization
Advantages Effective and efficient for large projects Resources available as needed Broad range of specialists short lines of communication Drawbacks Expensive for small projects Specialists may have limited technological depth May require high levels of duplication for certain specialties MBB3173 Project Management,

Functional Project Organization

Functional Project Organization
Advantages technological depth Drawbacks lines of communication outside functional department slow technological breadth project rarely given high priority MBB3173 Project Management,

Matrix Project Organization

Matrix Project Organization
Advantages flexibility in way it can interface with parent organization strong focus on the project itself contact with functional groups minimizes projectities ability to manage fundamental trade-offs across several projects Drawbacks violation of the unity of command principle complexity of managing full set of projects conflict MBB3173 Project Management,

Mixed Project Organization

Communicator Communication Paths Between a Project’s Parties-At-Interest MBB3173 Project Management,

Benefits Identification of functional responsibilities to ensure that all activities are accounted for, regardless of personnel turnover. Minimizing the need for continuous improvement Identification of time limits for scheduling Identification of a methodology for trade-off analysis Measurement of accomplishment against plans MBB3173 Project Management,

Benefits (continued) Early identification of problems so that corrective action may follow Improved estimating capability for future planning Knowing when objectives cannot be met or will be exceeded MBB3173 Project Management,

Obstacles Project complexity Customer’s special requirements and scope changes Organizational restructuring Project risks Changes in technology Forward planning and pricing MBB3173 Project Management,

Classical Management Planning Organizing Staffing Controlling Directing Which of the above is Usually NOT performed by the project manager? MBB3173 Project Management,

Resources Money Manpower Equipment Facilities Materials Information/technology MBB3173 Project Management,

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 MBB3173 Project Management,

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 customer’s organization, whether an internal or external organization MBB3173 Project Management,

Integration Management
Resources Integrated Processes Capital Materials Equipment Facilities Information Personnel Products Services Profits Inputs Outputs MBB3173 Project Management,

The Functional Role The functional manager has the responsibility to define how the task will be done and where the task will be done (i.e., the technical criteria) The functional manager has the responsibility to provide sufficient resources to accomplish the objective within the project’s constraints (i.e., who will get the job done). MBB3173 Project Management,

Functional Obstacles Unlimited work requests (especially during competitive bidding) Predetermined deadlines All requests having a high priority Limited number of resources Limited availability of resources Unscheduled changes in the project plan Unpredicted lack of progress MBB3173 Project Management,

Functional Obstacles (continued)
Unpredicted lack of progress Unplanned absence of resources Unplanned breakdown of resources Unplanned loss of resources Unplanned turnover of personnel MBB3173 Project Management,

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. MBB3173 Project Management,

MBB3173 Project Management

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