1. Defining Project Management Today Text by Stanley E. Portny, Samuel J Mantel, Jack R. Meredith, Scott M. Shaffer, Margaret M. Sutton with Brian Kramer. PowerPoints by Christine Mooney 1-1

2. Understanding Project management Successful organizations create projects that produce desired results in established time frames. A project is a temporary endeavor undertaken to create a unique product or service. It is specific, timely, usually multidisciplinary, and always conflict ridden. 1-2

3. Defining Projects Projects may be large or small. Projects may involve many people or just one. Projects may be planned formally or informally. Projects may be tracked formally or informally. Projects may be performed for external or internal clients and customers. Projects may be defined by a legal contract or informal agreement. 1-3

4. Defining Project Management Project Management – is the process of guiding a project from its beginning through its performance to its closure. Project management includes three operations or activities: 1-4 Planning OrganizingControlling Organizations use project management to attach responsibility and authority for achieving an organizational goal on an individual or group of people

5. Defining Project Success Core elements of every project: 1-5 ElementCharacteristic Outcome – A project has at least one goal of creating a specific product or result Does the project meet the agreed upon specifications? Schedule – Project work begins and ends on specific, established dates. Is the project on time or early? Resources – Projects require amounts of people, funds, equipment, facilities and information. Is the project under or over budget? Do we have the proper people in place? Acting in response to these three essentials a project team works to achieve the desired results. SUCCESS!

6. Project Necessities Meeting specifications – a client sets the expectations of a projects outcome. The client is typically someone or some organization outside the company where the project takes place. A necessity of every project is planning for uncertainty. A good project manager expects that things can go wrong and will wrong. However, planning appropriately for these uncertainties, will ensure project success 1-6

7. Project management vs. General Management 1-7 Project ManagementGeneral Management Every project is unique and requires creative and flexible teams. For nonprojects, everything is routine and can be handled by a subordinate. Projects have higher potential for conflicts. A general manager does not encounter as many daily conflicts. Project success is dependent on detailed planning. The daily operations of a business do not require as much detail. Project budgets are construed differently than nonproject budgets. The budget for a department remains the same, with slight changes. A project budget is determined by the specifics of the project itself. Projects are often unique and multidisciplinary. General management takes place within a hierarchy and is standard.

8. Defining Project Roles Who are the staff behind a project? Project manager – the person ultimately responsible for the success of the project. Functional managers – the team members’ direct line supervisor. Functional employees (team members) – people who are responsible for successfully completing the project. 1-8

9. Role of the Project Manager Project manager is specifically responsible for: a.Determining objectives & resources b.Create & sustain a focused team c.Accomplishing objectives d.Controlling project changes e.Keeping clients informed and committed 1-9

10. Role of Functional Manager Functional managers are responsible for orchestrating their staff’s assignments. Specifically: a. The approve plans specifying resources necessary for the plan b. Ensure team members are available to perform their assigned tasks c. Complete performance appraisals for team members 1-10

11. Comparing Roles 1-11 Functional EmployeesUpper Management Ensure specific tasks are completed Set policies and procedures Perform assignments on timeCreate and maintain labor & information systems Maintain special skills & knowledge needed to complete work Define limits of manager’s decision making authority Keep other team members informed of progress Select project managers & staff

12. Project Champion A project champion is a person in a high position in the organization who strongly supports a project. A project champion: a.Advocates for a project in a dispute. b.Takes necessary actions to ensure a project is successfully completed. c.Has the power to resolve conflicts. d.Is willing to be known as a supporter. 1-12

13. Demands of Project Management Some of the most significant challenges of project management are: a.High responsibility, little authority b.Project overload c.Team members often have never worked before d.No direct authority e.Client demands f.High communication demands 1-13

14. Classifying Projects Four categories of projects: 1.Derivative projects – these are projects with objectives that are incrementally different in both product and process from existing offerings. 2.Platform projects – these projects become “platforms” for the next generation of offerings and form the basis for future projects. 1-14

15. Classifying Projects Two additional ways to classify projects: 3. Breakthrough projects – typically involve a newer technology than platform projects. It may known or something newly developed 4. R & D Projects – These are visionary endeavors, oriented toward using newly developed technologies 1-15

16. Innovation in management Project management teams are often geographically dispersed. As a result, projects are referred to as, virtual projects. Technology has made it possible to have teams work across the world. 1-16

17. Copyright Notice © 2008 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein. All clipart and photos courtesy of Microsoft.com, unless otherwise noted. 1-17