1. Md. Masukujjaman, lecturer, NUB
Project Management
Course Code (BBA-3219)
Md. Masukujjaman, lecturer, NUB

2. Project Management: A Managerial Approach
Chapter 1 – Projects in Contemporary Organizations

3. Books….. Text Books Reference books
Jack R. Meredith, Samuel j. Mantel, Jr. Project Management, A managerial Approach, Fifth Edition, Wiley, 2003
Reference books
Maylor, H. Project management, Third Edition, Pearson Edition Pte.Ltd.2004

4. Overview Project & Project Criteria Project Management Aspects
After studying this chapter we will know….
Project & Project Criteria
Project Management Aspects
Project Management Growth Factors
Project Life Cycle

5. What is a Project? Project Defined
A complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.

6. 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
“A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”*
Program managers oversee programs and often act as bosses for project managers.
Task - set of activities comprising a project
Work Packages - division of task
Work Units - division of work packages
A specific, finite task to be accomplished

7. Project Management A Working Definition
A problem with a known solution scheduled for completion—unique and non-routine activities

8. Project Examples.. Jamuna Multi-purpose Bridge.
Illiteracy eradication project.
Poverty Alleviation Project.
Vasantek Rehabilitation Project (BRP).
IT project:
A help desk or technical worker replaces laptops for a small department.
A small software development team adds a new feature to an internal software application.
A college campus upgrades its technology infrastructure to provide wireless Internet access.

10. Major Characteristics of a Project
Has an established objective.
Has a defined life span with a beginning and an end.
Requires across-the-organizational participation. (Cross functional activity)
Involves doing something never been done before. (Non-routine)
Has specific time, cost, and performance requirements.
Involves uncertainty.

11. Programs versus Projects
Program Defined
A series of coordinated, related, multiple projects that continue over an extended time and are intended to achieve a goal.
A higher level group of projects targeted at a common goal.
Example:
Project: completion of a required course in project management.
Program: completion of all courses required for a business major.

12. Project Management:
The science and art of solving the problem within predetermined time and resource parameters
Shouldering just enough risk to escape with your career intact!!!

13. The Challenge of Project Management
The Project Manager
Manages temporary, non-repetitive activities and frequently acts independently of the formal organization.
Marshals resources for the project.
Is linked directly to the customer interface.
Provides direction, coordination, and integration to the project team.
Is responsible for performance and success of the project.
Must induce the right people at the right time to address the right issues and make the right decisions.

14. The Importance of Project Management
Factors leading to the increased use of project management:
Compression of the product life cycle
Global competition
Knowledge explosion

15. Importance contd… Corporate downsizing Increased customer focus
Rapid development of Third World and closed economies
Small projects that represent big problems

16. Advantages of Using Formal Project Management
Better control of financial, physical, and human resources.
Improved customer relations.
Shorter development times.
Lower costs.
Higher quality and increased reliability.
Higher profit margins.
Improved productivity.
Better internal coordination.
Higher worker morale (less stress).

17. 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

18. 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

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

20. The Project Life Cycle

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

22. 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

23. 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

24. Projects in Contemporary Organizations
Figure 1-3

25. Projects in Contemporary Organizations
Figure 1-4

26. Projects in Contemporary Organizations
Figure 1-5

27. Projects in Contemporary Organizations
Figure 1-6

28. THAT’S ALL
TODAY