1. Modern Project Management
Chapter 1
Modern Project Management

2. Learning Elements
1.1 Understand how projects differ from routine operational work. 1.2 Develop an understanding of the background to project management. 1.3 Understand at a broad level the concept of a project life cycle. 1.4 Make the link between an organisation’s strategy and the need for projects.

3. What is a Project? Characteristics An established objective
A defined lifespan with a defined beginning and end (temporary)
Usually the involvement of several departments and/or professionals
Typically doing something that has never been done before (unique)
Specific time, cost and performance requirements

4. What is not a Project? Routine, repetitive work
Ordinary daily work that typically requires doing the same, or similar work, over and over

5. Comparison of Routine Work and Projects
Routine, repetitive work
Taking meeting notes
Daily entering sales receipts into the accounting ledger
Responding to a supply- chain request
Practising scales on the piano
Routine manufacture of an Apple iPod
Projects
Writing a book.
Setting up a sales kiosk for a professional accounting conference
Developing a supply- chain information system
Writing a new piano piece
Designing a new media player

6. Program versus Project
A program is the application of knowledge, skills, tools and techniques to meet specific requirements.
A program obtains benefits and control not available by managing projects individually.

7. Portfolio versus Program
Portfolios provide an overarching umbrella for an organisation to manage all investment activity.
Portfolios may be managed as a mix of programs and/or major projects.

8. The Project Life Cycle

9. The Project Manager
Marshals resources for the project and relates directly to the customer
Provides direction, coordination and integration to the project team
Is responsible for the performance and success of the project
Must induce the right people at the right time to address issues, make decisions and carry out the project’s activities
Addresses the right issues and makes the right decisions

10. The Importance of Project Management
Compression of the product life cycle
Complexity
Triple bottom line (planet, people, profit)
Corporate downsizing
Increased customer focus
Organisational change management
Small projects represent big problems

11. Project Management Today: A Holistic Approach
Integrative approach
The big picture: how organisational resources are being used
An assessment of the risk to their portfolio of projects
A rough metric for measuring the improvement of managing projects relative to others in the industry
Linkages to senior management
Performance management of projects
A clear definition of benefits

12. Alignment of Projects with Organisational Strategy

13. Project Management Today: A Holistic Approach (cont.)
Includes:
Project selection
Monitoring aggregate resource levels and skills
Use of best practices
Balancing projects in a portfolio
Improving communication among all stakeholders
An organisational perspective, beyond silo thinking
Improving management of projects over time

14. The Technical and Socio-cultural Dimensions of the Project Management Process

15. Common Pitfalls in Project Management
Not being aligned to organisational strategy
Lack of top management or sponsor support
Political discord or disagreement
Poor or inadequate estimating
Working backwards from a given drop-dead date
Inexperienced project management personnel
Fragmented team and team values

16. Common Pitfalls in Project Management (cont.)
Poorly/vaguely defined requirements (Scope)
Lack of user (customer) involvement
Unrealistic requirements or expectations
Scope creep
Poor communication or lack of communication
Ignoring project warning signs
Poor governance

17. Key Terms project program portfolio project life cycle
strategic alignment
socio-technical perspective
common pitfalls