Project management Principles of project management

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					Project management
Principles of project management

          Tigran Hasic – KTH 2005

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               Project management

   Why am I qualified to present
    this topic to you?
       My Background (fuzzy and
       Education (I did really well
        in the 2nd grade!)
       Lack of competent (gray
        hair) speakers and
        volunteers (YES!)
       Course Time needs to be
        filled –
       somebody has to do it
       Anyone wants to do this?

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      Project management
      Principles of project management

• PM is the process of managing, allocating, and
  timing available resources to achieve the desired
  goal of a project in an efficient and expedient
• PM is the planning, scheduling and controlling of
  project activities to meet project objectives.
• PM is widely recognized as a practical way of
  ensuring that projects meet objectives and
  products are delivered on time, within budget
  and to correct quality specification, while at the
  same time controlling or maintaining the scope of
  the project at the correct level.

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            Project management
                   PM knowledge areas
•   Project Integration Management
•   Project Scope Management
•   Project Time Management
•   Project Cost Management
•   Project Quality Management
•   Project Human Resource Management
•   Project Communications Management
•   Project Risk Management
•   Project Procurement Management

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      Project management
      Principles of project management

• Project management is about influencing
  tomorrow. Today has already happened
  and yesterday is gone. (’PROACTIVE’)
• Decisions affecting tomorrow can only be
  made on information available today.
• Project management is about managing a
  set of relationships over time and about
  understanding people.

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           Project management
            Project managers – human factors

•   Leadership
•   Negotiation
•   Team Building
•   Motivation
•   Empowerment
•   Relationship Management
•   Communication
•   Decision Making

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            Project management
                 Laws of project management

• Projects progress quickly until they are 90% complete. Then
  they remain at 90% complete forever.
• When things are going well, something will go wrong. When
  things just can’t get worse, they will. When things appear
  to be going better, you have overlooked something.
• If project content is allowed to change freely, the rate of
  change will exceed the rate of progress.
• Project teams detest progress reporting because it manifests
  their lack of progress.

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               Project management
              Project managers – What’s involved

• Facilitate or enable others to perform.
• Must be commercially aware.
• Must be risk aware – many uncertainties.
• Have the breadth and depth of skills to deal with
  new problems without having to draw on
  experience alone.
• To be dynamic, proactive, and continue to look
• Decisions affecting tomorrow must be made today,
  only on the information available today
• Get by on the best possible information.

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          Project management
         relationships between pm and clients

• Many customers or clients are inexpert and need
  someone to help them secure their business
  objectives or goals.
• Project Managers can often act as client’s
  representative or agent.
• Project management is about ensuring that needs –
  project objectives - are translated into achievable
• Project managers need to understand the business
  needs – core and non-core businesses.

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           Project management
                      PM services

   Who Provides Project management Services?
• Clients internally.
• Management consultants.
• Subsidiaries of other consult/
  contractor organizations.
• Specialist companies.

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        Project management
             purpose of procurement

• In construction, there are many phases that
  a project passes through (Project Cycle).
• Each will demand a different approach in
  terms of leadership.
• Project Management should make that affair
  seamless and yet transparent.
• PM – dynamic, proactive and persons who
  look forward all the time.

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Project management
    the project cycle

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Project Management Life Cycle

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Project management
   scope, quality, time and cost



Time/Schedule                            Cost/Budget

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          Project management
        Objectives and critical success factors

• Projects are often defined in terms of quality,
  cost and time.
• Most clients expect to obtain the best of all three
  at the same time.
• What is the reality?
• Understanding the relationship between these
  three can lead to project success.

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      Project management
              CSF and KPI in PM

• At the highest level there are project goals
  or objectives.
• These are achieved if one knows what the
  critical success factors (CSF) are and how
  to achieve them.
• Key performance indicators (KPI) help
  you measure performance of a project or

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            Project management
                       Exercise: QCT

  Define the most realistic position within a
  triangle (where the vertices are marked for
  quality, cost and time) for the following
  project types:
• hotels, shops, offices, schools,
• hospitals, airport extensions,
• factories and relief roads.

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          Project management
            Tools of trade: PERT and GANTT

• A PERT chart is a graphical network model
  that depicts a project’s tasks and the
  relationships between those tasks.

• A GANTT chart is a simple horizontal bar
  chart that depicts project tasks against a
  calendar. Each bar represents a named
  project task. The tasks are listed vertically
  in the left-hand column. The horizontal axis
  is a calendar timeline.

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             Project management
                      Why Projects Fail?

    Most failures have been
    put down to:
•    Poor project specification
•   Unrealistic timescales
•   Timescales that are too long
•   Inappropriate staff
•   Failure to manage user
•   Failure to manage the
    change required

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             Project management
• Project Management is about understanding relationships
  and handling them over time.
• It is a pragmatic discipline in which the client or customer is
  the most important.
• It is all about balancing needs and available resources.
• Project is a group of activities that have been performed in a
  logical sequence to meet present objectives outlined in the
• Project Management is: making the project happen and it
  also planning and controlling your project.
• Good project management is a successful project.

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                  Summary II

                                               Projects are all about
                                               the double RR:
             Cost                              Risk and Reward


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                       Summary III

 Continually Track and Measure Project Status
 Be Proactive vs. Reactive/Inactive
 Commit to Personal Development
 Focus on Team Dynamics
 Avoid Over Personalized Decision Making
 Sustain Functional (not Dysfunctional) Communication
 Commit to Skill Building
 Create a “Coaching Friendly” Project Environment
 Commitment, Responsibility, Flexibility & Team-Work

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                    The Challenge

   Continual change
   Increasing complexity
   Uncertainties and risk
   New technologies
   More time spent coordinating
   Inappropriate performance measures
   Competition and new demands
   The art of project management is
    adjusting to uncertainty.

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