Project Management Gray

Document Sample
Project Management Gray Powered By Docstoc
					                Project Management

        Haeryip Sihombing
Universiti Teknikal Malaysia Melaka (UTeM)
                                             BMFP 4542   1
An Overview of Project Management .
               What is a Project?

 A project is an interrelated set of activities
 with a definite starting and ending point,
 which result in a unique outcome for a
 specific allocation of resources.

• Project Defined:
   A complex, non-routine, one-time effort limited by
   time, budget, resources, and performance
   specifications designed to meet customer needs.
               What is a Project?
• Major Characteristics of a Project
  –Has an established objective.
  –Has a defined life span with a beginning and an
  –Requires across-the-organizational participation.
  –Involves doing something never been done before.
  –Has specific time, cost, and performance
                What is a Project?
• Three main goals of any project:
  – Complete the project on time or earlier.
  – Do not exceed the budget.
  – Meet the specification to the satisfaction of the

     Needs the skills of multiple professions and organizations
     Requiring new combination of skills and resource in the
      project process
     Differences will arise with each replication, especially due
      to uncertainties. So can change the characteristic and
            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.
     • Project: completion of a required course in project
     • Program: completion of all courses required for a business
      Comparison of Routine Work with Projects
Routine, Repetitive Work             Projects
Taking class notes                   Writing a term paper
Daily entering sales receipts into   Setting up a sales kiosk for a
the accounting ledger                professional accounting meeting
Responding to a supply-chain         Developing a supply-chain
request                              information system
Practicing scales on the piano       Writing a new piano piece
Routine manufacture of an Apple      Designing an iPod that is
iPod                                 approximately 2 X 4 inches,
                                     interfaces with PC, and stores
                                     10,000 songs
Attaching tags on a manufactured     Wire-tag projects for GE and
product                              Wal-Mart
             Project Management

• Project management is a systemized, phased
  approach to defining, organizing, planning,
  monitoring, and controlling projects.
• A collection of projects is called a program,
  which is an interdependent set of projects
  with a common strategic purpose.
• A cross-functional effort: Even though a
  project may be under the overall purview of a
  single department, other departments likely
  should be involved.
      Project Management Questions

• What activities are required to complete a project
  and in what sequence?
• When should each activity be scheduled to begin
  and end?
• Which activities are critical to completing the
  project on time?
• What is the probability of meeting the project
  completion due date?
• How should resources be allocated to activities?
     The Nature of Project Management

• Characteristics of Projects: purpose, life cycle,
  interdependencies, uniqueness, and conflict.
• Project Management Process: planning (work
  breakdown structure), scheduling, and controlling.
• Selecting the Project Manager: credibility, sensitivity,
  ability to handle stress, and leadership.
• Building the Project Team: Forming, Storming,
  Norming, and Performing.
• Principles of Effective Project Management: direct
  people individually and as a team, reinforce excitement,
  keep everyone informed, manage healthy conflict,
  empower team, encourage risk taking and creativity.
• Project Metrics: Cost, Time, Performance
Project Life Cycle
  The Challenge of Project Management
• The Project Manager
 –Manages temporary, non-repetitive activities and
  frequently acts independently of the formal
    • Marshals resources for the project.
    • Is linked directly to the customer interface.
    • Provides direction, coordination, and integration to the project
    • 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
                    Project Team
• Selecting the right project manager is critical
  and specific skills are needed.
   Facilitator: Able to resolve conflicts, have leadership
    skills and a systems view.
   Communicator: Ability to keep senior management
    informed, communicate progress, and work with team
   Decision Maker: Able to organize members and make
    difficult decisions.
• Team members need to be technically
  competent, dedicated, and able to work well
  with other team members.
  The Importance of Project Management

• Factors leading to the increased use of project
 – Compression of the product life cycle
 – Global competition
 – Knowledge explosion
 – Corporate downsizing
 – Increased customer focus
 – Rapid development of Third World and
   closed economies
 – Small projects that represent big problems
 Integrated Project Management Systems
• Problems resulting from the use of piecemeal
  project management systems:
  –Do not tie together the overall strategies of the
  –Fail to prioritize selection of projects by their
   importance of their contribution to the firm.
  –Are not integrated throughout the project life
  –Do not match project planning and controls with
   organizational culture to make appropriate
   adjustments in support of project endeavors.
     Benefits of an Integrative Approach
          to Project Management

• Integration (or centralization) of project
  management provides senior management with:
  –An overview of all project management activities
  –A big picture of how organizational resources are used
  –A risk assessment of their portfolio of projects
  –A rough metric of the firm’s improvement in managing
   projects relative to others in the industry
  –Linkages of senior management with actual project
   execution management
Management of
 Major Functions of Portfolio Management
• Oversee project selection.
• Monitor aggregate resource levels and skills.
• Encourage use of best practices.
• Balance projects in the portfolio in order to represent
  a risk level appropriate to the organization.
• Improve communication among all stakeholders.
• Create a total organization perspective that goes
  beyond silo thinking.
• Improve overall management of projects over time.

The Technical and
  of the Project
          Having a Nice Break

Next to   Organization Strategy and Project Selection

Description: Project Management Gray document sample