Post on 16-May-2018
Introduction
Project management providesan organization with powerful tools that improve
its ability to plan, implement and control its activities
as well as
the ways in which it utilizes its people and resources.
Introduction
Much of project management developed by the military
– Navy’s Polaris program
– NASA’s space program
– Strategic defense initiative
Project management has found wide acceptance in industry
It has many applications outside of construction– Managing legal cases
– Managing new product releases
Introduction Continued
Main forces in driving the acceptance of project and other forms of management:
1. The exponential growth of human knowledge
2. The growing demand for a broad range of complex goods and services
3. Increased worldwide competition
All of these contribute to the need for organizations to do more and to do it faster
Project management is one way to do more faster
Projects Tend to be Large
Projects tend to be large– The Channel Tunnel, or Chunnel
– Denver International Airport
– Panama Canal expansion project
– Three Gorges Dam, China
Projects are getting larger over time– Flying: balloons planes jets rockets
reusable rockets
The more we can do, the more we try to do
Project Management Also Getting Smaller
1. More people are seeing the
advantages of project management
techniques
2. The tools are become cheaper
3. The techniques are becoming more
widely taught and written about
Main Goals of Project Management
1. Time
2. Cost
3. Performance
Time, cost, and performance are all related on a project
Project Management Institute (PMI)
The Project Management Institute is the major project management organization
Founded in 1969
Grew from 7,500 members in 1990 to over 260,000 in 2007
The Project Management Journal and PM Network are the leading project management journals
Project Manager
PM is expected to
– integrate all aspects of the project,
– ensure that the proper knowledge and resources
are available when and where needed,
and above all,
– ensure that the expected results are produced in
a timely, cost-effective manner.
Project Manager
Project manager is the key individual on a project
Project manager is like a mini-CEO
While project manager always has responsibility,
may not have necessary authority
Risk and conflict avoiders do not make happy project
managers.
Trends in Project Management
Achieving strategic goals
Achieving routine goals
Improving project effectiveness
Virtual projects
Quasi-projects
Recent Changes in Managing Organizations
1. Consensual management
2. Systems approach
3. Projects as preferred way to
accomplish goals
The Definition of a “Project”
A temporary endeavor undertaken to
create a unique product or service
(defined by PMI)
The Definition of a “Project”
Modern project management began with the Manhattan Project
In the early days, project management was used mainly for very complex projects
As the tools became better understood, they began to “trickle down” to smaller projects
It has also moved out of just manufacturing to services
Major Characteristics of a Project
Importance
Performance
Life cycle with a finite due date
Interdependencies
Uniqueness
Resources
Conflict
Why Project Management?
The main purpose for initiating a project is to
accomplish some goal
Project management increases the likelihood
of accomplishing that goal
Project management gives us someone (the
project manager) to spearhead the project
and to hold accountable for its completion
Advantages
Better control and better customer relations
Increase in their project’s return on investment
Shorter development times, lower costs, higher
quality and reliability, and higher profit margins
Sharper orientation toward results, better
interdepartmental coordination, and higher
worker morale
Negative Side to Project Management
Greater organizational complexity
Higher probability organizational policy
will be violated
Says managers cannot accomplish the
desired outcome
Conflict
The Structure of this Text
Follows the project life cycle
Some topics stand-alone
Other topics incorporated throughout
Part I: Project Initiation
1. Projects in Contemporary Organizations
2. Strategic Management and Project
Selection
3. The Project Manager
4. Negotiation and the Management of Conflict
5. The Project in the Organizational Structure
Part II: Project Planning
6. Project Activity Planning
7. Budgeting and Cost Estimation
8. Scheduling
9. Resource Allocation