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Project Management

Overview

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Outline1. Introduction

2. Understanding Project Management

3. Defining Project Success

4. The Project Manager-Line Manager Interface

5. Defining the Project Manager’s Role

6. Defining the Functional Manager’s Role

7. Defining the Functional Employee’s Role

8. Defining the Executive’s Role

9. Working with Executives

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Outline (continued)

10. The Project Manager as the Planning Agent

11. Project Champions

12. The Downside of Project Management

13. Project-Driven versus Non- Project-Driven Organizations

14. Marketing in the Project-Driven Organization

15. Classification of Projects

16. Location of the Project Manager

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Outline (continued)

17. Differing views of Project Management

18. Concurrent Engineering: A project Management Approach

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Introduction History Multiple-disciplinary training Objective-oriented Management aspects PMP Software

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Understanding Project Management

Any series of activities and tasks Have a specific objective to be completed within

certain specifications Have defined start and end dates Have funding limits Consume human and nonhuman resources Multifunctional activities

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Understanding Project Management

Involve five processes Initiation Planning Execution Monitoring and Control Closure

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Understanding Project Management

Achieving following objectives Within time Within cost At the desired performance/technology level Utilizing the assigned resources effectively and

efficiently Accepted by customer

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Overview of Project Management

TIM

EC

OST

PERFORMANCE/TECHNOLOGY

RESOURCES

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Project Characteristics Have a specific objective (which may be

unique or one-of-a-kind) to be completed within certain specifications

Have defined start and end dates Have funding limits (if applicable) Consume human and nonhuman resources (i.e.,

money, people, equipment)

Be multifunctional (cut across several functional lines)

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PM LM LM LM

PM = Project ManagerAPM = Assistant Project ManagerLM = Line or Functional Manager

APM

APM

SPONSOR GM

Multiple Boss Reporting

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Why use project management ?

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Project Management and productivity are related!

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Maturity in Project management is like Three Legged Stool

The Legs represent the :

Project Manager Line Manager(s) Executive Management (i.e... Project Sponsor)

Maturity cannot exist without stability

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The Three-Legged Stool

ProjectManager

LineManagement

ManagementSenior

(I.e. Sponsor)

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TOP OF THE THREE - LEGGED STOOL

ORGANIZATIONALSTRUCTURE

ORGANIZATIONALBEHAVIOR

TOOLS &TECHNIQUES

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How important is Project Management training ?

Part-time Project Management - is it good or bad ?

Critical Questions

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Why is a Project Management System Necessary?

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Deliverables

Projects exist to produce deliverables Hardware deliverables Software deliverables Interim Deliverables (Interim report, prototype,

molds, …)

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Defining the Project Manager’s Role

Integrating the activities necessary to develop a project plan

Integrating the activities necessary to execute the plan

Integrating the activities necessary to make changes to the plan

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Defining the Project Manager’s Role Negotiating For Resources The Project Kickoff Meeting Establishing The Project’s Policies and Procedures Laying Out The Project Workflow And Plan Establishing Performance Targets Obtaining Funding Executing The Plan Acting As The Conductor Putting Out Fires

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Defining the Project Manager’s Role

Counseling And Facilitation Encouraging The Team To Focus On Deadlines Evaluating Performance Develop Contingency Plans Briefing The Project Sponsor Briefing The Team Briefing The Customer Closing Out The Project

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Obstacles

Project complexity Customer’s special requirements and scope

changes Organizational restructuring Project risks Changes in technology Forward planning and pricing

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Classical Management

Planning Organizing Staffing Controlling Directing

Which of the above is Usually NOT

performed by the project manager?

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Resources

Money Manpower Equipment Facilities Materials Information/technology

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Successful Culture

A good daily working relationship between the project manager and those line managers who directly assign resources to projects

The ability of functional employees to report vertically to their line manager at the same time they report horizontally to one or more project managers

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Interface Management

Managing human interrelationships within the project team Managing human interrelationships between the project

team and the functional organization Managing human interrelationships between the project

team and senior management Managing human interrelationships between the project

team and the customer’s organization, whether an internal or external organization

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IntegratedProcessesIntegratedProcesses

Integration Management

Capital Materials Equipment Facilities Information Personnel

Capital Materials Equipment Facilities Information Personnel

ResourcesResources

InputsInputs

IntegrationManagementIntegrationManagement

Products

Services

Profits

Products

Services

Profits

OutputsOutputs

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Defining the Functional Manager’s Role

The functional manager has the responsibility to define how the task will be done and where the task will be done (i.e., the technical criteria)

The functional manager has the responsibility to provide sufficient resources to accomplish the objective within the project’s constraints (i.e., who will get the job done).

The functional manager has the responsibility for the deliverables.

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Functional Obstacles

Unlimited work requests (especially during competitive bidding)

Predetermined deadlines All requests having a high priority Limited number of resources Limited availability of resources Unscheduled changes in the project plan Unpredicted lack of progress

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Functional Obstacles (continued)

Unpredicted lack of progress Unplanned absence of resources Unplanned breakdown of resources Unplanned loss of resources Unplanned turnover of personnel

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Dual Responsibility

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Reporting Relationship

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Project Team

Project Team

ProjectManagerProject

Manager

The Project Sponsor InterfaceThe Project Sponsor InterfaceThe Project Sponsor InterfaceThe Project Sponsor Interface

Project ManagerProject

Manager

ProjectSponsorProjectSponsor

Objective Setting Up-Front Planning Project Organization Key Staffing Master Plan Policies Monitoring Execution Priority-Setting Conflict Resolution Executive-Client Contact

Objective Setting Up-Front Planning Project Organization Key Staffing Master Plan Policies Monitoring Execution Priority-Setting Conflict Resolution Executive-Client Contact

Relationship:Relationship:

Project Sponsor:Lower/Middle Management

Project Sponsor:Lower/Middle Management

Project Sponsor:Senior Management

Project Sponsor:Senior ManagementPriority ProjectsPriority Projects

Maintenance ProjectsMaintenance Projects

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Project Necessities

Complete task definitions Resource requirement definitions (and

possibly skill levels needed) Major timetable milestones Definition of end-item quality and reliability

requirements The basis for performance measurement

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Results of Good Planning Assurance that functional units will

understand their total responsibilities toward achieving project needs.

Assurance that problems resulting from scheduling and allocation of critical resources are known beforehand.

Early identification of problems that may jeopardize successful project completion so that effective corrective action and replanning can occur to prevent or resolve problems.

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Promises Made???

Promotion Grade Salary Bonus Overtime Responsibility Future work assignments

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Project Champions

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Project Management in Non-Project-Driven Groups

Projects may be few and far between Not all projects have the same project

management requirements, and therefore they cannot be managed identically. This difficulty results from poor understanding of project management and a reluctance of companies to invest in proper training.

Executives do not have sufficient time to manage projects themselves, yet refuse to delegate authority.

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Project Management in Non-

Project-Driven Groups (Continued)

Projects tend to be delayed because approvals most often follow the vertical chain of command. As a result, project work stays too long in functional departments.

Because project staffing is on a “local” basis, only a portion of the organization understands project management and sees the system in action.

There exists heavy dependence on subcontractors and outside agencies for project management expertise.

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High-level Reporting The project manager is charged with getting results

from the coordinated efforts of many functions. He should, therefore, report to the man who directs all those functions.

The project manager must have adequate organizational status to do his job effectively.

To get adequate and timely assistance in solving problems that inevitably appear in any important project, the project manager needs direct and specific access to an upper echelon of management

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High-level Reporting (continued)

The customer, particularly in a competitive environment, will be favorably impressed if his project manager reports to a high organizational echelon.

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Low-level Reporting It is organizationally and operationally inefficient

to have too many projects, especially small ones, diverting senior executives from more vital concerns.

Although giving a small project a high place in the organization may create the illusion of executive attention, its real result is to foster executive neglect o f the project.

Placing a junior project manager too high in the organization will alienate senior functional executives on whom he must rely for support.

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DELEGATION OF AUTHORITY TO

PROJECT MANAGER

EXECUTIVE MEDDLING

LACK OF UNDERSTANDING OF HOW PROJECTMANAGEMENT SHOULD WORK

LACK OF TRAINING IN COMMUNICATIONS / INTERPERSONAL SKILLS

The Tip of the Iceberg Syndrome

MANY OF THE PROBLEMS ASSOCIATED WITH PROJECT MANAGEMENT WILLSURFACE MUCH LATER IN THE PROJECT AND RESULT IN MUCH HIGHER COSTS

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Project vs. Functional Influences

Project Influence in Decision-Making

Dual Influence

FunctionalOrganization

Matrix ProjectOrganization

Rel

ativ

e In

flue

nce

Functional InfluenceIn Decision-Making

Organization

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Winning New Project in Project-oriented Businesses

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Classification of Projects

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Location of the Project Manager

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Location of the Project Manager-- for planning or approval?