Chapter 1- An Introduction to Project Management- Emad

8/3/2019 Chapter 1- An Introduction to Project Management- Emad

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AN INTRODUCTION TOPROJECT MANAGEMENTCHAPTER (1)

PROJECT PLANNING, SCHEDULING, AND CONTROL, JAMES

P. LEWIS, Third Edition1/11/2011


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Contents

What is A Project?

What is Management?

What is Project Management?

Nature of Projects

How do You Define Success?

The Project Management System

Project Management And ISO 9000

Project Management And Six Sigma

The Lewis Method of Managing Projects


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WHAT IS A PROJECT?

A project is a one-time, multitask job with a definite

starting point, definite ending point, a clearly

defined scope of work, a budget, and usually a

temporary team.

A project is a problem scheduled for solution J.

M. Juran


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WHAT IS Management?

Management in all business and organizational

activities is the act of getting people to accomplish

desired goals and objectives efficiently and

effectively.

Management comprises planning, organizing,

staffing, leading or directing, and controlling an

organization or effort for the purpose ofaccomplishing a goal.


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WHAT IS PROJECT MANAGEMENT?

Project management is facilitation of the planning,

scheduling, and controlling of all activities that must

be done to meet project objectives.

Project management is not just scheduling


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WHAT IS PROJECT MANAGEMENT?

Fig. 1 Project Management Is Tools, People, and Systems


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The Four Project Constraints

MeaningConstraint

Functional requirements

Technical requirementsPerformance (P): Good

Time required for the projectTime (T): Fast

Labor cost to do the jobCost (C): Cheap

The magnitude or Size of the project

(Tombs of Ramses sons project)Scope (S)


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The relationship between the constraints is given by the followingexpression:

S)T,f(P,C !


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A common cause for project failures that some manager wants

to dictate values for all four constraints.

Fig. 2 Triangles Showing PCTS Relationship


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Principle: You can assign values to only three of the

constraints. The fourth will be whatever the relationship

dictates it will be.

The most common case, in which values for P, T, S are given.

Project manager has to tell the sponsor the cost (C) to

achieve those targets.


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The Time-Cost Trade-Off

Fig. 3 Time-Cost Trade-Off Curve

We have

pressures to

have the jobdone faster

and cheaper

at the same

time.


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BROOKS LAW

Adding people to an already late project may only

make it later.

How can we have reduce costs and time

simultaneously?

Principle: If what you are doing isnt working, you needto change the process by which it is done.


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Estimates are that about one third (1/3) of the cost

to do many projects is rework.

The bad news is that it can be so high. The good

news is that there is lots of room for improvement!,

(Tom Peters said)


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Fig. 4 Trend Showing Rework Declining


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Quality

To some extent, Performance is synonymous to

quality.

Cost of poor quality (COPQ)

Prevention

Appraisal

Failures

If you improve quality, you get your jobs faster andcheaper.


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Quality

Fig. 5 Reduction in Total Cost of Quality When Prevention Is

Increased


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Facilitation

A project manager does not develop a plan for a

group.

Principle: the people who must do the work should

develop the plan.

Forgetting something is one of the top 12 causes of

project management.


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NATURE OF PROJECTS

Projects often involve many different disciplines to

do the work.

Consider a simple home-building project

Projects have various phases.

Principle: The nature of a project changes at each

phase in its life cycle.


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Fig. 7 The Typical Project Life Cycle


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Fig. 8 Life-Cycle Model for Projects


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HOW DO YOU DEFINE SUCCESS?

There are projects that meet all the P, C, T, and S

targets and are considered failures, and vice

versa.

Principle: The only truly successful project is the one

that delivers what is supposed to, gets results, and

meets stakeholder expectations.


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HOW DO YOU DEFINE SUCCESS?

Fig. 9 Expectations, Deliverables, and Results


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THE PROJECT MANAGEMENT SYSTEM

There are 7

components that

make up a proper

management

system

Fig. 9 A Project Management System


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Human Component:

Projects are people!

Principal: Projects seldom fail because of tools. They

fail because of people!

Culture:

Projects are becoming more global in nature


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Methods:

The tools used to manage projects

Scheduling methods, earned value analysis, work

breakdown structure, and so on.

Organization:

How the company is organized? A common complaint from project managers is to have

a lot of responsibilities, but very little authority.


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Control:

the entire reason for managing project is to make sure

you get the results desired by the organization.

comparing where you are to where you are supposedto be, so corrective action can be taken.

If you have no plan, you have no control


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Planning:

Define project

Pick strategy

Schedule work

Information:

Historical

Current (cost, progress, quality)


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PROJECT MANAGEMENT AND ISO 9000

In ISO:

organizations are required to document their processes

and procedures so that everyone does them the same

way. ISO compliance supports the implementation of project

management disciplines and controls.


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PROJECT MANAGEMENT AND SIX SIGMA

Six Sigma

Is a philosophy dealing

with acceptable errors

in processes or

products.

Project management

offers tools to help

achieve Six-Sigma

performance targets. Fig. 10 Conformance to Requirements


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THE LEWIS METHOD OF MANAGING

PROJECTS

Does one approach works for all projects?

Yes, the project management is a disciplined way of

thinking about how a job will be done?

Principle: The thought process can be applied to anyproject, regardless of type or size.

o What differs is the tools used, you need to choose.


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An Overview of the Lewis Method

Method contains five phases:

Definition

Planning strategy

Implementation planning

Execution and Control

Lessons learned (Closeout phase)


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Thank You

Chapter 1- An Introduction to Project Management- Emad

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