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CHAPTER 1

INTRODUCTION TO

PROJECT MANAGEMENT

Prepared by: Dr. Maria Elisa Linda T. Cruz

CHAPTER 1.

INTRODUCTION TO

PROJECT MANAGEMENT

Prepared by:

Dr. Maria Elisa Linda T. Cruz

Chapter 1. Topics

1.1 The Definition of a “Project”

1.2 Why Project Management?

1.3 The Project Life Cycle

1.4 Project Management and the

Project Manager

1.5 Selecting the Project Manager

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Course Unit Instructional Outcomes

At the end of the class, the students should be able to:

1. Define a Project.

2. Discuss the characteristics of a Project.

3. Discuss the objectives of a Project.

4. Differentiate Project from Work.

5. Differentiate Project from Project Management.

Course Unit Instructional Outcomes

At the end of the class, the students should be able to:

6. Discuss what is Scope Creep.

7. Describe the Project Life Cycle.

8. Discuss the unique nature of Project Management.

9. Discuss the difference between a Functional Manager and Project Manager.

10. Discuss the roles and responsibilities of a Project Manager.

11. Discuss how Project Managers are selected.

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Examples of Projects

Examples of Projects

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Examples of Projects

Examples of Projects

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Examples of Projects

Examples of Projects

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Examples of Projects

Examples of Projects

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Burj Khalifa Project

The Burj Khalifa is the tallest ever built

man-made structure

This tower rises in the sky to 828 meters

carrying 162 floors

The Burj took 6 years for its construction

and was completed in the year 2010.

For erecting this city in the sky, several

new technologies had to be used.

Burj Khalifa Project

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The Definition of a “Project”

A temporary endeavor undertaken to create

a unique product or service. (PMI, 2004)

A specific, finite task to be accomplished

A project is a unique endeavor undertaken

to achieve planned objectives, which could

be defined in terms of outputs, outcomes or

benefits.

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Must make a distinction between terms:

Program - an exceptionally large, long-range objective that is broken down into a set of projects

Task - set of activities comprising a project

Work Packages - division of tasks

Work Units - division of work packages

Characteristics of a Project

Have a justified importance

Have a supported performance

Have a well-defined set of desired end results.

Have a life cycle with finite due date

Interdependencies

Uniqueness

Resources

Conflict

A project or not?

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Importance

The most crucial attribute of a project is that it must

be important enough in the eyes of senior

management to justify setting up a special

organization unit outside the routine structure or the

organization.

Performance

One-time activity with a well-defined set of

desired end results.

It can be divided into subtasks that must be

accomplished in order to achieve the project

goals.

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Life Cycle

Like organic entities, projects have life cycles

From a slow beginning they progress to

buildup of size, then peak, begin a decline and

finally terminated.

Interdependencies

Projects interact with other projects being

carried out simultaneously by their parent

organization

Projects always interact with the

parent organization’s standard,

ongoing operations.

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Uniqueness

Every project has some elements that are

unique.

No two construction or R & D are precisely

alike.

Resources

Projects have limited budget, both

personnel as well as other resources.

Often the budget is implied rather than

detailed, particularly concerning

personnel, but it is strictly limited.

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Conflict

More than most managers, the PM lives in a world characterized by conflict.

Projects compete with functional departments for resources and personnel.

The four parties-at-interest or stakeholders (client, parent organization, project team and the public).

Are there non-projects and quasi

projects?

NON-PROJECTS

Activities that are all routine. Tasks that are

performed over and over again.

Examples: production of weekly employment

reports, the delivery of mail, checking your

email.

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Are there non-projects and quasi

projects?

QUASI PROJECTS

Led by the demands of the information technology/systems departments, project management is now being extended into areas where the final performance (or “scope”) requirements may not be understood, the time deadline unknown, and/or the budget undetermined.

Examples: prototyping, phase gating

QUASI PROJECT

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Class Activities 1 and 2 Discussion

Both projects and work/operations are

carried out by people, both require

planning, both require management,

and both are constrained by a fixed

amount of budget, resources, and

timelines.

Some Examples to Differentiate

• Organizing files of your supervisor is a work;

establishing a filing system could be a small project

• Issue an announcement for a course is a work;

developing a marketing campaign is a project

• Registering in a conference is a work; organizing a

conference is a project

• Collecting feedback from an event participants is a

work; drafting a feedback form is a

work; establishing a feedback system is a project

Reference: http://blog.sukad.com/20120909/project-versus-task/

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Objectives of a Project

Project Objectives:

Performance

Time

Cost

Expectations of clients

inherent part of the

project specifications

Objectives of a Project

3 Project Objectives:

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What is SCOPE CREEP?

“Expectations of the client sometimes tend to

increase as the project increases”.

Scope Creep is when a change – an update or

addition – to the whole or even part of the project

has been requested when the project is already

underway. The change may come from your client,

co-worker, or customer – normally whoever

requested the project.

Reference: www.teamgantt.com/blog/scope-creep-the-two-dirtiest-words-in-project-

management/

What is the best way to prevent

SCOPE CREEP?

CUSTOMER PROJECT

MANAGER

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Project Management: A Working Definition

Project Management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.

Project Management:

The science and art of solving the problem within predetermined time and resource parameters

Reference: https://www.apm.org.uk/WhatIsPM

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Trends in Project Management

Many developments and interests in project management are being driven by quickly changing markets, technology and education.

Computer and Telecommunications Technology

New tools are being developed for different types of projects

More and more products are have led to initiating more projects

Trends in Project Management

Achieving Strategic Goals

Achieving Routine Goals

Improving Project Effectiveness

Virtual Projects

Quasi Projects

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Project Management has

emerged because of the

characteristics of our

contemporary society demand

the development of new

methods of management.

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Of the many forces involved, 3 are

paramount:

1. The exponential expansion of human knowledge

2. The growing demand for a broad range of

complex, sophisticated, customized goods and

services

3. The evolution of worldwide competitive markets

for the production and consumption of goods

and services

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Why Project Management?

The basic purpose for initiating a project is to

accomplish specific goals.

To focus the responsibility and authority for the

attainment of the goals on an individual or

small group.

Why Project Management?

It allows the manager to be

responsive:

1. The client and the environment;

2. Identify and correct problems at

an early date;

3. Make timely decisions about

trade-offs between conflicting

project goals;

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Why Project Management?

4. Ensure that managers of the

separate tasks that comprise

the project do not optimize

the performance of their

individual tasks at the

expense of the total

project.

The Project Life Cycle

Most projects go through similar stages on the

path from origin to completion.

The project is born (its start-up phase).

Definition Planning Implementation Delivery

Level of

eff

ort

1. Goals

2. Specifications

3. Scope

4. Responsibilities

5. Teams

1. WBS

2. Budgets

3. Resources

4. Risks

5. Schedule

1. Status reports

2. Change Orders

3. Quality Audits

4. Contingencies

1. Train user

2. Transfer documents

3. Release resources

4. Reassign staff

5. Lessons learned

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The Project Life Cycle

Stages of a Conventional Project:

Slow beginning

Buildup of size

Peak

Begin a decline

Termination

Project Management Steps

1. Project Conception

2. Project Selection

3. Project Organization

4. Project Planning

5. Project Monitoring

6. Project Control

7. Project Evaluation

8. Project Termination Time distribution of project effort is

characterized by slow-rapid-slow

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The Project Manager

Project Manager

The Project Manager 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 produces

in a timely, cost-effective manner.

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Project Management and

the Project Manager

The Functional Manager vs. The Project Manager

Functional managers are usually specialists, analytically

oriented and they know the details of each operation for

which they are responsible

Project managers must be generalists that can oversee

many functional areas and have the ability to put the

pieces of a task together to form a coherent whole

Project Management and the

Project Manager

The Functional Manager

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Project Management and the

Project Manager

The Project Manager

Project Management and the

Project Manager

The Functional Manager

Analytical Approach

Direct, Technical Supervisor

The Project Manager

Systems Approach

Facilitator and Generalist

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Project Management and the

Project Manager

Three major questions face the project manager:

1. What needs to be done?

2. When must it be done?

3. How are the resources required to do this job

going to be obtained?

Project manager is responsible for organizing,

staffing, budgeting, directing, planning, and

controlling the project.

Responsibilities of a Project Manager

Responsibility to the Parent Organization

Responsibility to the Client

Responsibility to the Team Members

Above all, the Project Manager must never

allow senior management to be surprised

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Responsibilities to the Parent Organization

Conservation of resources

Timely and accurate project communications

Careful, competent management of the

project

Protect the firm from high risk

Accurate reporting of project status with

regard to budget and schedule

Responsibilities of the Project Manager

Responsibility to the Client

Preserve integrity of project and client

Resolve conflict among interested parties

Ensure performance, budgets, and deadlines are

met

Responsibility to project team members

Fairness, respect, honesty

Concern for members’ future after project

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Project Management Career Paths

Most Project Managers get their training in one or

more of three ways:

On-the-job

Project management seminars and workshops

Active participation in the programs of the local

chapters of the Project Management Institute

Formal education in degreed programs

Career Path for the Project Manager

Starts with work (not as manager) on a small project

Moves on to larger projects

Moves on to a project engineer or deputy project manager

Project manager for a small project

Moves on to larger projects

May manage a “megaproject”

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Abilities Needed For Effective Project

Management

Ability to resolve conflicts

Creativity and flexibility

Ability to adjust to change

Good planning skills

Negotiation skills

Selection of a Project Manager

Credibility 1. Technical credibility

2. Administrative credibility

Sensitivity to political issues and interpersonal conflict

Leadership, style, and ethics Only project manager has the view of the entire

project to provide the necessary leadership

Most effective overall style is participative

Another aspect of leadership is a strong sense of ethics

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Chapter 1.

Introduction to Project Management