Introduction to Project Management
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Transcript of Introduction to Project Management
Road Map
• Module Overview
• Appreciating Project Management
• Project Life Cycle
• Project Management Profession
Module Aims
• Knowledge of traditional and contemporary approaches to PM.
• Knowledge of the major/applied tools and techniques for managing project phases and processes.
• Critically analyse project situations and the pluralistic nature of projects and project management.
• Understand and analyse the project’s context, potential dynamics and challenges.
Appreciating Project Management
What projects have you seen (either worked on or observed)?
What challenges do project managers have to overcome?
Out of C
lass Acti
vity : I
ndividual or P
airs
Project Management is …
http://www.projectmanagement.tas.gov.au/o_pubs/cartoon/cartoon_menu.htm
Draw a cartoon of the perfect project manager – show the skills as well as personality characteristics they must deploy
Characteristics of a Project
• Execute a task
• Lead to a defined outcome / deliverable
• Temporary / limited duration
• Different people / skills using resources
What is a project?
“An endeavour in which human, material and financial resources are organised in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to achieve beneficial change defined by qualitative and quantitative objectives.”
J Rodney Turner
Objectives of a Project
Dimension
Efficiency Completed on time to budget.
Impact on customer Meets functional specifications. Customer satisfaction.
Business success Providing the sales, income, profits expected? Impact of new processes on the organisation.
Preparing forfuture
Helped prepare the organisation for the future
Based on Shenhar et al (1997) in Boddy (2002) p. 15
Seven Domains of Project Management
Sponsorship
BenefitScheduleUrgency
Context
PoliticalSocio-Economic
Environment
People
LeadershipManagement
Influence
PROJECT DRIVERS
Organisation
StrategyRoles
Resources
Systems
PlanningControlQuality
Definition
ObjectivesScope
Attitudes
VisionCommitment
Support
Pressures Resistance
Internal to Organisation
External to Organisation
Turner 1999 p.70
Boddy (2002)
Dia
gnosi
ng t
he c
hange
Threats Opportunities
Core Senior management pressurePenalty of failure severeHeavy responsibility
Career visibilityRewards of successResources allocated
Novel Failure to find solutionCost & time over-runSomeone gets there firstResources underestimated
Boost to careerTrack recordLoose budgetResult hard to compare
Rapid Pressure for quick resultsCorner cuttingIndirect aspects ill considered
Loose budgetNew job soon
Controversial
Differences hard to manageInformation distortedSignificant resistance
More credit for successBacking from winning side
Boddy (2002) p. 21
Also ….
Dimension
Efficiency Completed on time to budget.
Impact on customer Meets functional specifications. Customer satisfaction.
Business success Providing the sales, income, profits expected? Impact of new processes on the organisation.
Preparing forfuture
Helped prepare the organisation for the future
Based on Shenhar et al (1997) in Boddy (2002) p. 15
ControversySenior stance
Changing Goals
Other changes
SpeedOutside Links
Core NovelFEATURES
Managing A
Project
Technology
CONTEXT
BusinessProcesses
Structure
PowerCulture
People
Resources
Managing a StableSystem
Managing a Project
Task Familiar Unfamiliar
Staff Full-time, permanent Part-time, temporary
Roles & duties Established patterns Uncertain, variable
Culture Role or power Task
Working relationships Established cooperation
Negotiable
Authority Clear, reflects position Ambiguous, little direct
Coordination Hierarchical Networking, matrix
Information sources Established, routine New, uncertain
Momentum Maintained by system Threatened by system
Boddy (2002) p. 7
Project Management Success
Project Success
Project as a Conversion Process
ProjectProject Output:Satisfied need
Input:Want / need
ConstraintsFinancial, legal,ethical, environmental,Logic, activation, time, quality, indirect effects
Mechanisms:People, Knowledge & expertiseCapital, tools & techniquestechnology
Maylor 2003 p.26
Out of C
lass Acti
vity : I
ndividual or P
airs
Project as a Conversion Process
ProjectProject Output:
How will you know you have done a good job?
Input:
Personal motivation(s)for the course
ConstraintsWhat else must you do?
What else do you want to do?What rules & regulations must you follow?
Mechanisms:What must you do to deliver the output?
How do you learn?What resources (inc. people) can you call upon?
The Definition of a “Project”
– Programme - an exceptionally large, long-range objective that is broken down into a set of projects
– Project
– Product / Deliverable – corner stone to understanding what we have to deliver
– Work Packages - division of product focused on one element of the product
– Task - division of work packages focused on specific activity
The Project Life Cycle
• Stages of a Conventional Project:
– Slow beginning– Buildup of size– Peak– Begin a decline– Termination
Project Lifecycles
Definition PlanningImplement /
ExecutionDelivery/ Closure
Time
Initiating Processes
Planning Processes
Controlling Processes
Executing Processes
Closing Processes
Four phases of project management
Phase Key issues Fundamental questions
Definition Project & organisational strategy, goal definition
What is to be done?Why is it to be done?
Planning Modelling and planning, estimating, resource analysis, conflict resolution & justification
How will it be done?Who will be involved in each part?When can it start and finish?
Implement the project (do it!)
Organisation, control, leadership, decision making and problem solving
How should the project be managed on a day-to-day basis?
Delivery / Closure
Assessment of process and outcomes of the project, evaluation, changes for the future
How can the process be continually improved?
Adapted from Maylor 2003 p.28
Different Perspectives
Task perspective Organising perspective
http://www.brandingmagazine.com/2013/12/19/jeep-see-whatever-want-see/Accessed 30th June 2014
Task Perspective
Outside Protected area
Protected area
Start End
Plan Deliverable
Execution
Risks Stakeholders
Source: Andersen (2008) p. 5
Task PerspectiveFocus
• Clear goals defined
• Detailed plan of the work to be done
• Iron triangle
Logic
• Economic man
– self interest, – rational & – informed
Organisational Perspective
Start End
Mission, goals Deliverables
Project
Threats / OpportunitiesStakeholders
Base organisation (seeking value creation)
Time
Time
Source: Andersen (2008) p. 11
Organisation PerspectiveFocus
• Temporary
• Detailed plan of the work to be done
• Iron triangle
Logic
• Economic man
– self interest, – rational & – informed
Other perspectives
Learning / research
Stakeholders
Essential Reading
• PMI (2000) A Guide to the Project Management Institute Body of Knowledge Chapter 3
• Randolph W.A. & Posner B.Z. (1988) ‘What Every Manager Needs to Know About Project Management’ Sloan Management Review Summer 1988
