Lecture 1 - What is PM

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What is Project Management?

Project Management Unit, Lecture 1


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What is a project?

A project is a complex, non-routine, one-time effort limitedby time, budget, resources, and performance specificationdesigned to meet specific needs. Examples include construction of a chemistry department building,

holding a teacher development workshop, creating a new French

dining experience Projects generally have a particular set of characteristics in

common

A clearly stated objective

A specific life span with beginning and end

Multiple departments or people working together

Usually something that has never been done before

Must be done within specific time, cost and performancerequirements


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Project Characteristics

A clearly stated objective The scope / goals should be well constrained and definitive,

providing a singular purpose for the project

A specific life span with beginning and end

The project life-cycle phases include design, development,

fabrication, testing and operation

Multiple departments or people working together Includes people with different expertise working as a team,

coordinating their effort to address the project needs

Usually something that has never been done before

The effort associated with a project is non-routine and, to a greater orlesser extent, has unique features

Specific time, cost and performance requirements

Constraints drive accountability and can force trade-offs


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Two End Points in a Project

InspirationOperation

A miracle occurs

How does this miracle occur??


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Why manage a project?

Accomplish objectives of project within constraints Balancing trade-offs between time, cost and performance

These three constraints can be mutually exclusive

An effective balance is necessary for project success

Anticipating, identifying and handling the unexpected Unexpected events will happen throughout a project (Murphys Law)

Risk planning is an essential component to project management

Taking into account unique project features

As project complexity increases coordination and risk also increase New technology development is usually associated with increased

risk and complexity


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Basic Management Structures

Management structured along functional units Tasks are allocated across and managed within existing

functional units (i.e. engineering, manufacturing)

Dedicated project team structure

Create independent team composed of specialists to focusexclusively on project

Matrix structure with project team members drawnfrom functional units

Hybrid form where horizontal project management isoverlaid across functional units

Staff are members of both the project team and functionunits


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Management Structure Issues

Functional management structure Maximum flexibility in staff use

Slow response due to communication difficulty

Appropriate for simple or organizations with few projects

Project team management structure

Maximum cohesion and focus provides fast response

Resistance to outsiders and constrained staff expertise

Appropriate for complex or organizations with many projects

Matrix management structure

Improved staff flexibility and team cohesion Potential management conflicts where team participants have

multiple bosses

Effective in many instances


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Culture Affects Management

System of shared beliefs, values & assumptions There are 10 primary characteristics

1. Identify with organization as whole rather than individual job or field

2. Activities organized around groups rather than individuals

3. Decisions take into account outcomes on people in organization4. Units coordinate operations or are independent

5. Degree that rules & policies oversee and control behavior

6. Degree people encouraged to be innovative and risk seeking

7. Rewards based upon performance or factors not related to performance

8. Degree that conflicts and criticisms are aired openly

9. Decisions based upon outcomes or means to achieve those results

10. Degree that external environment changes are taken into account


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Culture Supportive of Project Management

Figure from Project Management by Gray and Larson

Not at either extreme Balance needs of task

and people

Balance means & ends

Working in teams

Identifying with theoverall organization

High risk and conflicttolerance

Loose control

Performance basedrewards


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Choice of Management Structure

The form and details of the project management structure arehighly dependent upon organization culture

Cultures that encourage cooperation, risk taking and istolerant of conflicts

Need less formal authority and fewer dedicated resources

Weaker project management structure can be effective Functional matrix structure can be used

Cultures that inhibit collaboration, is risk adverse, and haslow conflict tolerance

Need stronger authority and more dedicated resources to overcomedifficulties

Project manager needs central authority & command of resources

Dedicated project team structure is needed


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Project Team Leadership

Good project managers need to not only cope with thelogistical & technical complexities, but be able to lead theteam through the uncertainties and changes that will occurduring the project

Understand who the project stakeholders are and their

points of view concerning the project. Be able to establish influential relationships with team

members and stakeholders.

Lead by example to show others how to act and respond to

project related issues. Exercise influence in a manner that builds and sustains the

trust of others.


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Stakeholders

People inside & outsideof the project havedifferent views

Success criteria

Needs from project

Contributions to project

It is necessary to identifyall the stakeholders andunderstand theirviewpointFigure from Project Management by Gray and Larson


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Establishing Influence

In the real world actions by individuals almost always cannot be commanded.

Influence is a non-monetary currency that can be traded and

used to affect action (i.e. quid pro quo).

A good leader will naturally build influential relationshipswith all stakeholders.

Providing resources, assistance, cooperation, information

Acknowledging accomplishments, providing visibility

Inspiring others with a vision, with standards of excellence and

ethical behavior

Listening to others issues, providing friendship & emotional backing

Sharing tasks, letting others have ownership, expressing appreciation


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Lead by Example

By her own actions, a projectmanager will demonstrate toothers how they should workon a project.

Performance

Ethics Priorities

Cooperation

Problem solving

Urgency

Setting the example alsoestablishes competency and

builds trust Figure from Project Management by Gray and Larson


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Stages of Team Development

Forming: Get acquainted stage when ground rules, roles andinterpersonal relations are established

Storming: Conflict stage when group control, decision

making, group & project constraints are contested

Norming: Stage when close relationships develop and thegroup demonstrates cohesiveness

Performing: Established expectations of how to work

together and the group begins channeling energy into

achieving project goals Adjourning: Attention is focus on completing the project

and could include conflicting emotions


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Building a Project Team

Early on establish ground rules such as the following How will the project be planned? What will be the specific roles and responsibilities?

How will progress be assessed and tracked?

How will project changes be documented and instituted?

How, when and where will meetings be scheduled and run? Conduct project meetings that are regular, crisp, have a focused

agenda and are time constrained

Establish a team identify and create a shared vision

Facilitate group decisions by identifying underlying problems,generating alternate solutions, fostering a consensus andfollowing-up on solution implementation

Accepting, managing and encouraging functional conflict


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Project Team Pitfalls

Project teams and managers need to be aware ofvarious pitfalls that can lead to poor decisions.

A team can become convinced that its decisions areinfallible.

Fail to examine alternate solutions and problemsthat might arise from the current plan.

Stereotype outsiders negatively so that externalconcerns, issues or solutions remain unconsidered.

Opposition by a member to a particular direction orsolution might be repressed by the team.


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References

Project Management The Managerial Process

by Clifford F. Gray and Erik W. Larson, 2nd

Edition, Published by McGraw-Hill / Irwin,

1221 Avenue of the Americas, New York, NT,10020, 2003

Lecture 1 - What is PM

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Transcript of Lecture 1 - What is PM