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Project Management Overview
The document provides an overview of project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. It discusses project characteristics, examples of IT and non-IT projects, and compares projects to operations. The document also covers the project management triangle, stakeholders, the need for projects, project constraints, and the roles and responsibilities of a project manager. Finally, it discusses project environments, organizations, and compares functional, matrix and projectized organizational structures.
Project Management Overview
- 1. Project Management Overview Institute of Information Technology, Quaid-i-Azam University Islamabad Lecture # 1 INAM-ULLAH PMP, Diploma in Project Mgmt., Masters in Comp Science , Executive-MBA Manager Projects & Products AdvOSS Inc.
- 2. What is Project? "A project is a temporary endeavor undertaken to create a unique product or service“ Project Characteristics Temporary ( Start & End Date ) Unique Product 0r Service Cost Requirements/Work to be done Examples Construction of Dam Building Car Manufacturing Plant Building a Hospital Developing a Software for Accounting/Finance
- 3. Non-IT Projects Examples Pakistan National Monument Started : May 25, 2004 Completed: March 23, 2007 Devp By: Universal Corporation Private LTD. project cost : Rs.456 million Pakistan Motorway (M-2 Segment) Length: 367 km Direction: North-South Start: Lahore Primary destinations Faisalabad, Sargodha, Rawalpindi End: Islamabad Construction dates : 1992 – 1997 COST: Rs. 28 billion (as per PC I)
- 4. IT Projects Example Codename Longhorn, Start: May 2001 Originally expected to ship: Sometime late in 2003 Developers were also re-tasked to build updates to Windows XP and Windows Server 2003 to strengthen security Faced with ongoing delays and concerns about feature creep, Microsoft announced on August 27, 2004 that it had revised its plans Completed: January 30, 2007 Cost : 6 billion dollars to develop
- 5. What is anOperation? Ongoing /Repetitive Task Need resources i.e. people, time, money Performed by the people/machines Examples Daily Bath /Shave Breakfast Product ion of CARS Treating the Patients Customer Support Treating & Greeting Customers at Hotel Cleaning House.
- 6. Project vs. Operations? Bothare performed by people Need resources ( Man, Material , Machine) Time ,Money ($) Project is Temporary Activity Operation is continuous/repetitive Activity Project has Unique Output Operation May not have a unique Output
- 7. Need for theProject? Customer Request Strategic Objective/Goal Technological Change Operational Efficiency Serving the under served Market
- 8. Project Constraints -Project Triangle “Triple Constraint” Time Cost Quality Scope
- 9. Project Stakeholders Anyone whoaffects/ gets affected by the project Positively or negatively Stakeholder Identification is Key Responsibility of Project Team Failing to Identify the key Stakeholder and its effects on the project may lead to project failure Examples Project Team & Project Manager Legal Authorities Social Agencies Environmental Organizations Customer Funding Agency Project Performing Organization Top Management
- 10. Project Stakeholders Stakeholders Identification Determinationof Stakeholders Requirements Determination of Stakeholders Expectations Communicating with Stakeholders Managing Stakeholders Influence
- 11. Who Is Responsible? Everyone Who has Stakes in the Project is Responsible for its success or failure. CEO of Project Performing Organization PM and Project Team Funding Agency Customer Everyone …
- 12. Project Management? Application ofKnowledge, Skills , Tools and Techniques to achieve the project objectives Discipline of Organizing ,Planning, Executing and Controlling Is Science or an Art ? What's Required for Effective Project Management? Project Management Skills Domain Knowledge Leadership Skills Interpersonal Skills Knowledge of Project Environment
- 13. What is Program& Portfolio? Program Program groups related projects Done for the better coordinated management of projects For the purpose of achieving benefits that can not be achieved by managing projects individually Economy of Scale Portfolio For the Strategic Purpose Groups Programs and Projects
- 14. Project vs. Programvs. Portfolio
- 15. Project Management Office(PMO) Centralized Project Management Office/Home of the Project Managers Projects Policies and Direction Organization wide procedures and Policies Project Lessons Learned Archives Project Managers are assigned to the Projects by the PMO
- 16. Role of ProjectManager Task Management Roles & Responsibility Attaining team objectives Planning work Allocating resources Defining tasks Assigning responsibility Controlling and monitoring quality Scrutinizing progress Checking performance Team Management Roles & Responsibility Appointing secondary leaders Building and upholding team sprit Setting standards and maintaining regulation Training the team Setting up systems to facilitate communication with the team Developing work methods to craft team function cohesiveness
- 17. PM Roles Continued….. IndividualsManagement Roles & Responsibility Developing the individual Balancing team needs and task needs Balancing team needs and individual needs Performance appreciation and rewards Helping with other team members personal problems Stakeholders Management Roles & Responsibility Identifying stakeholders Determining their requirements Determining their expectations Communicating with the Stakeholders Managing their influences on Project
- 18. Project Environment Cultural andSocial Environment Economic Demographics Culture Ethical Educational Ethnic Religious International and Political Environment Political Climate Local, International and Regional Laws Time Zones Differences National/Local/Religious Holidays Physical Environment Physical Surroundings Local Ecology & Physical Geography
- 19. Project Organizations Type of the Project Organizations 1. Functional Organization 2. Matrix Organization 3. Projectized Organization
- 20. Functional Organization Grouped byFunctions e.g. Manufacturing/Operation/Engineering, Finance , HR and Marketing Departments etc.. Each Department is lead by Functional Manager Power rests with Functional Manager
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- 22. Pure Project/Projectized Organization Organized by the Project Dedicated Project Team Power rests with Project Manager
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- 24. Matrix Organization Balance betweenthe two extreme Project Manager has more power compared to Functional Three Types Strong Matrix Power rest with PM Balanced Matrix Power is balanced b/w PM & FM Weak Matrix Balance of power rests Functional Manager
- 25. Matrix Organization Variants Weak Matrix Balanced Matrix Strong Matrix
- 26. Project Organizations Comparison Functional Matrix Projectized Advantages •Specialized •Improved PM Control •Absolute Power with PM Knowledge over Resources •Project Team is Loyal to the •Project Team has •More Support from Project Home Functional Departments •Dedicated Project •Report to one Boss •Better Resource Resources •Easier Management Management of Professionals •Better Coordination •Improved Horizontal & Vertical Information Distribution Disadvantages •People put more •More than one boss •Inefficient Resource Emphasis on •More Complex Management Functional Expertise •Resource Contentions •No Home for the Project •No career path in PM •Extensive Policies and Team •Functional Procedures needed •Team Layoffs after Project Paradoxes