The document summarizes chapter 1 of the textbook "Project Management: A Managerial Approach 4/e". It discusses the key forces driving the emergence of project management as a field, including expanding human knowledge, demand for complex products/services, and global competition. Project management aims to deliver projects on time, on budget, and according to specifications. Projects typically follow a lifecycle from a slow start to peak activity and completion. The textbook is structured around the three main phases of a project lifecycle: initiation, implementation, and termination.
Marketing Management Business Plan_My Sweet Creations
Project Management Textbook
1. Project Management:
A Managerial Approach 4/e
By Jack R. Meredith and Samuel J. Mantel, Jr.
Published by John Wiley & Sons, Inc.
Presentation prepared by RTBM WebGroup
3. Projects in Contemporary
Organizations
Project Management has emerged
because the characteristics of our turn-of-
the-century society demands the
development of new methods of
management
Many forces have fostered the emergence
and expansion of Project Management
Chapter 1-1
4. Forces Of Project
Management
3 Paramount Forces driving Project
Management:
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
All 3 forces combine to mandate the use of
teams to solve problems that used to be
solvable by individuals
Chapter 1-2
5. Objectives of a Project
3 Project Objectives:
Performance
Time
Cost
Expectations of clients are not an
additional target, but an inherent part of
the project specifications
Chapter 1-3
7. The Professionalism of
Project Management
Complexity of problems facing the project manager
Growth in number of project oriented organizations
The Project Management Institute (PMI) was established in
1969
By 1990 it had 7,500 members
5 years later, over 17,000 members
And by 1998, it had exploded to over 44,000 members
This exponential growth is indicative of the rapid growth
in the use of projects
Also reflects the importance of PMI as a force in the
development of project management as a profession
Chapter 1-5
9. Recent Changes in
Managing Organizations
The process of managing organizations has been
impacted by three revolutionary changes
1. Accelerating replacement of traditional,
hierarchical management by participatory
management
2. Currently witnessing the adoption of the “systems
approach” (sometimes called “systems engineering”)
3. Organizations establishing projects as the
preferred way to accomplish the many specific
changes that must be made when the organization
attempts to alter its strategy
Chapter 1-7
10. The Definition of a
“Project”
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
In the broadest sense, a project is a specific,
finite task to be accomplished
Chapter 1-8
16. The Project Life Cycle
Time distribution of project effort is characterized by
slow-rapid-slow
Chapter 1-14
17. The Project Life Cycle
Other projects also exist which do not
follow the conventional project life cycle
These projects are comprised of subunits
that have little use as a stand alone unit,
yet become useful when put together
Chapter 1-15
18. The Project Life Cycle
Unlike the more conventional life cycle, continued inputs of effort at
the end of the project produce significant gains in returns
Chapter 1-16
19. The Project Life Cycle
It is essential for the Project Manager to
understand the characteristics of the life
cycle curve for his project
The distinction between the two life cycles
plays a critical role in the development of
budgets and schedules for the project
Chapter 1-17
20. The Project Life Cycle
Risk during project life cycle
With most projects there is some uncertainty
about the ability to meet project goals
Uncertainty of outcome is greatest at the
start of a project
Uncertainty decreases as the project moves
toward completion
Chapter 1-18
21. Risk During Project Life
Cycle
Uncertainty decreases as the project moves toward
completion
Chapter 1-19
22. Textbook Structure
Structure of the text follows the life cycle
of projects
Text divided into 3 main sections:
Part I - Project Initiation
Part II - Project Implementation
Part III - Project Termination
Chapter 1-20
23. Summary
The Project Management Institute (PMI) was
founded in 1969 to foster the growth and
professionalism of project management
Project management is now being recognized as
a valuable “career path” in many organizations,
as well as a way to gain valuable experience
within the organization
Chapter 1-21
24. Summary
The three primary forces behind project
management are:
1. The growing demand for complex,
customized goods and services
2. The exponential expansion of human
knowledge
3. The global production-consumption
environment
Chapter 1-22
25. Summary
The three prime objectives of project
management are:
1. To meet specified performance
2. To do it within specified costs
3. Complete on schedule
Terminology follows in this order:
program, project, task, work package,
work unit
Chapter 1-23
26. Summary
Projects are characterized by a singleness
of purpose, a definite life cycle, complex
interdependencies, some or all unique
elements, and an environment of conflict
Project management, though not
problem-free, is the best way to
accomplish certain goals
Chapter 1-24
27. Summary
Projects often start slow, build up speed
while using considerable resources, and
then slow down as completion nears
This text is organized along the project
life cycle concept:
Project Initiation (Chapters 2-6)
Project Implementation (Chapters 7-11)
Project Termination (Chapters 12-13)
Chapter 1-25