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FUNCTIONAL  ADMINISTRATIONChapter 30 – Fundamentals of Project            Management
Chapter 30            Project ManagementIt is the planning scheduling and controlling ofproject activities to meet project...
Chapter 30          The Project ObjectivesPerformance : The quality of work being doneCost : The cost of project work, dir...
Chapter 30                      PlanningTasks involved in :  Estimation (how long and how much cost?)  Resource allocation...
Chapter 30     Strategic versus tactical planningA tactic  It is similar to using the right approach to solve the  wrong p...
Chapter 30Critical Path Method (CPM) and Performance   Evaluation and Review Technique (PERT)The pert method makes use of ...
Chapter 30Both CPM and PERT determine the locationof the critical path and thus govern how earlythe project can be complet...
Chapter 30   Achieving team member self-controlThe only way that a project can be undercontrol is to have every member of ...
Chapter 30Five basic conditions for achieving self control              of Team Members Clarify for every team member what...
Chapter 30Provide direct feedback of performance toeach worker. If feedback is given in someroundabout way, workers cannot...
Chapter 30              Getting OrganizedDecide what must be done, using work breakdownstructure, problem definitions, and...
Chapter 30                 Team IssuesTeam must grapple with four essential issues :  Clarifying mission, goals and object...
Chapter 30Conflict between Individual Goals and the              Team’s MissionTeam members are most committed to a teamwh...
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Fundamental of Project Management

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In this presentation, we will discuss about the fundamental concept of project management, its objectives, planning procedure, review methods like CPM and PERT. We will also talk about basic conditions for achieving self control of team members, team issues, conflict and conflict reconciliation.
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Fundamental of Project Management

  1. 1. FUNCTIONAL ADMINISTRATIONChapter 30 – Fundamentals of Project Management
  2. 2. Chapter 30 Project ManagementIt is the planning scheduling and controlling ofproject activities to meet project objectivesThe major objectives that must be metinclude performance, cost, scope and timegoalsAn administration manager is always a keymember in any project of an organization
  3. 3. Chapter 30 The Project ObjectivesPerformance : The quality of work being doneCost : The cost of project work, directlyrelated to the human and physical resourcesappliedTime : The schedule that must be metScope : The magnitude of the work to beperformed
  4. 4. Chapter 30 PlanningTasks involved in : Estimation (how long and how much cost?) Resource allocation (who will do it?) Work identification ( what must be done?)
  5. 5. Chapter 30 Strategic versus tactical planningA tactic It is similar to using the right approach to solve the wrong problem It is expedient for achieving goalA strategy It is the approach being used to do the job ‘Plan of action’ is the resultant outcome from the practice of strategy
  6. 6. Chapter 30Critical Path Method (CPM) and Performance Evaluation and Review Technique (PERT)The pert method makes use of probabilitytechniques, and allows you to calculate theprobability that an activity will be completed by acertain timeThe main advantage of using CPM or PERT is thatthey allow you to predict if it is possible to meet animportant project completion date and when varioustasks must be finished in order to meet that deadline Cont…………
  7. 7. Chapter 30Both CPM and PERT determine the locationof the critical path and thus govern how earlythe project can be completedThe critical path is the longest path through aproject network and determines the earliestdate on which work can be completed
  8. 8. Chapter 30 Achieving team member self-controlThe only way that a project can be undercontrol is to have every member of the projectteam in control of his or her own workA project manager can achieve control at themacro level only if control is achieved at themicro level
  9. 9. Chapter 30Five basic conditions for achieving self control of Team Members Clarify for every team member what her objective is. Note the difference between tasks and objectives Have each worker prepare a personal plan for doing the required work Ensure that all workers have the skills and resources needed for the job. Some workers may require training if they lack the necessary skills Cont…………
  10. 10. Chapter 30Provide direct feedback of performance toeach worker. If feedback is given in someroundabout way, workers cannot exerciseself-controlDefine clearly for each individual her authorityto take corrective action when there is adeviation from plan
  11. 11. Chapter 30 Getting OrganizedDecide what must be done, using work breakdownstructure, problem definitions, and other planningtoolsDetermine the staffing required to accomplish thetasksRecruit potential and right type of members for theproject teamComplete your project plan through the participationof team members
  12. 12. Chapter 30 Team IssuesTeam must grapple with four essential issues : Clarifying mission, goals and objectives Defining roles and responsibilities Working out procedures Managing interpersonal relationships
  13. 13. Chapter 30Conflict between Individual Goals and the Team’s MissionTeam members are most committed to a teamwhen their individual needs are being metA manager should try to help individual membersachieve their personal goals while also achievingteam goals, the team leader needs to bring hiddenagendas into the open so that the individual can beassisted in achieving his goalA person may occasionally have a goal that runs socounter to the team’s goals that no reconciliation ispossible
  14. 14. “Like” us on Facebook:  p // /http://www.facebook.com/welearnindia “Follow” us on Twitter:http://twitter.com/WeLearnIndiahttp://twitter com/WeLearnIndiaWatch informative videos on Youtube: http://www.youtube.com/WelingkarDLP

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