2. Urgent
Non - Urgent
Important
Important
Urgent
Non - Urgent
Non- Important
Non - Important
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3. Problems & Crises
Where we
Non Effective
want to
operate – good
time-
management
Meeting others Watching TV
needs (interruptions
- emails, phone Stay out of this
calls…)
quadrant
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4. Understanding time-management
Help identify problem areas:
• Do you have trouble completing work within allocated deadlines?
• How many interruptions are there each day?
• Do you have a procedure for handling disruptions?
• Do you have a block of interrupted time available?
• How do you handle drop-in visitors and phone calls?
• Do you find it difficult to say no?
• Do you make a list of things to do?
• Does your work have a degree of flexibility?
Kerzner, H. (2006) Project management: a systems approach to planning, scheduling, and controlling. New Jersey: John
Wiley & Sons, Inc.
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5. Understanding project management
A project can be described as an undertaking that
encompasses a set of tasks and activities that:
• Have defined objectives to be completed within certain specifications
• Have defined start and completion dates
• Have funded limits
• Have assigned resources (both human and non-human)
• Are multi-functional (Stage-Gate System)
Kerzner, H. (2006) Project management: a systems approach to planning, scheduling, and controlling. New Jersey: John
Wiley & Sons, Inc.
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6. Understanding project management
‘Project management is the planning, monitoring, and
control of all aspects of a project and the motivation of
all those involved in it to achieve the project objectives
on time and to the specified cost, quality, and performance’
British Standards (BS)6079-1, 2000:5
Two key words:
• Management – planning, monitoring, controlling and motivating
• Successfully – time, cost, quality and performance
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7. PM Triangle (triple constraint)
• Within time
• Within budget
Resources
• Desired level of performance
• Utilizing the assigned resources Performance
effectively and efficiently
• Accepted by all key stakeholders
Good stakeholder relationships
Kerzner, H. (2006) Project management: a systems approach to planning, scheduling, and controlling. New Jersey: John
Wiley & Sons, Inc.
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8. Project proposals
• Stages/Tasks
• Timeframes
• Resources
• Project costs
• Deliverables
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9. Research Proposals
• Research Significance
• Research question
• Aims and objectives
• Research Context
• Research Outputs
• Endnotes and
References
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10. Project planning
Key questions:
• What needs to be achieved and why?
• When should it be done by?
• How will it be done?
• What will be the cost?
Planning documents:
• Activity plan – phases, activities, timescales,
deliverables
• Resource plan – skills required, who will be involved
• Budget plan – costs for all resources
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11. Project planning
Systematic, flexible, disciplined, multi-functional:
• Defining the goal to be achieved in a certain time
• Actions to be taken to achieve the objectives
• Allocating resources (both human and non human)
• Defining the quality of work
• Planning budgets to achieve objectives
• Forecasting (a projection of what might happen)
• Identifying key stakeholders
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12. Project monitoring
Key questions:
• Are we still going about the project in the right way? Are we within schedule?
• Is the project still cost effective? Are we within budget?
• Are we still going to get what we want?
• Is the scope still the same?
Project monitoring:
• Tracking and reporting progress
• Comparing actual outcome to predicted outcome
• Analyzing impact
• Making adjustments
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13. New Product Development (NPD)
• Critical factors for product innovation (or development) success:
– Doing the right project
– Doing the project right
• Stage-Gate system (pioneered by Robert Cooper 1980’s):
– Systematic idea-to-launch process
– Stages/Concurrently/Multi-functional
– Gates/ “go” versus “no go” decisions/criteria
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14. Leading and motivating
Leadership and team-building:
• Shaping goals
• Obtaining resources
• Building roles
• Building organisational structures
• Establishing good relationships
• Seeing the whole picture
• Moving things forward
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15. Leading and motivating
Leadership and team-building:
• Shaping goals
• Obtaining resources
• Building roles
• Building organisational structures
• Establishing good relationships
• Seeing the whole picture
• Moving things forward
Systems Thinking – Steve Brogan (2010)
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16. Leading and motivating
Leadership and team-building:
• Shaping goals
• Obtaining resources
• Building roles
• Building organisational structures
• Establishing good relationships
• Seeing the whole picture
• Moving things forward
Hassle Factor – Speculative Diagram
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17. Leading and motivating
Leadership and team-building:
• Shaping goals
• Obtaining resources
• Building roles
• Building organisational structures
• Establishing good relationships
• Seeing the whole picture
• Moving things forward
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18. Leadership Characteristics
• Understands the environment
• Visionary and flexible to change
• Creates management options
• Encourages teamwork
• Encourages open channels of communication
• Builds a coalition of supporters
• Determination and perseverance
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19. Paradoxical characteristics of creative groups
Play
A team needs fresh, inexperienced perspectives as well as skilled Experience
expertise. Bringing in outsiders is often a useful way to provide the
necessary balance of perspective.
Freedom
Your team must work well within the confines of real business needs Discipline
– and in alignment with your company’s strategy. But it also needs
latitude – some degree of freedom to determine how it will achieve
the strategy and address the business needs.
Play
Creativity thrives on playfulness, but business must be conducted Professionalism
professionally. Provide time and space for play, but clarify the
appropriate times and places.
Improvisation
Plan your project carefully, but remember that projects do not Planning
always go as planned. Encourage team members to look for ways to
turn unexpected events into opportunities. Keep plans flexible
enough to incorporate new or improved ideas.
Watkins, M. (2003) Managing for Creativity and Innovation. Boston, Massachusetts: Harvard Business School Press, 85.
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20. Completing a task
Project managers role is to:
• Set the aims and objectives
• Establish detailed plans
• Organize resources
• Provide staffing
• Set up controls
• Issue directives
• Motivate personnel
• Remain flexible
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21. Project objectives
Formulated as SMART:
• Specific – what the objectives must achieve
• Measurable – meeting the objectives
• Achievable – are the objectives achievable and attainable (e.g. time, budget…)
• Realistic – against resources
• Time – when do you want to achieve the objectives
Examples:
• Market share objective – To gain 35% of the market for game consoles by August 2011
• Profitability objectives – To achieve a 15% return on capital employed by April 2011
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22. Potential benefits
• Identification of functional responsibilities/all activities are accounted for
• Minimizing the need for continuous reporting
• Identification of time limits for scheduling
• Measurement of accomplishment against plans
• Early identification of problems/corrective action to follow
• Improved estimating capability for future planning
• Knowing when objectives cannot be made
Kerzner, H. (2006) Project management: a systems approach to planning, scheduling, and controlling. New Jersey: John
Wiley & Sons, Inc.
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23. Project Management Tools
Visual methods for representing activities:
• Gantt or bar charts
– Displaying simple activities against time and money
• Program Evaluation and Review Technique (PERT)
– Displaying the pathway for a project
– A network diagram/nodes representing events/labelled vectors representing tasks
– Time needed to complete each task/identify minimum time
• Critical Path Method (CPM)
– Construct a model/time duration for each activity/dependencies
– Longest/Minimum time needed to complete a project
– Critical/float
• Graphical Evaluation and Review Techniques (GERT)
– Similar to PERT but has the advantage of allowing looping, branching, and multiple project end
results
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24. Project Management Software
Benefits:
The PM still has to:
• Schedule calculations
• Define the work breakdown structure
• Critical path identification
• Analyse activities
• Cost tracking
• Assign resources to activities
• Planned and actual data comparisons
• Estimate manpower requirements
• Report and chart generation
• Estimate activity duration
• History tracking
• Monitor progress
• Hypothetical simulations
• Evaluate trade-offs
• Trouble spot identification
• Make decisions
Gardiner, P-D. (2005) Project management: a strategic planning approach. New York: Palgrave
MacMillan.
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31. • If you fail to plan you are planning
to fail
• Change is inevitable – except from
a vending machine
• All project managers face
problems on Monday mornings –
good project managers are
working on next Monday’s
problems
• It is about working smarter a not
harder
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32. Literature Sources
• Boyle, G. (2003) Design project management.
London: Ashgate Publishing Limited.
• Kerzner, H. (2006) Project management: a
systems approach to planning, scheduling, and
controlling. New Jersey: John Wiley & Sons,
Inc.
• Gardiner, P-D. (2005) Project management: a
strategic planning approach. New York:
Palgrave MacMillan.
• Carrol, T. (2006) Project delivery in business-
as-usual organizations. Aldershot: Gower
Publishing Ltd.
• Young, T-L. (2000) Successful project
management. London: Kogan Page.
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