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PROJECT MANAGEMENT prerequesites lect 1.pptx
- 1. BRIDGE COURSE SUB- PROJECT MANAGEMENT & OPERATION RESEARCH TY (ECNTC) N.P.Kulkarni
- 2. PRE-REQUISITES ? A thing that is required as a prior condition for something else to happen or exist
- 3. Contents 1. Management 2. Leadership 3. Stakeholers 4. Various sectors in company
- 4. 1. Management means what?
- 6. management is about people
- 7. What is Management? Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
- 8. planning is the process of setting goals and deciding best way to achieve them planning
- 9. organizing is the process of allocating and arranging human and other resources organising
- 10. leading is the process of influencing others leading
- 11. What is controlling about? controlling
- 12. Management Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998). planning organising leading controlling
- 13. Figure 1.1 The functions of management (Bartol et al, 1998, p7)
- 14. What is Leadership? Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
- 15. The process of influencing others to achieve organizational goals (Bartol et al, 1998).
- 16. People accept a leader’s influence because leaders have power
- 17. Where does power come from?
- 18. legitimate power reward power expert power information power
- 19. legitimate power reward power expert power information power An example
- 20. legitimate power reward power expert power information power An example I am your manager
- 21. legitimate power reward power expert power information power An example I have the authority to give you a performance bonus
- 22. legitimate power reward power expert power information power An example I have the authority to give you a performance bonus
- 23. legitimate power reward power expert power information power Another example
- 24. legitimate power reward power expert power information power Another example I can also know how to do the job pretty well, and you want to learn
- 25. legitimate power reward power expert power information power Another example I can also know how to do the job pretty well, and you want to learn
- 26. A project manager has many roles and responsibilities
- 27. Managing projects is managing complexity
- 28. Formulate plans and objectives
- 29. Monitor results
- 34. Recognize the need to change to keep the project on track
- 35. Initiate change
- 36. Provide direction and motivation
- 37. Innovate and adapt as necessary
- 39. Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources
- 40. Stakeholers
- 42. Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p314)
- 43. Project team manages and completes the project work. Most participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations
- 44. Project managers naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.
- 45. Functional managers depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.
- 46. Top management approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost
- 47. Project sponsors champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project
- 48. Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations
- 49. Administrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.
- 50. Government agencies Place constrains on project work. Permits need to be secured
- 51. Contractors may do the actual work with team members
- 52. Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320)
- 53. Various sectors of company 1. Production 2. Testing & QC 3. R&d/D&D 4. Sales 5. Human Resource