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Introduction to Project Management
This document provides an overview of project management concepts from a course on the topic. It defines a project as a temporary endeavor undertaken to create a unique product or service. It discusses the project life cycle, including initiation, planning, execution, and closure phases. It also contrasts the task and organizational perspectives on managing projects and notes the importance of considering stakeholders.
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Introduction to Project Management
- 1. Dr Ian Cammack i.j.Cammack@soton.ac.uk MScProject Management MANG6310: Introduction
- 2. Road Map • ModuleOverview • Appreciating Project Management • Project Life Cycle • Project Management Profession
- 3. Module Aims • Knowledgeof traditional and contemporary approaches to PM. • Knowledge of the major/applied tools and techniques for managing project phases and processes. • Critically analyse project situations and the pluralistic nature of projects and project management. • Understand and analyse the project’s context, potential dynamics and challenges.
- 5. Appreciating Project Management Whatprojects have you seen (either worked on or observed)? What challenges do project managers have to overcome?
- 6. Project Management is… http://www.projectmanagement.tas.gov.au/o_pubs/cartoon/cartoon_menu.htm Draw a cartoon of the perfect project manager – show the skills as well as personality characteristics they must deploy
- 7. Characteristics of aProject • Execute a task • Lead to a defined outcome / deliverable • Temporary / limited duration • Different people / skills using resources
- 8. What is aproject? “An endeavour in which human, material and financial resources are organised in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to achieve beneficial change defined by qualitative and quantitative objectives.” J Rodney Turner
- 9. Objectives of aProject Dimension Efficiency Completed on time to budget. Impact on customer Meets functional specifications. Customer satisfaction. Business success Providing the sales, income, profits expected? Impact of new processes on the organisation. Preparing for future Helped prepare the organisation for the future Based on Shenhar et al (1997) in Boddy (2002) p. 15
- 10. Seven Domains ofProject Management Sponsorship Benefit Schedule Urgency Context Political Socio-Economic Environment People Leadership Management Influence PROJECT DRIVERS Organisation Strategy Roles Resources Systems Planning Control Quality Definition Objectives Scope Attitudes Vision Commitment Support Pressures Resistance Internal to Organisation External to Organisation Turner 1999 p.70
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- 12. Threats Opportunities Core Seniormanagement pressure Penalty of failure severe Heavy responsibility Career visibility Rewards of success Resources allocated Novel Failure to find solution Cost & time over-run Someone gets there first Resources underestimated Boost to career Track record Loose budget Result hard to compare Rapid Pressure for quick results Corner cutting Indirect aspects ill considered Loose budget New job soon Controversial Differences hard to manage Information distorted Significant resistance More credit for success Backing from winning side Boddy (2002) p. 21
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- 14. Dimension Efficiency Completed ontime to budget. Impact on customer Meets functional specifications. Customer satisfaction. Business success Providing the sales, income, profits expected? Impact of new processes on the organisation. Preparing for future Helped prepare the organisation for the future Based on Shenhar et al (1997) in Boddy (2002) p. 15
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- 16. Managing a Stable System Managinga Project Task Familiar Unfamiliar Staff Full-time, permanent Part-time, temporary Roles & duties Established patterns Uncertain, variable Culture Role or power Task Working relationships Established cooperation Negotiable Authority Clear, reflects position Ambiguous, little direct Coordination Hierarchical Networking, matrix Information sources Established, routine New, uncertain Momentum Maintained by system Threatened by system Boddy (2002) p. 7
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- 19. Project as aConversion Process Project Output: Satisfied need Input: Want / need Constraints Financial, legal, ethical, environmental, Logic, activation, time, quality, indirect effects Mechanisms: People, Knowledge & expertise Capital, tools & techniques technology Maylor 2003 p.26
- 20. Project as aConversion Process Project Output: How will you know you have done a good job? Input: Personal motivation(s) for the course Constraints What else must you do? What else do you want to do? What rules & regulations must you follow? Mechanisms: What must you do to deliver the output? How do you learn? What resources (inc. people) can you call upon?
- 21. The Definition ofa “Project” – Programme - an exceptionally large, long-range objective that is broken down into a set of projects – Project – Product / Deliverable – corner stone to understanding what we have to deliver – Work Packages - division of product focused on one element of the product – Task - division of work packages focused on specific activity
- 22. The Project LifeCycle • Stages of a Conventional Project: – Slow beginning – Buildup of size – Peak – Begin a decline – Termination
- 23. Project Lifecycles Definition Planning Implement/ Execution Delivery / Closure Time Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes
- 25. Four phases ofproject management Phase Key issues Fundamental questions Definition Project & organisational strategy, goal definition What is to be done? Why is it to be done? Planning Modelling and planning, estimating, resource analysis, conflict resolution & justification How will it be done? Who will be involved in each part? When can it start and finish? Implement the project (do it!) Organisation, control, leadership, decision making and problem solving How should the project be managed on a day-to- day basis? Delivery / Closure Assessment of process and outcomes of the project, evaluation, changes for the future How can the process be continually improved? Adapted from Maylor 2003 p.28
- 26. Different Perspectives Task perspectiveOrganising perspective http://www.brandingmagazine.com/2013/12/19/jeep-see-whatever-want-see/ Accessed 30th June 2014
- 27. Task Perspective Outside Protectedarea Protected area Start End Plan Deliverable Execution Risks Stakeholders Source: Andersen (2008) p. 5
- 28. Task Perspective Focus • Cleargoals defined • Detailed plan of the work to be done • Iron triangle Logic • Economic man – self interest, – rational & – informed
- 29. Organisational Perspective Start End Mission,goals Deliverables Project Threats / Opportunities Stakeholders Base organisation (seeking value creation) Time Time Source: Andersen (2008) p. 11
- 30. Organisation Perspective Focus • Temporary •Detailed plan of the work to be done • Iron triangle Logic • Economic man – self interest, – rational & – informed
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- 32. Essential Reading • PMI(2000) A Guide to the Project Management Institute Body of Knowledge Chapter 3 • Randolph W.A. & Posner B.Z. (1988) ‘What Every Manager Needs to Know About Project Management’ Sloan Management Review Summer 1988