Project Management pdf

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Project ManagementProject Management
Chapter 1Chapter 1
Modern Project Management
Project ManagementProject Management
• PM is the wave of the future
• Tools used to plan, implement, manage
• A results-oriented management style
• Originated in construction, DoD, Hollywood,
consultingconsulting
• Profound impact on IT
• Emergency aid to natural disaster victims
• Community playground
PMIPMI
• Project Management Institute
• http://www.pmi.org
• PM is not just a job title
• GE quote (p. 5)
P j t t kill ill i d• Project management skills will give you an edge
on the job hunt competition
What is a Project?What is a Project?
• Project Defined
“A complex, non-routine, one-time effort limited by
time, budget, resources, and performance
specifications designed to meet customer needs”
• Examples
–HD TV enters market
–New movie nears completion
–Concert raises millions
–Link Breaks Ground
What is a Project?What is a Project?
• Major Characteristics of a Project (different than other
organization endeavors)
– Has an established objective.
– Has a defined life span with a beginning and an end.
• PMs move from one job to the next
– Usually, the involvement of several departments and
professionals.
– Usually, doing something that has never been done before.
• Sets of routines vs. customization
– Has specific time, cost, and performance requirements.
• High degree of accountability
• balance/trade-off
• Satisfy Customer
NOT A ProjectNOT A Project
• NOT everyday work
• NOT routine
• NOT repetitive work
A j t i l d• A project is only done once
• When the project is done, a new product or
service exists
• Table 1.1, p. 6

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Programs versus ProjectsPrograms versus Projects
• Terms are often interchanged
• Both are directed toward goals and require
plans and resources to reach their goals
• Both use similar tools, methods, policies
• Differences lies primarily in scope and time• Differences lies primarily in scope and time
horizon
Programs versus ProjectsPrograms versus Projects
• Program Defined
“A series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal.”
–A higher level group of projects targeted at a common
goal.
–Example:
• Project: completion of a required course in project
management.
• Program: completion of all courses required for a business
major.
The Project Life CycleThe Project Life Cycle
• p. 7, Fig 1.2, Generic Project Life-Cycle
• Illustrates the unique nature of project work
• Can be used as cornerstone to managing
projectsprojects
• Level of effort is exemplified
The Challenge of Project ManagementThe Challenge of Project Management
• Marketing manager, production manager,
financial manager
• The Project Manager
–Manages temporary, non-repetitive activities and
frequently acts independently of the formal
organizationorganization.
• Marshals resources for the project.
• Is linked directly to the customer. Manages customer
expectations and what is reasonable and feasible.
• Provides direction, coordination, and integration to the project
team, who are functional participants
• Is responsible for performance and success of the project
(frequently with little authority).
The Challenge of Project ManagementThe Challenge of Project Management
• The Project Manager
–Ensure appropriate trade-offs are made between time,
cost, and performance.
–Generally only possess rudimentary technical
knowledge
–Must induce the right people at the right time to
address the right issues and make the right decisions.
The Importance of Project ManagementThe Importance of Project Management
• Becoming a standard way of doing business
• Reasons why:
–Compression of the product life cycle
• Need to get products to market faster
–Global competitionGlobal competition
• Need to lower costs and improve quality
–Knowledge explosion
• Increased complexity of products

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The Importance of Project ManagementThe Importance of Project Management
• Reasons why:
–Corporate downsizing
• Coordinating outsourced services
–Increased customer focus
• Customization
–Rapid development of Third World and closed
economies
• Quickly establish distribution channels, expansions
–Small projects that represent big problems
• Cumulative impact of many small projects can be overlooked
Integrated Project Management SystemsIntegrated Project Management Systems
• Piecemeal Approach: Use of different pieces of systems
for managing projects
• PM Problem: Need to get it right the first time
• Problems w/ piecemeal project management systems:
– Do not tie together the overall strategies of the firm– Do not tie together the overall strategies of the firm.
– Fail to prioritize selection of projects by their importance of their
contribution to the firm.
– Are not integrated throughout the project life cycle.
– Do not match project planning and controls with organizational
culture to make appropriate adjustments in support of project
endeavors.
Integrated Project Management SystemsIntegrated Project Management Systems
• Emphasis today is on integrated PM process
• Focus on:
– PM tool mastery
–Interpersonal skills
–Domain expertise
• Integration of Projects with strategic plan
• Integration w/in the process of managing actual
projects
Integrated Project Management SystemsIntegrated Project Management Systems
• Integration of Projects with strategic plan (p.13)
–Strategic plan written by one group, project selection
by another, project implementation by another
–Leads to conflict, confusion, unsatisfied customer
• Integration w/in the process of managing actual• Integration w/in the process of managing actual
projects (p. 13)
–2 sides:
• Technical (science): formal, disciplined, logic (planning,
scheduling, controlling)
• Sociocultural (art): implementation (“works well with others”,
p.15)
InIn--class Exerciseclass Exercise
• Search job / company websites
• Report on extent of project management skills
required