Project Management
Module: MGT3214
Lecturer: Philip Schembri
Course Textbook:
Handbook of Project-Based Management
by J. Rodney Turner
Project Management
Module Section Objectives
• Introducing a structured organised approach to
the management of projects
• Detailing the dimensions, objectives and
techniques for project management
• Presenting a theoretical instruction of methods
which have proved successful in practice
• Appreciating a management approach, not a
computer programme
• Applying to all types of projects
Project Management
Project Management Syllabus
•Introduction
•Good Principles and Success Issues
•Risk Management
•PRINCE2 Methodology
•Approach and System
•Governance
•Scope and Resource Management
•Project Definition Report, Milestone Plan and
Responsibility Chart
•Quality, Cost and Time Management
•Life Cycle and Implementation
•Control and Addressing Failure
•Managing Project Teams
•Completion Issues
•Information Systems Software Tools
•International Projects
Project Management
Projects
Routine Operations
Unique
Repetitive
Finite
Eternal
Revolutionary
Evolutionary
Disequilibrium
Equilibrium
Transient
Fixed
Flexible
Stable
Effective
Efficient
Project Management
Even within an essentially routine work environment (operation),
there can be a need for rapid change endeavours (projects)
example: The Cola Wars (Coca versus Pepsi)
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large bottles
plastic bottles
aluminium cans
vending machines
sugar-free versions
caffeine-free versions
production automation
introduction of exclusive agreements policy (with retail outlets)
introduction of franchising (production by others under licence)
advertising campaigns (target marketing)
gift schemes campaigns
entering new geographic markets
Project Management
Common Traits of Projects (Definition)
• large and complex undertakings
• create rapid comprehensive change
• require a variety of resources and skills
• subject to mixed conflicting objectives
• unique i.e. have a start and an end
Project Management
Can you mention a work undertaking that
you have been involved in or know about?
Is it a project?
Does it fit our definition of a project?
Project Management
Categorisation of Projects
Technical
Cultural
aspects relating to
technology use and/or
the physical environment
all other aspects which
are non-technical
for example with respect to:
for example with respect to:
- construction
- people
(building works)
- engineering
(civil, mechanical, electrical)
- information technology
(networks, hardware, software)
(knowledge, skills, values)
- systems
(work methods, procedures)
- organisational structure
(levels of authority, communication)
Project Management
Further Possible Cultural Aspects of Projects
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social
economic
financial
political
legal
public administration
industrial relations
business partners
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contractual
competitive
ethical
media
physical environmental
health and safety
stakeholders
general public
Project Management
Categories of Projects: by type
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Mandatory
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Renewal
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Strategic
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Maintenance
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Developmental
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Research
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Structural
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Niche
Project Management
Categories of Projects: by level of need
• Level 1: Related to Core Business
Delivers products to customers and adds value
• Level 2: Facilitates Business
Assists the delivery of products/services
• Level 3: Creates Opportunities
Drives the market, technology, promotes products/services
• Level 4: Has no significance yet
Not yet effective for business, but foreseen to shall possibly be
Project Management
Overt versus Covert Objectives
Overt Objectives
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technical changes
people changes
system changes
organisational changes
other non-technical aspects
scope, resourcing
quality, cost, time
These should prevail!
Covert Objectives
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enhancement of career
increasing own influence
obtaining extra pay
obtaining time off work
protecting own job
maintaining status-quo
resisting change
These should not be ignored!
Project Management
Resistance to Change
Possible Reasons
• conflict of interest
• low change tolerance
• low appreciation for the
need of change
• misunderstanding
• lack of trust in
management
If all else fails, impose
the overt objectives
Ways to Overcome
• communicate, explain
• anticipate covert needs
of individual workers
• state beneficial aspects
of overt objectives viz
their own objectives
• explain individual roles,
responsibilities clearly
• involve in decisions
• negotiate agreements
Project Management
Key for Successful Change Implementation
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provide vision and direction
adapt with circumstances: avoid over-organisation
ensure early involvement of team members
provide help to face up to the challenge
work at gaining commitment by all concerned
set practical achievable goals
turn threats into opportunities
sell solutions, try not to impose
communicate extensively and regularly
provide feedback on results achieved
reward positive performance
Project Management
Stages of Emotional Response to Extreme Change
(ex. by Team Members to a new Project Proposal)
• Stability – project is communicated, consequences realised
• Immobilisation – some express surprise, anxiety, confusion
• Denial – “we should be involved in (do not want) this project”
• Anger – trying to control ex. by involving trade unions
• Bargaining – aiming for a modified solution, to reduce impact
• Depression – “I cannot prevent this project/my involvement”
• Testing – “What if we give it a try? What benefits are for me?”
• Acceptance – “We like it. This is the way to do it. Let’s go!”
Project Management