Project Management
A Managerial Approach
BOOKS
Text Book:
Project Management-A Managerial approach,
Jack R. Meredith, Samuel Mantel.
Reference Books“PROJECT MANAGEMENT” by HARVEY MAYLOR
“PRACTICAL PROJECT MANAGEMENT” by R.G.GHATTAS & SANDRA L.
MCKEE
“PROJECT MANAGEMENT” BY NICOLAS
“PRACTICES IN PROJECT MANAGEMENT” by DAVID OLSON
“PROJECT MANAGEMENT” by Harold Kerzner
COURSE OBJECTIVES
At the end of this course
you will be able
to
Define project
•
Apply the concepts of Projectmanagement
•
Apply financial techniques in comparing &selectingprojects
•
Develop a project charter
•
Describe the elements of a statement of work&WBS
•
Perform a network analysis (PERT/CPM)
•
Develop schedules using a Gantt Chart
•
Develop a risk management plan
•
Control project budgets&schedules
•
Implement aproject
•
Chapter 1
Projects in Contemporary
Organizations
Project management
Project management is the discipline of organizing and
managing resources in such a way that these
resources deliver all the work required to complete a
project within defined scope, time, and cost
constraints.
It is the planning, scheduling & controlling of integrated
tasks such that the objectives of the project are achieved
successfully and in the best interest of the stakeholders.
Projects in Contemporary Organizations
 Project
Management has emerged
because the characteristics of our
modern society demands the
development of new methods of
management
 Many
forces have fostered the
emergence and expansion of Project
Management
Forces Of Project Management
3
Paramount Forces driving Project
Management:
1. The exponential expansion of human knowledge
2.
3.
 All
The growing demand for a broad range of
complex, sophisticated, customized goods and
services
The evolution of worldwide competitive markets for
the production and consumption of goods and
services
3 forces combine to mandate the use
of teams to solve problems that used to
be solvable by individuals
Objectives of a Project
3
o
o
o
Project Objectives:
Performance
Time
Cost
 Expectations
of clients are not an
additional target, but an inherent part of
the project specifications
Objectives of a Project
3
Project Objectives:
The primary job
of the Project Manager
is to manage the
trade-offs between
Time, Cost and
Performance..
Recent Changes in Managing
Organizations

The process of managing organizations has been
impacted by three revolutionary changes:
1.
2.
3.
Accelerating replacement of traditional, hierarchical
management by participatory management
Currently witnessing the adoption of the “systems
approach” (sometimes called “systems engineering”)
Organizations establishing projects as the preferred
way to accomplish their goals.
The Definition of a Project”
“A temporary endeavor undertaken to create a
unique product or service
 Must make a distinction between terms:






Program - an exceptionally large, long-range
objective that is broken down into a set of projects
Task - set of activities comprising a project
Work Packages - division of tasks
Work Units - division of work packages
In the broadest sense, a project is a specific,
finite task to be accomplished
Origin

May have begin with Egyptian pyramid or Tower of
Babel.

Modern Project management begun with the famous
Manhattan Project.

The Manhattan Project was the codename for a
project conducted during World War II to develop the
first atomic bomb by the Allied powers (US, UK,
Canada). The Project eventually employed more than
130,000 people and cost nearly US$2 billion ($22
billion in current value).
Manhattan Project Timeline: 1939 - 1947
1939: Letter to president to fund the research project
1941: Discovery of Plutonium
: Japan attacked Pearl Harbor
: US & Germany declared war against each other
1943: Construction begins
1945: May- Germany surrenders to allied powers
July- First nuclear explosion (Trinity Test)
Aug6: Bomb Little boy dropped on Hiroshima
Aug 9: Bomb Fat Man dropped on Nagasaki
Aug 15: Japan surrenders
1947: Manhattan Project officially complete.
Characteristics of a Project
 Have
a purpose
 Have a life cycle
Interdependencies
 Uniqueness
 Conflict
Why Project Management?
 Companies









have experienced:
Better control
Better customer relations
Shorter development times
Lower costs
Higher quality and reliability
Higher profit margins
Sharper orientation toward results
Better interdepartmental coordination
Higher worker morale
Why Project Management?
 Companies
have also experienced some
negatives:





Greater organizational complexity
Increased likelihood of organizational policy
violations
Higher costs
More management difficulties
Low personnel utilization
The Project Life Cycle
 Stages





of a Conventional Project:
Slow beginning
Buildup of size
Peak
Begin a decline
Termination
The Project Life Cycle
The Project Life Cycle

Time distribution of project effort is characterized by
slow-rapid-slow
The Project Life Cycle
 Other
projects also exist which do not
follow the conventional project life
cycle
 These projects are comprised of
subunits that have little use as a stand
alone unit, yet become useful when put
together
The Project Life Cycle

Unlike the more conventional life cycle, continued inputs of
effort at the end of the project produce significant gains in
returns
The Project Life Cycle
It
is essential for the Project Manager to
understand the characteristics of the life
cycle curve for his project
 The
distinction between the two life
cycles plays a critical role in the
development of budgets and schedules
for the project
Risk During Project Life Cycle
 Risk



during project life cycle
With most projects there is some
uncertainty about the ability to meet project
goals
Uncertainty of outcome is greatest at the
start of a project
Uncertainty decreases as the project moves
toward completion
Risk During Project Life Cycle

Uncertainty decreases as the project moves toward
completion
The 7-S of Project Management (Maylor)

The 7-S framework provides a comprehensive
set of issues that need to be considered.
 It allows classification of tasks within the remit
of the project manager which reduces the
complexity of the role.
 In addition, classifying issues in this manner
ensures that the project manager will know
where to look to find sources of help if novel
situations arise.
These are1.
2.
3.
4.
5.
6.
7.
Strategy-The high level requirements of the project and
the means to achieve them.
Structure-The organizational arrangement that will be
used to carry out the project.
Systems-The methods for work to be designed,
monitored and controlled.
Staff-The selection, recruitment, management, and
leadership of those working on the project.
Skills-The managerial and technical tools available to
the project manager and the staff.
Style/culture-The underlying way of working and interrelating within the work team or organisation.
Stakeholders-Individuals or groups who have an
interest in the project process or outcome.