 Project

Management
Course Code (BBA-3219)
Md. Masukujjaman, lecturer, NUB
Project Management:
A Managerial
Approach
Chapter 1 – Projects in
Contemporary Organizations
Books…..

Text Books
Jack R. Meredith, Samuel j. Mantel, Jr. Project
Management, A managerial Approach, Fifth
Edition, Wiley, 2003

Reference books
Maylor, H. Project management, Third Edition,
Pearson Edition Pte.Ltd.2004
Overview
After studying this chapter we will know….
Project
 Project
 Project
 Project

& Project Criteria
Management Aspects
Management Growth Factors
Life Cycle
What is a Project?
Project
Defined
–A complex, nonroutine, one-time effort limited
by time, budget, resources, and performance
specifications designed to meet customer
needs.
The Definition of a “Project”


Must make a distinction between terms:
Program - an exceptionally large, long-range objective that is
broken down into a set of projects
– “A group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually.”*
– Program managers oversee programs and often act as bosses for
project managers.

Task - set of activities comprising a project

Work Packages - division of task

Work Units - division of work packages
A specific, finite task to be accomplished
Project Management
A Working Definition

Project:
– A problem with a known solution scheduled
for completion—unique and non-routine
activities
Project Examples..
Jamuna Multi-purpose Bridge.
 Illiteracy eradication project.
 Poverty Alleviation Project.
 Vasantek Rehabilitation Project (BRP).


IT project:
– A help desk or technical worker replaces laptops for a small department.
– A small software development team adds a new feature to an internal software
application.
– A college campus upgrades its technology infrastructure to provide wireless
Internet access.
Major Characteristics of a Project
– Has an established objective.
– Has a defined life span with a beginning and an end.
– Requires across-the-organizational participation.
(Cross functional activity)
– Involves doing something never been done before.
(Non-routine)
– Has specific time, cost, and performance
requirements.
– Involves uncertainty.
Programs 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.
Project Management:
– The science and art of solving the problem
within predetermined time and resource
parameters
– Shouldering just enough risk to escape with
your career intact!!!
The Challenge of Project Management
The
Project Manager
–Manages temporary, non-repetitive activities
and frequently acts independently of the formal
organization.
 Marshals resources for the project.
 Is linked directly to the customer interface.
 Provides direction, coordination, and integration to the project
team.
 Is responsible for performance and success of the project.
–Must induce the right people at the right time to
address the right issues and make the right
decisions.
The Importance of Project
Management
Factors
leading to the
increased use of project
management:
–Compression of the product life
cycle
–Global competition
–Knowledge explosion
Importance contd…
– Corporate downsizing
– Increased customer focus
– Rapid development of Third World and closed
economies
– Small projects that represent big problems
Advantages of Using Formal
Project Management
Better control of financial, physical, and
human resources.
 Improved customer relations.
 Shorter development times.
 Lower costs.
 Higher quality and increased reliability.
 Higher profit margins.
 Improved productivity.
 Better internal coordination.
 Higher worker morale (less stress).

Why Project Management?

Companies have experienced:
– Better customer relations
– Shorter overall delivery times
– Lower costs and higher profit margins
– Higher quality and reliability
– Higher worker morale
Why (not) 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

Stages of a Conventional Project:
– Slow beginning
– Buildup of size
– Peak
– Begin a decline
– Termination
Project Management Life Cycle
Planning
Implementation
Delivery
Level of effort
Definition
1. Goals
2. Specifications
3. Scope
4. Responsibilities
5. Teams
1. WBS
2. Budgets
3. Resources
4. Risks
5. Schedule
1. Status reports
2. Change Orders
3. Quality Audits
4. Contingencies
1. Train user
2. Transfer documents
3. Release resources
4. Reassign staff
5. Lessons learned
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
Projects in Contemporary
Organizations
Figure 1-3
Projects in Contemporary
Organizations
Figure 1-4
Projects in Contemporary
Organizations
Figure 1-5
Projects in Contemporary
Organizations
Figure 1-6
THAT’S ALL
TODAY