Chapter 1 & 2 Review
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Figure 1-1
Project Life Cycle
Planning
Execution
Delivery
Level of effort
Definition
1. Goals
2. Specifications
3. Tasks
4. Responsibilities
5. Teams
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1. Schedules
2. Budgets
3. Resources
4. Risks
5. Staffing
1. Status reports
2. Changes
3. Quality
4. Forecasts
1. Train customer
2. Transfer documents
3. Release resources
4. Reassign staff
5. Lessons learned
©The McGraw-Hill Companies, 2000
Figure 1-2
The Age of Project Management
Project Management
Compression of product
lifecycle
Corporate downsizing
Increased customer focus
Global competition
Knowledge explosion
Small projects represent big problems
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Rapid development of third
world and closed economies
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Figure 1-3
Integrated Management of Projects
Customer
Environmental analysis
External
Internal
Firm
mission,
goals, strategies
Priorities
Projects
System
Scope
Work Breakdown
Networks
Resources
Cost
Environment
and Culture
Organization
Leadership
Teams
Partners
Project Implementation
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©The McGraw-Hill Companies, 2000
Figure 1-4
The Technological and Sociocultural
Dimensions of the Project Management Process
Sociocultural
Leadership
Problem solving
Teamwork
Negotiation
Politics
Customer expectations
Technical
Scope
WBS
Schedules
Resource allocation
Baseline budgets
Status reports
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Strategic Management Process
Figure 2-1
1
External
environment-opportunities
and threats
Review/revise
mission
Internal
environment-strengths and
weaknesses
New goals
and objectives
2
Portfolio of
strategic choices
3
Strategy
formulation
Strategy
implementation
4
Strategic Management Process
Includes Four Activities
1. Review and define the organizational
mission.
2. Set long-range goals and objectives.
3. Analyze and formulate strategies to
reach objectives.
4. Implement strategies through projects.
Projects
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Cause-and-Effect Worksheet Example
Figure 2-3
Priority setting criteria are not
consistently applied to all projects
Planning
Some projects
not planned
Different priority
systems exist
Duplicate priority
systems exist
Criteria are not
commonly known
No feedback
Lack of project
management skills
Unknown project impact
on other priorities
Overcommitted
resources
Unknown
resources
We don’t budget
for resources
Criteria are not
commonly known
Systems
People set own priorities
Name dropping
Priorities
conflict with
approval
criteria
Project priorities can be
received from all over with
no central clearing house
Special interest has
major impact on priority
Little consistency
Someone else
always approves
projects
Vague communications
of resources required
Many
approvals
Priority
selection
reasons not
documented
No feedback system
New projects impact on
existing projects
Projects are
not achieving
their desired
impact
Resistance to change
Poor priority
communications
Perceived lack of
direction from
top management
Project criteria not
commonly known
Vague communication
of resource requirements
Communication
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Aversion to risk
Name dropping
for impact
Short-term vs.
long-term thinking
Organization power
influences projects
Acceptable to miss dates
No personal political risk
Priorities set without regard to origin
New project
impact unknown
Functional area turf protection
Changeable commitments
Priorities set outside
chain of command
No feedback
system
Culture
Priorities set without company
plan relationships
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Project Screening Matrix
Strategic fit
Urgency
25% of sales from
new products
Reduce defects to
less than 1%
Improve customer
loyalty
FOI of 18%
plus
2.0
3.0
2.0
2.5
1.0
1.0
3.0
Project 1
1
8
2
6
0
6
5
66
Project 2
3
3
2
0
0
5
1
27
Project 3
9
5
2
0
2
2
5
56
Project 4
3
0
10
0
0
6
0
32
Project 5
1
10
5
10
0
8
9
102
Project 6
6
5
0
2
0
2
7
55
5
5
7
0
10
10
8
83
…
Weighted total
Stay with core
competencies
Figure 2-5
Project n
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