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Project Management: A Managerial Approach: - Projects in Contemporary Organizations

Forces driving the growth of project management include the exponential expansion of human knowledge, growing demand for complex customized goods and services, and evolution of global markets. Project management has become a profession, as evidenced by the rapid growth of the Project Management Institute from 7,500 members in 1990 to over 44,000 members in 1998. The project life cycle typically involves slow beginning and buildup, a peak in effort or size, then a decline and termination. Contemporary organizations increasingly rely on projects and consensual management rather than traditional hierarchies.

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49 views26 pages

Project Management: A Managerial Approach: - Projects in Contemporary Organizations

Forces driving the growth of project management include the exponential expansion of human knowledge, growing demand for complex customized goods and services, and evolution of global markets. Project management has become a profession, as evidenced by the rapid growth of the Project Management Institute from 7,500 members in 1990 to over 44,000 members in 1998. The project life cycle typically involves slow beginning and buildup, a peak in effort or size, then a decline and termination. Contemporary organizations increasingly rely on projects and consensual management rather than traditional hierarchies.

Uploaded by

Djy Duhamy
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Project Management: A Managerial Approach

Chapter 1 Projects in Contemporary Organizations


1

Overview
Project Management Growth Factors Project Aspects Project Criteria Project Life Cycle Project Management Profession

Project Management Emergence


Explosion in human knowledge
Mass customization of products and services Expansion of global markets

Forces Of Project Management


Forces driving Project Management:
1. exponential expansion of human knowledge 2. growing demand for a broad range of complex, sophisticated, customized goods and services 3. evolution of worldwide competitive markets for the production and consumption of goods and services

Team-based problem solving v. individual


4

The Professionalism of Project Management


Complexity of problems facing the project manager Growth in number of project oriented organizations
The Project Management Institute (PMI) was established in 1969 By 1990 it had 7,500 members 1995, over 17,000 members 1998--exploded to over 44,000 members This exponential growth is indicative of the rapid growth in the use of projects Importance of PMI as a force in the development of project management as a profession
5

Project Management Institute: Membership Growth Curve

Organizational Imperatives
Traditional hierarchical management
declining Consensual management increasing Increasing reliance on systems engineering Projects integral to organizational strategy

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 Task - set of activities comprising a project Work Packages - division of tasks Work Units - division of work packages

A specific, finite task to be accomplished


8

Project Management A Working Definition


Project:
Project Management:
A problem with a known solution scheduled for completionunique and non-routine activities The science and art of solving the problem within predetermined time and resource parameters Shouldering just enough risk to escape with your career intact!!!
9

Characteristics of a Project

Have a supported purpose/importance Performance specifications (form, fit, function) Known (bounded) solution Have a life cycle with finite due date Interdependencies Uniqueness Resource requirements and tradeoffs Stakeholder Conflict

10

Quasi-Projects and Fuzzy Goals


Tasks without Specific Targets
Implied Performance, Cost, Time
No Who, What, When, Where, How Much

Constraints Projects to Determine Project Scope

Warning: If these Become Projects,

Expect Delays, Cost Overruns, Dissatisfied Customers


11

Objectives of a Project
Project Objectives:
Performance Time Cost

Expectations of clients inherent part of the


project specifications

12

Objectives of a Project
3 Project Objectives:

13

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

14

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
15

The Project Life Cycle


Stages of a Conventional Project:
Slow beginning Buildup of size Peak Begin a decline Termination

16

The Project Life Cycle

17

The Project Life Cycle


Projects also exist which do not follow the
conventional project life cycle Comprised of subunits that have little use as a stand alone unit, yet become useful when put together

18

The Project Life Cycle


Time distribution of project effort is characterized by
slow-rapid-slow

19

Project Management Life Cycle


Definition Planning Implementation Delivery Level of effort
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
20

Proactive Project Life Cycle


High
Level of Value of Effort

Project Manager Roles and Responsibilities


Change Management System Closed-Loop Planning-Monitor-Control System Project Evaluation (Audit) Process

Low
Define
Scope Tradeoffs

Plan
WBS/OBS/Schedule Detailed Budget

Implement

Delivery

Resource (Re)allocation Learn Curve Cost Containment Final Report


21

The Project Life Cycle


Unlike the more conventional life cycle, continued inputs of effort at
the end of the project produce significant gains in return

22

Projects in Contemporary Organizations

Figure 1-3
23

Projects in Contemporary Organizations

Figure 1-4
24

Projects in Contemporary Organizations

Figure 1-5
25

Projects in Contemporary Organizations

Figure 1-6
26

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