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Chapter 1 Modern Project Management

The document provides an overview of project management including defining what a project is, comparing routine work to projects, the project life cycle, challenges of project management, drivers of project management, project governance, and the technical and sociocultural dimensions of project management.

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Sumera Kazi
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113 views13 pages

Chapter 1 Modern Project Management

The document provides an overview of project management including defining what a project is, comparing routine work to projects, the project life cycle, challenges of project management, drivers of project management, project governance, and the technical and sociocultural dimensions of project management.

Uploaded by

Sumera Kazi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Modern Project

Management
Chapter 1

Instructor: Sumera Kazi


An Overview of Project Management
Overview of Project Management
• Why Project Management (PM)?
• Approach to PM
• Scope of PM PMI
• Stakeholders of PM ?
• Core of PM
• Significance of PM
What is a Project?
• Definition:
• A complex, non-routine, one-time effort limited by time, budget, resources,
and performance specifications designed to meet customer needs.
• PMI: A project is a temporary endeavor undertaken to create a unique
product, service, or a result.
• Major characteristics of a project are;
• An established objective. A needed Purpose?
• A defined life span with a beginning and an end.
• Usually, the involvement of a several departments and professionals.
• Typically, doing something that has never been done before.
• Specific time, cost, and performance requirements.
Comparison of Routine Work with
Projects
Routine, Repetitive Work Projects
1. Taking class notes 1. Writing a term paper
2. Daily entering sales receipts into 2. Setting up a sales kiosk for a
the accounting ledger professional accounting meeting
3. Responding to a supply-chain 3. Developing a supply-chain
request information system
4. Practicing scales on the piano 4. Writing a new piano piece
5. Routine manufacture of an 5. Designing an iPod that is
Apple iPod approximately 2 X 4 inches,
6. Attaching tags on a interfaces with PC, and
manufactured product stores 10,000 songs
6. Wire-tag projects for GE and
Wal-Mart

1–5
Program versus Project
• Program
• A series of coordinated, related, multiple projects that continue over an
extended time and are intended to achieve a common goal.
• Main difference lies in scale and time span.
• We can say that a project is a child of a mother program or in business language,
it’s a portfolio of a corporate program/venture.
• Examples:
• Curing Cancer disease by a Pharmaceutical Organization: Program
• All cancer projects that continue over an extended time horizon: Project/Projects
• Lungs cancer-Project A
• Brain cancer-Project B Why multiple
• Liver cancer- Project C and so on… Projects?
• Program goals are closely related to your broad strategic goals.
Project Life Cycle

FIGURE 1.1
FIGURE 1.1
1–7
The Challenge of Project Management
• The Project Manager
• Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
• Organizes 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.

1–8
Current Drivers of Project Management

• Factors leading to the increased use of


project management:
• Compression of the product life cycle
• Knowledge explosion
• Triple bottom line (planet, people, profit)
• Corporate downsizing
• Increased customer focus
• Small projects represent big problems
Project Governance:
An Integrative Approach
• Integration (or centralization) of project management provides senior
management with:
• An overview of all project management activities
• A big picture of how organizational resources are used
• A risk assessment of their portfolio of projects
• A rough metric of the firm’s improvement in managing projects relative to
others in the industry
• Linkages of senior management with actual project execution management

1–10
Integrated Management of Projects

FIGURE 1.2
Alignment of Projects with Organizational Strategy

• Problems resulting from the uncoordinated project management


systems include:
• Projects that do not support the organization’s overall strategic plan and
goals.
• Independent managerial decisions that create internal imbalances, conflicts
and confusion resulting in dissatisfied customers.
• Failure to prioritize projects results in the waste of resources on non-value-
added activities/projects.

1–12
The
The Technical
Technical
and
and Sociocultural
Sociocultural
Dimensions
Dimensions
of
of the
the Project
Project
Management
Management Process
Process

FIGURE 1.3

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