MITM743 Advanced Project Management

MITM743Advanced Project

ManagementDr. Abdul Rahim Ahmad

Assoc. ProfessorCollege of IT, UNITEN

Kerzner Chapter 1Growth of Project Management

ContentsIntroductionUnderstanding project managementResistance to ChangeStrategic Imperatives for Project ManagementProject management Life CycleExcellence in Project Management

1.0 Introduction

IntroductionYou should have some Project management exposure through

Seminar/class/readings on project managementExposed to PMBOK Guide

Advanced project management is supposed to pick up from there: Put theory into practiceFor this course, besides

some theory of project management and PMBOK knowledge, we use textbook by Kerzner

1.1 Understanding Project Managemenrt

Understanding Project Management

ProjectA unique endeavour (never been attempted in the past) that has a definable objective, consume resources, and operate under time, cost and quality constraints

Project Management The planning, scheduling and controlling of a series of integrated tasks such that the objectives of the project are achieved successfully and satisfy the stakeholders

WorkflowTraditional

Vertically • top down chain of commands• Less interaction between functional groups

Project management basedHorizontally

• Organized across functional groups• More coordination and communication among

functional groups• Productive, efficient and effective

Vertically and horizontally

Project Management Implementation

Based on organization cultureIn many organizations currently

Select PM after project planning is completed.PM not involved in market analyses or revenue projection

A good project management culture is to:Educate PM Through PM COEInvolve in bottom linePM has more authority

1.2 Resistance to Change

Project Management AcceptanceWhy was project management so difficult to accept implement? Historical! Due to

earlier industry classification• Non Project driven – Product management• Project driven – Project Management• Mix of both – Program Management

Economic reasons. Dominance of white collar/management ranks. No emphasis on project management .Senior managements preference to status quo.

Project Management AcceptanceNow, many companies run organization by

“Management by project” basis. Advantageous. Acceptance of Project management

in the late 80’s after recessionTQM, reengineering, lean and mean etcEffects of IT in workplace

What makes companies successfully implement project management?

Successful implementationsSuccessful Execution of processesSuccessfulmethodologies

1.3 Strategic Imperatives for project management

Strategic imperativesStrategic imperatives (absolutely required) behind achieving excellence in PM comes from :

Internal• Benefits discovery by senior managers• Suggestion by middle managers?

External • Pressure in order to accept: Competition, quality,

financial, legal, technology, social, political, economic, stakeholder

Can be integrated with concurrent engineering, TQM, risk mgmt., change mgmt.

1.4 Project management Life Cycles

PM Life CycleTo achieve PM excellence – need training and education5 Phases of PM life cycle

Embryonic : recognize need, benefits, apps, what to do.Executive management acceptance – from support to sponsorsLine management acceptance – from support to willingnessGrowth – life recognize cycle, trackingMaturity – manage, integrate, educate.

1.5 Excellence in project management

6 components of excellence6 areas in which successful companies excel in project management

Integrated processesCultureManagement supportTraining and EducationInformal project managementBehavioral excellence

All requires communications and sharing of informations

View of project management: Past vs present

Need more peopleNeed more costDecrease profitCreates unstabiliy/conflictsCreate problemsOnly for larger projectQuality problemsPower and authority problemsOnly delivers productMake organization uncompetitive

Less people Less costMore profitBetter control scope and changesOrg more efficientWork closely with customersSolve problemsReduce power strugglesAllows people to make good company decisionsDelivers solutions

Case studiesKerzner chose 300 companiesIdentified through

Published literaturesSurvey questionnairesFirst hand meetingsExternal trainers and consultants

How studies were made3 sets of questionnairesFollow-up interviews

Not all good companies participatedAfraid of loosing competitive edgeAfraid of being benchmarkedNot authorised to release informationAfraid of higher expectation

Case studiesCase 16: Cortez Plastics.Case 17: Haller Specialty Manufacturing.Case 18: Macon, Inc.Case 19: Jones and Shephard Accountants.Case 20: The Trophy Project.Case 21: The Blue Spider Project.Case 22: Corwin Corporation.Case 23: Denver International Airport.Case 24: MIS Project Management at First National Bank.Case 25: Concrete Masonry Corporation.Case 26: Construction of a Gas Testing Laboratory in Iran.Case 27: The Space Shuttle Challenger Disaster.Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales.

Case 1: Clark Faucet Company.Case 2: Photolite Corporation (A).Case 3: Photolite Corporation (B).Case 4: Photolite Corporation (C).Case 5: Photolite Corporation (D).Case 6: Continental Computer Corporation.Case 7: Goshe Corporation.Case 8: Hyten Corporation.Case 9: Acorn Industries.Case 10: Mohawk National Bank.Case 11: First Security Bank of Cleveland.Case 12: Como Tool and Die (A).Case 13: Como Tool and Die (B).Case 14: Apache Metals, Inc.Case 15: Cordova Research Group.

DiscussionsWhy PM is less likely to be implemented during favourable economic times?Is PM excellence more achievable through knowledge and education or by doing it?In project driven organization, acceptance of PM is more internally driven or customer driven.

End of Slide

Project Management….

Work Smart Not Hard !!!