Project Management_20-05-2008.ppt

8/19/2019 Project Management_20-05-2008.ppt

1/39

May 20th, 2008 1

Project Management& Control


2/39

May 20th, 2008 2

What is a Project ?

A project is a sequence of unique, complex

and connected activities having one goal or

purpose and that must be completed by aspecific time, within budget, and according to

specifications

!Projects are the "uilding "loc#s of an

$nvestment Plan%


3/39

May 20th, 2008 3

Attributes/Characteristics

• Complex Activities

Not simple, repetitive acts, such as mowingthe lawn, running the weekly payroll, washing

the car, or loading the delivery truck


4/39

May 20th, 2008 4

Attributes/Characteristics

• Connected Activities

• There is some order to the sequence inwhich the actiities that ma!e u" the

"ro#ect must be com"$eted% Connected&

ness 'o$$ows 'rom the 'act that the out"ut'rom one actiity is in"ut to another%


5/39

May 20th, 2008 (

Project Attributes (Contd)

• ne !oal ) *ro#ects must hae a sin+$e +oa$ as com"ared

to a "ro+ram

• "peci#ied $ime

) *ro#ects hae a s"eci'ied com"$etion date

• %ithin &udget ) *ro#ects a$so hae resource $imits "eo"$e,

money, machines-


6/39

May 20th, 2008 .

%hat is a Project• According to "peci#ication

) The customer or reci"ient o' the

de$ierab$es 'rom the "ro#ect e"ects a

certain $ee$ o' 'unctiona$ity and qua$ity

'rom the "ro#ect% These may be se$'&

im"osed or customer&s"eci'ied, and are

'ied as 'ar as the "ro#ect mana+er is

concerned%


7/39

May 20th, 2008

%hat is a Program'''

A program is different from a

project Programs are larger in

scope and comprise multiple

projects


8/39

May 20th, 2008 8

%hat is a Project (Contd)

• $he "cope $riangle $ime, Cost,esources

TimeCost

Resources

Scope

andQuality


9/39

May 20th, 2008

Classi#ication o# Project $ypes

Projects can be classified as social sector andinfrastructure ome examples are'

(ransportation' )ighways, mass transit, airports

*tilities' +lectric power, gas, telephones

+ducation' chools, colleges, dormitories

Public afety' Police, fire, ational guard

-ecreation' Par#s, playgrounds, historic sites


10/39

May 20th, 2008 10

Classi#ication o# Project $ypes

ee$o"ment arbors, dams, irri+ation,

esearch ea$th, s"ace, a+ricu$ture

e'ense Mi$itary equi"ment and systems

Conseration 5orests, shore$ines, "o$$ution


11/39

May 20th, 2008 11

Project *anagement

Project Management is an organi.ed venture formanaging projects $t involves scientific application of

modern tools and techniques in planning, financing,

implementing, monitoring, controlling andcoordinating unique activities or tas#s to produce

desirable outputs in consonance with pre/determined

objectives, within the constraints of time, cost, quality


12/39

May 20th, 2008 12

Projects in Contemporary rgs

0 Project Mgt Provides organi.ations with

powerful tools that improve its ability to

plan, implement and control its activities

as well as the ways in which it utili.esits people and resources


13/39

May 20th, 2008 13

Projects in Contemporary rgs

0 (he society demands new methods of management

because'

1 expansion of #nowledge

1 2rowing demand for complex, sophisticated,

customi.ed goods and services

1 Creation of worldwide competitive mar#ets for

production and consumption of goods and services

0 (he problems thus have to be solved by the teams

rather than the individuals


14/39

May 20th, 2008 14

Program, $ask, %ork package

0 Program'

-efers to a an exceptionally large, long range

objective that is bro#en down into a set of projects

0 Projects are further divided into tas#s

0 (as#s are split into wor# pac#ages

0 3or# pac#ages are composed of wor# units


15/39

May 20th, 2008 1(

*odern $ools + $echniue

0 P+-( 4Program +valuation & -eview (ech50 6inear -esponsibility Charts

0 2antt Charts

0 Milestone Charts

0 3or# "rea#down tructures

0 Project Action Plans

0 Computers


16/39

May 20th, 2008 1.

Project -i#e Cycle

0 Conception7selection0 Planning

0 $mplementation

0 Control

0 +valuation

0 (ermination

1 3hat is the difference between a project and a

process88


17/39

May 20th, 2008 1

%hat is Project Planning '0 $t is complete road map to go from point A to "

0 Project planning is a determination of how

to initiate, sustain, and terminate a project

0 Project planning starts with the development of a

vision / the ability to see something that is

invisible to others


18/39

May 20th, 2008 18

%hy Plan a Project '

0 (o eliminate or reduce uncertainty

0 (o improve efficiency of the operation

0(o obtain a better understanding of theobjectives

0 (o provide basis for monitoring and

controlling wor#


19/39

May 20th, 2008 1

Project *anagement Processes

*$annin+ "roides documented eecutin+ and the u"dates as

the "ro#ect "ro+resses

$nitiatingProcesses

Planning

Processes

ControllingProcesses

+xecutingProcesses

ClosingProcesses


20/39

May 20th, 2008 20

Project Planning Considerations

0 (oo often people perceive project planning

as only techniques or concepts such as

P+-(, 2A(( charts etc )owever,

project planning is much wider activity

with following #ey considerations


21/39

May 20th, 2008 21

Project Planning Considerations

1 Cost estimating and budgeting.

1 Technology strategies scheduling.

1 Specification of deliverables.

1 Resource usage estimating.

1 elineation of organi!ational structure.


22/39

May 20th, 2008 22

Project Planning Considerations0 People in general find that it is more

comfortable to do than to plan

0 ot too surprisingly, the inclination of most

PMs to s#ip the strategic phase of project

management 4planning5 and to start the

project


23/39

May 20th, 2008 23

The 6ision

0 Project planning also starts with a vision (he

most important factor for high performance is a

clear and elevating vision

0 3hen the vision statement is believed and

frequently tal#ed about by people, it ta#es on a

life of its own and becomes important to

everyone


24/39

May 20th, 2008 24

Control and .valuation

0 Control entails continual monitoring of project

progress, while evaluation involves periodic stoc#/

ta#ing


25/39

May 20th, 2008 2(

Control and .valuation

0 Control focuses on the details of what is occurring in

the project, whereas evaluation is more concerned

with the big pictureControl activities are the responsibility of the project

manager, while evaluations are typically carried out

by an individual or group not directly wor#ing on the

project 4so as to maintain objectivity5


26/39

May 20th, 2008 2.

Project *anager

0 Project "anager is responsible for the project from

cradle to grave.

0 This person #ill ta$e responsibility for planning%

implementing% and completing the project.0 The P" can be chosen and installed as soon as the project

is selected for funding or at any earlier point .

0 P" is chosen late in the project life cycle% usually to

replace another P".


27/39

May 20th, 2008 2

/unctional *anager 0s P*

88888888 8888888888888

8888888888888888888


28/39

May 20th, 2008 28

Project rgani1ation

&unctional 'rgani!ation0 Project is made a part of one of the

functional divisions of the firm.

0 "ajor (dvantages 1 "a)imum fle)ibility in the use of staff.

1 *ndividual e)perts can be utili!ed by many

different projects.

1 Specialists in the division can be grouped to

share $no#ledge and e)perience.


29/39

May 20th, 2008 2

5unctiona$ 7r+aniation

1 9ccasionally in functionally organi.ed projects,

no individual is given full responsibility for the

project

1 -esponse to client needs is slow and arduous

1 Project issues that are directly within the interest

area of the functional organi.ation may be dealt

with carefully but those outside normal interestareas may be given cold response if not totally

ignored


30/39

May 20th, 2008 30

Pure Project rgani1ation

* r o + r a m M a n a + e r 6 % * % M a r ! e t i n + 6 % * % M a n u ' a c t u r i n + 6 % * % 4 9 2

* r e s e n d e n t

Mar#eting

Manufacturing

-&:

;inance

Personnel

Manager, Project A

Manager, Project "

Mar#eting

Manufacturing

-&:

;inance

Personnel


31/39

May 20th, 2008 31

Pure Project rgani1ation

1 (he lines of communication are shortened and PM

communicates directly with senior corporate

management

1 (he project team that has a strong and separate identity

of its own tends to develop a high level of commitment

from its members

1 "ecause authority is centrali.ed, the ability to ma#e

swift decisions is greatly enhanced

1 *nity of command exists


32/39

May 20th, 2008 32

Project rgani1ation

1 Pure project organi.ations are structurally simple

and flexible which ma#es them relatively easy to

understand and to implement

1 isadvantages

0 3hen the parent organi.ation ta#es on several projects, it is common for each one to be fullystaffed (his can lead to considerable duplication ofeffort

0 PM may stoc#pile equipment and technicalassistance in order to be certain that it will beavailable when needed


33/39

May 20th, 2008 33

1 $n pure project organi.ations, the

project ta#es on a life of its own (eam

members form strong attachments to

the project and to each other


34/39

May 20th, 2008 34

The Matri 7r+aniation

Advantages of the pure project organi.ation with

some of the desirable features of the functional

organi.ation, and to avoid some of thedisadvantages of each, the matrix organi.ation

was developed


35/39

May 20th, 2008 3(

*atrix rgani1ation

P r o g r a m m a n a g e r * a n u # a c t u r i n g * a r k e t i n g / i n a n c e ) 2 3 P e r s o n n e l

P r e s i d e n t

PM< = < > ? >

PM> < ? ? > ?

PM= = > = > <


36/39

May 20th, 2008 3.

*atrix rgani1ation• Advantages

1 The project is the point of emphasis. P" ta$es

responsibility for managing the project% for bringing it in

time% #ithin cost% and to specifications

1 There is less an)iety about #hat happens #hen the project

is completed

1 Response to client needs is as rapid as in the pure project

case.


37/39

May 20th, 2008 3

*atrix rgani1ation (Contd)

1 $f several projects simultaneously under way, matrixorgani.ation allows a better company wide balance of

resources to achieve the several different

time7cost7performance targets of the individual projects

0 isadvantages

1 (he movement of resources from project to project in

order to satisfy the several schedules may foster political infighting among the several PMs


38/39

May 20th, 2008 38

Causes o# Project /ailure0 Projects that have failed generally display several of the following

characteristics' 1 (he customer@s conditions of satisfaction have not been

negotiated

1 (he project no longer has a high priority

1 o one seems to be in charge

1 (he schedule is too optimistic

1 (he project plan is not used to manage the project

1 ufficient resources have not been committed

1 Project status is not monitored against the plan


39/39

M 20th 2008 3

Causes o' 5ai$ure

0 o formal communications plan is in place

0 (he project has lost sight of its original goals

0 (here is no change management process in place

0 ;oreign aided projects' bureaucracy of the

2overnment

Project Management_20-05-2008.ppt

Documents