The Tools of Project Management PresentationBy Professor S. Kim Sokoya Middle Tennessee State University USA European Summer University Cherbourg, France.

The Tools of Project The Tools of Project ManagementManagement

PresentationPresentationByBy

Professor S. Kim SokoyaProfessor S. Kim SokoyaMiddle Tennessee State University Middle Tennessee State University

USAUSAEuropean Summer University European Summer University

Cherbourg, France Cherbourg, France July 4, 2006July 4, 2006

Outline of PresentationOutline of Presentation

• The Nature of Project ManagementThe Nature of Project Management

• Fundamentals of Project Fundamentals of Project ManagementManagement

• Project Management and InnovationProject Management and Innovation

• Project Management in a Global Project Management in a Global EnvironmentEnvironment

Nature of Project Nature of Project ManagementManagement

• What is Project ManagementWhat is Project Management

• The History of PMThe History of PM

• Recent development in PMRecent development in PM

What is Project What is Project ManagementManagement• A project is defined as a temporary endeavor A project is defined as a temporary endeavor

undertaken to create a unique product or service.undertaken to create a unique product or service.• Projects tend to be specific and finite tasks Projects tend to be specific and finite tasks

characterized by the following:characterized by the following:– ImportanceImportance– PerformancePerformance– Life Cycle with a finite due dateLife Cycle with a finite due date– InterdependenciesInterdependencies– UniquenessUniqueness– Limited ResourcesLimited Resources– Conflict.Conflict.

What is Project Management What is Project Management contd.contd.

• Project management is the application Project management is the application of knowledge skill tools and of knowledge skill tools and techniques to project activities in techniques to project activities in order to meet stakeholder needs and order to meet stakeholder needs and expectations from a project.expectations from a project.

• Emphasis is on balancing stakeholders Emphasis is on balancing stakeholders needs and expectations with Scope, needs and expectations with Scope, Time, Cost and Quality demandsTime, Cost and Quality demands

What is Project Management What is Project Management contd.contd.

• While various business models evolved While various business models evolved during this period, they all shared a during this period, they all shared a common underlying structure common underlying structure (especially for larger businesses): that (especially for larger businesses): that the project is managed by a project the project is managed by a project manager, who puts together a team manager, who puts together a team and ensures the integration and and ensures the integration and communication of the workflow communication of the workflow horizontally across different horizontally across different departments. departments.

The History of Project The History of Project ManagementManagement

• Project management, in its modern form, Project management, in its modern form, began to take root only a few decades began to take root only a few decades ago. Starting in the early 1960s, ago. Starting in the early 1960s, businesses and other organizations began businesses and other organizations began to see the benefit of organizing work to see the benefit of organizing work around projects and to understand the around projects and to understand the critical need to communicate and critical need to communicate and integrate work across multiple integrate work across multiple departments and professions. departments and professions. http://www2.sims.berkeley.edu/courses/is208/s02/History-of-PM.htmhttp://www2.sims.berkeley.edu/courses/is208/s02/History-of-PM.htm


• Early 20th Century EffortsEarly 20th Century Efforts

• Near the turn of the century, Frederick Near the turn of the century, Frederick Taylor (1856?1915) began his detailed Taylor (1856?1915) began his detailed studies of work. He applied scientific studies of work. He applied scientific reasoning to work by showing that labor can reasoning to work by showing that labor can be analyzed and improved by focusing on its be analyzed and improved by focusing on its elementary parts. He applied his thinking to elementary parts. He applied his thinking to tasks found in steel mills, such as shoveling tasks found in steel mills, such as shoveling sand and lifting and moving partssand and lifting and moving parts


• Taylor's associate, Henry Gantt (1861?Taylor's associate, Henry Gantt (1861?1919), studied in great detail the order 1919), studied in great detail the order of operations in work. His studies of of operations in work. His studies of management focused on Navy ship management focused on Navy ship construction during WWI. His Gantt construction during WWI. His Gantt charts, complete with task bars and charts, complete with task bars and milestone markers, outline the milestone markers, outline the sequence and duration of all tasks in a sequence and duration of all tasks in a process. process.

The History of Project The History of Project ManagementManagement• Mid-20th Century EffortsMid-20th Century Efforts After WWII, the complexities of projects and a shrinking war-After WWII, the complexities of projects and a shrinking war-

time labor supply demanded new organizational structures. time labor supply demanded new organizational structures. Complex network diagrams called PERT charts and the Complex network diagrams called PERT charts and the critical path method (CPM) were introduced, giving critical path method (CPM) were introduced, giving managers greater control over massively engineered and managers greater control over massively engineered and extremely complex projects (such as military weapon extremely complex projects (such as military weapon systems with their huge variety of tasks and numerous systems with their huge variety of tasks and numerous interactions at many points in time). The military interactions at many points in time). The military establishment deserves the credit for developing the establishment deserves the credit for developing the techniques and practices of project management. Now techniques and practices of project management. Now establishments in both public and private sector are establishments in both public and private sector are reaping the benefits of these techniques and improving on reaping the benefits of these techniques and improving on past practices.past practices.

Recent Development in Project Recent Development in Project ManagementManagement

• Project management has continued to gain Project management has continued to gain popularity for a number of reasons. They popularity for a number of reasons. They includeinclude

• (a) the dispersion of knowledge and (a) the dispersion of knowledge and intellectual capital, intellectual capital,

• (b) the demand for complex and (b) the demand for complex and sophisticated customized goods and sophisticated customized goods and services, services,

• (c) and a very competitive global market. (c) and a very competitive global market. (Meredith and Mandel 2006)(Meredith and Mandel 2006)

Recent Development in Project Recent Development in Project Management contd.Management contd.

• These reasons have become a These reasons have become a formidable source for the increase in formidable source for the increase in complexity of goods and services, and complexity of goods and services, and complexity of the processes used to complexity of the processes used to produce them.produce them.

• However the multidimensional However the multidimensional objectives of project management objectives of project management remains time, cost and performance and remains time, cost and performance and lately “client satisfaction”lately “client satisfaction”

Recent Development in Project Recent Development in Project Management contd.Management contd.• The Complexity of the issues faced by project The Complexity of the issues faced by project

managers, and the increasing number of project-managers, and the increasing number of project-oriented organizations has contributed to the oriented organizations has contributed to the professionalization of PM.professionalization of PM.

• The Project Management Institute was formed in The Project Management Institute was formed in 1969, and by recent count the institute has close 1969, and by recent count the institute has close to 160000 members representing many industries to 160000 members representing many industries and the academia. and the academia.

• The Institute has been responsible for publishing The Institute has been responsible for publishing journals and magazines for project management journals and magazines for project management professionals. The PMI published “Project professionals. The PMI published “Project Management Body of Knowledge (PMBOK) has Management Body of Knowledge (PMBOK) has served to be the ultimate reference manual for PM served to be the ultimate reference manual for PM professionals. professionals.

Fundamentals of Project Fundamentals of Project ManagementManagement

• The fundamentals of project management will The fundamentals of project management will be discussed looking at both the codification be discussed looking at both the codification as presented by Project Management Institute as presented by Project Management Institute in PMBOK, and a managerial approach that in PMBOK, and a managerial approach that approximately follows the project life cycle. approximately follows the project life cycle.

• According to PMBOK the fundamentals of According to PMBOK the fundamentals of project management include 5 basic process project management include 5 basic process groups and 9 knowledge areas.groups and 9 knowledge areas.

• The following slides represent brief The following slides represent brief descriptions of the process groups and descriptions of the process groups and knowledge areas.knowledge areas.

Fundamentals of Project Fundamentals of Project Management contd. Management contd. • The Five (5) basic process groups includeThe Five (5) basic process groups include

1 Initiating-- Committing the organization to 1 Initiating-- Committing the organization to begin the next phase of the project.begin the next phase of the project.

2. Planning --Includes core planning process which 2. Planning --Includes core planning process which includes scope planning scope definition, activity includes scope planning scope definition, activity definition and sequencing, cost estimation and definition and sequencing, cost estimation and budgeting, quality planning and organization, risk budgeting, quality planning and organization, risk identification and quantification, staff acquisition identification and quantification, staff acquisition and procurement planning.and procurement planning.

Fundamentals of Project Fundamentals of Project Management contd. Management contd.

3. Executing– Putting into place the core and 3. Executing– Putting into place the core and facilitating processes of the planning phase.facilitating processes of the planning phase.

4. Controlling – Measuring project performance 4. Controlling – Measuring project performance to identify significant variances and to identify significant variances and adjustments are made accordingly in the adjustments are made accordingly in the respected knowledge area. respected knowledge area.

5.Closing – Administrative and Contractual 5.Closing – Administrative and Contractual closure of projectclosure of project

The 9 Knowledge areas of The 9 Knowledge areas of PMPM

1.1. Project Integration managementProject Integration managementThis include the processes required to make This include the processes required to make sure that all the different elements of a sure that all the different elements of a project are well coordinated. Tradeoffs project are well coordinated. Tradeoffs among different objectives and alternatives among different objectives and alternatives are considered to make for an integrative are considered to make for an integrative whole. This also includes the process of whole. This also includes the process of making sure that the work of the project is making sure that the work of the project is integrated with other functions of the integrated with other functions of the organization.organization.

2. Project Scope 2. Project Scope ManagementManagement

– This area focuses on how to define and This area focuses on how to define and control what is included and not control what is included and not included a in a particular project.included a in a particular project.

– Knowledge is required in writing a scope Knowledge is required in writing a scope statement, defining project deliverables, statement, defining project deliverables, and the formalization of scope and the formalization of scope acceptance by all stakeholders. acceptance by all stakeholders.

3. Project Time 3. Project Time ManagementManagement

– These are the processes involved in ensuring These are the processes involved in ensuring the timely completion of a project. the timely completion of a project.

– Time management involves activity definition, Time management involves activity definition, sequencing of activities, estimating the time sequencing of activities, estimating the time that it will take to perform them, and schedule that it will take to perform them, and schedule control. control.

– This knowledge area involves the use of This knowledge area involves the use of mathematical techniques that we will discuss mathematical techniques that we will discuss later.later.

4. Project Cost Management4. Project Cost Management

• These are the processes involved with These are the processes involved with cost containment within budget cost containment within budget guidelines. guidelines.

• This knowledge area focuses on This knowledge area focuses on resource planning, cost budgeting and resource planning, cost budgeting and cost control and increasingly on such cost control and increasingly on such financial considerations such ROI, financial considerations such ROI, Discounted Cash Flow and payback Discounted Cash Flow and payback analysis.analysis.

5. Project Quality 5. Project Quality ManagementManagement• The processes involved include quality The processes involved include quality

planning, assurance, and control. Quality planning, assurance, and control. Quality management should of necessity focus on management should of necessity focus on both the management of the project and the both the management of the project and the deliverables of the project. deliverables of the project.

• The PMBOK discussion on quality is very The PMBOK discussion on quality is very compatible to ISO 9000 and 10000 series of compatible to ISO 9000 and 10000 series of standards and guidelines, the philosophy of standards and guidelines, the philosophy of quality experts like Deming, Juran and quality experts like Deming, Juran and Crosby, TQM and Continuous Improvement.Crosby, TQM and Continuous Improvement.

6. Project Human Resource 6. Project Human Resource ManagementManagement

• This will include processes that are This will include processes that are concerned with organizational structure. staff concerned with organizational structure. staff acquisition and retention, and team acquisition and retention, and team development for effective project development for effective project performance. performance.

• Some will argue that this is increasingly Some will argue that this is increasingly becoming the holy grail of project becoming the holy grail of project management. Building competencies in both management. Building competencies in both the individual and the team is indispensable.the individual and the team is indispensable.

• We will further explore this issue later in the We will further explore this issue later in the presentation.presentation.

7. Project Communications 7. Project Communications ManagementManagement

• These are the processes required to These are the processes required to ensure the generation, collection, storage ensure the generation, collection, storage and dissemination of project information. and dissemination of project information.

• Sending and receiving the right Sending and receiving the right information about the project is critical to information about the project is critical to successful completion of the project.successful completion of the project.

• Projects that involve cross national Projects that involve cross national partnership have unique implications for partnership have unique implications for project communications. project communications.

8. Project Risk Management 8. Project Risk Management

• These are processes concerned with These are processes concerned with identifying, analyzing, and responding to identifying, analyzing, and responding to project risk. The intent is to minimize the project risk. The intent is to minimize the consequences of adverse events during consequences of adverse events during the life of the project.the life of the project.

• Risk management also involves balancing Risk management also involves balancing the uncertainties of the environment with the uncertainties of the environment with stakeholder concerns and desires, given stakeholder concerns and desires, given the time and cost constraints. the time and cost constraints.

9. Project Procurement 9. Project Procurement ManagementManagement

• This knowledge area is concerned with This knowledge area is concerned with the processes involved in acquiring the the processes involved in acquiring the goods and services that are needed to goods and services that are needed to perform the project tasks. perform the project tasks.

• This will include soliciting sources, This will include soliciting sources, selecting sources, managing the selecting sources, managing the interaction with selected sources and interaction with selected sources and finalizing contracts with finalizing contracts with suppliers/vendors. suppliers/vendors.

The 9 Knowledge areas of The 9 Knowledge areas of PMPM• Please note that the processes involved in Please note that the processes involved in

the nine knowledge areas interact with the nine knowledge areas interact with each other and are not separate. In fact each other and are not separate. In fact the input of some of the knowledge areas the input of some of the knowledge areas are output of the other knowledge areas. are output of the other knowledge areas.

• The success of project management The success of project management presupposes the interaction and the presupposes the interaction and the overlap of these processes. overlap of these processes.

Managerial Approach to the Managerial Approach to the PM Body of KnowledgePM Body of Knowledge

• Projects must be considered in light of the Projects must be considered in light of the overall strategic direction of the organization.overall strategic direction of the organization.

• Project management is not and should not be Project management is not and should not be seen as a separate endeavor, but as a means seen as a separate endeavor, but as a means of getting to organizational goals and using of getting to organizational goals and using managerial tools and techniques. The managerial tools and techniques. The emphasis should be on “project management emphasis should be on “project management maturity”, i.e. the development of project maturity”, i.e. the development of project and multi-project management expertise. and multi-project management expertise. (Meredith and Mantel 2006)(Meredith and Mantel 2006)

Three Phases of Project Three Phases of Project Management Life CycleManagement Life Cycle

• 1. Project Initiation1. Project Initiation

• 2. Project Implementation2. Project Implementation

• 3. Project Termination3. Project Termination

Project InitiationProject Initiation

• The first phase of project management will The first phase of project management will of necessity focus on the following issues:of necessity focus on the following issues:– Project selectionProject selection, deciding which project to , deciding which project to

embark on and in case of multiple options embark on and in case of multiple options deciding which selection models and criteria to deciding which selection models and criteria to use in deciding which project to pursue. In the use in deciding which project to pursue. In the face of limited resources, and environmental face of limited resources, and environmental uncertainty organizations have to make a choice uncertainty organizations have to make a choice of investment projects, and this may have an of investment projects, and this may have an impact on the long term survival of the firm. impact on the long term survival of the firm. There is no one perfect selection model, they all There is no one perfect selection model, they all have advantages and disadvantages. have advantages and disadvantages.


• Project ManagerProject Manager..– The project manager is very instrumental in the The project manager is very instrumental in the

PM process and has very different roles from PM process and has very different roles from functional managers. Must have technical, political functional managers. Must have technical, political and administrative skillsand administrative skills

– PM has responsibility for managing physical and PM has responsibility for managing physical and personnel resources, dealing with problems and personnel resources, dealing with problems and being a liaison with all the different stakeholders.being a liaison with all the different stakeholders.

– The increasing global nature of project The increasing global nature of project management has resulted in additional demands management has resulted in additional demands on the PM and we will discuss this later.on the PM and we will discuss this later.


• Project OrganizationProject Organization– Creating an organizational structure that will Creating an organizational structure that will

enhance and facilitate PM effectiveness and enhance and facilitate PM effectiveness and efficiency. efficiency.

– Different forms of organizational structure and the Different forms of organizational structure and the increasing appeal of “project organization” increasing appeal of “project organization”

– The desired form of organizational structure will The desired form of organizational structure will depend on desired outcomes, the key tasks depend on desired outcomes, the key tasks involved and the grouping of those tasksinvolved and the grouping of those tasks

– Dealing with potential conflicts among different Dealing with potential conflicts among different parts of the structure.parts of the structure.


• Project PlanningProject Planning– Detailed planning of the project is essential as input Detailed planning of the project is essential as input

for staff selection, budgeting, scheduling and for staff selection, budgeting, scheduling and control.control.

– In project planning the PM should review issues such In project planning the PM should review issues such as project objectives, contractual requirements, as project objectives, contractual requirements, budgets, cost control and evaluation mechanismsbudgets, cost control and evaluation mechanisms

– The relevance and importance of Work Breakdown The relevance and importance of Work Breakdown Structure (WBS) and linear responsibility chart to Structure (WBS) and linear responsibility chart to identify needed resources and the coordination of identify needed resources and the coordination of tasks as necessary. tasks as necessary.

Project ImplementationProject Implementation

• The Second Phase of Project Life The Second Phase of Project Life Cycle is the implementation phase. Cycle is the implementation phase. The focus here is on issues such as The focus here is on issues such as Budgeting and Cost Estimation, Budgeting and Cost Estimation, Scheduling, Resource Allocation, Scheduling, Resource Allocation, Monitoring Information Systems and Monitoring Information Systems and Control. Control.


• Budgeting and Cost EstimationBudgeting and Cost Estimation– The intent of the budget is make known The intent of the budget is make known

the firms goals and priorities.the firms goals and priorities.– Different approaches to budgeting, top-down Different approaches to budgeting, top-down

vs. bottom up approachvs. bottom up approach– Costing for both short term and long term Costing for both short term and long term

strategic goalsstrategic goals– Impact of the learning curve on cost estimatesImpact of the learning curve on cost estimates– Planning for uncertainties and changes in the Planning for uncertainties and changes in the

environment that can effect on projected cost. environment that can effect on projected cost.


• SchedulingScheduling– This is particularly important in complex This is particularly important in complex

coordinating problems.coordinating problems.

– The network approach is the most The network approach is the most common form of project scheduling common form of project scheduling


• Use of Use of Program Evaluation Review Program Evaluation Review TechniqueTechnique (developed by Navy), the (developed by Navy), the use of probabilistic activity time use of probabilistic activity time estimates to aid in determining the estimates to aid in determining the probability that a project will be probability that a project will be completed by a given date.completed by a given date.

• According to new PMI guidelines this is According to new PMI guidelines this is now called Arrow Diagram Method/PERTnow called Arrow Diagram Method/PERT


– CPMCPM (developed by DuPont Inc) the (developed by DuPont Inc) the use of deterministic activity time use of deterministic activity time estimates to control both the time estimates to control both the time and cost aspects of a projectand cost aspects of a project. .

According to new PMI guidelines this According to new PMI guidelines this is is

now called Precedence Diagram now called Precedence Diagram Method/CPMMethod/CPM


• Gantt ChartGantt Chart which shows the planned which shows the planned and actual progress for tasks displayed on and actual progress for tasks displayed on a horizontal time scalea horizontal time scale

• Graphical Evaluation Review Graphical Evaluation Review TechniqueTechnique another probabilistic network another probabilistic network that is more sophisticated than PERT/CPMthat is more sophisticated than PERT/CPM

• The development of very user friendly The development of very user friendly software like software like Microsoft Project, Crystal Ball Microsoft Project, Crystal Ball and Exceland Excel had made it easier to implement had made it easier to implement the different types of scheduling networks. the different types of scheduling networks.


• Resource Allocation is concerned with Resource Allocation is concerned with determining the best trade-offs between determining the best trade-offs between available resources (money, personnel, time) available resources (money, personnel, time) for the duration of the project. for the duration of the project.

• The use of Heuristic models and The use of Heuristic models and Optimizations methods are the two Optimizations methods are the two approaches to solving resource allocation approaches to solving resource allocation problemsproblems

• Mathematical programming models are Mathematical programming models are needed for solving these constrained needed for solving these constrained optimization problems. optimization problems.


• Monitoring and information SystemsMonitoring and information Systems– Good information system is essential to Good information system is essential to

monitoring the project.monitoring the project.– The first task is to identify key factors to be The first task is to identify key factors to be

monitored and develop standards for themmonitored and develop standards for them– Importance of results, i.e. outcomes rather Importance of results, i.e. outcomes rather

than activities in the monitoring process. than activities in the monitoring process. – Collection of different types of monitoring data, Collection of different types of monitoring data,

with routine, exception and special analysis with routine, exception and special analysis reports.reports.


– Proper dissemination of reports, and Proper dissemination of reports, and timing of reportstiming of reports

– Use of computerized software to Use of computerized software to manage Project Management manage Project Management Information SystemsInformation Systems


• Project ControlProject Control

The control process is directed at The control process is directed at performance cost and time. The performance cost and time. The control process should ensure the control process should ensure the achievement of desired results while achievement of desired results while optimizing the use of physical, optimizing the use of physical, human and financial assets of the human and financial assets of the organization. organization.


• The control system should be The control system should be motivating and at the same time be motivating and at the same time be cost effective and not overdone. cost effective and not overdone. Meredith Meredith and Mandel 2006)and Mandel 2006)

• The control process should focus on The control process should focus on one or more of these approaches, one or more of these approaches, process review, personnel change, process review, personnel change, control of input resources. control of input resources.

• Change is difficult!Change is difficult!

Project TerminationProject Termination

• This is the last phase in the Project Life This is the last phase in the Project Life Cycle and the focus here is on evaluation Cycle and the focus here is on evaluation and bringing closure to the project. and bringing closure to the project.

• The evaluation of the project is also The evaluation of the project is also referred to as audit. The audit has multiple referred to as audit. The audit has multiple purposes which include, outcome purposes which include, outcome measurement for stated goals and measurement for stated goals and ancillary goals. The audit should help in ancillary goals. The audit should help in creating a learning organization.creating a learning organization.


• The audit should include current and The audit should include current and future status of the project, risk future status of the project, risk assessment, and limitations of the assessment, and limitations of the audit data.audit data.

• A balance scorecard approach to A balance scorecard approach to audit report. audit report.

• Depth and timing of audit very Depth and timing of audit very important. important.


• Project can be terminated in one of Project can be terminated in one of four ways, extinction, addition, four ways, extinction, addition, integration and starvation.integration and starvation.

• Project termination can be very Project termination can be very difficult. difficult.

• Reasons for project failures.Reasons for project failures.• The importance of Project Final report The importance of Project Final report

in improving organizational in improving organizational performance in the future. performance in the future.

Project Management and Project Management and InnovationInnovation

• Innovation as a Core CompetenceInnovation as a Core Competence

• Strategic Project Management as a Strategic Project Management as a vehicle for radical and incremental vehicle for radical and incremental change in organizations.change in organizations.

Project Management in a Project Management in a Global EnvironmentGlobal Environment

Why Global Projects?Why Global Projects?– Work in modern companies is worldwide. Projects Work in modern companies is worldwide. Projects

are global for a variety of are global for a variety of reasons,reasons, including: including:– Products and services are used in many Products and services are used in many

countries.countries.– Companies have employees all over the world.Companies have employees all over the world.– Global staffing can lower project expenses.Global staffing can lower project expenses.– Projects may need skills or knowledge available Projects may need skills or knowledge available

in different locations.in different locations.– Alliances and partnerships exist across Alliances and partnerships exist across

international boundaries.international boundaries.– New international markets are being opened.New international markets are being opened.

Project Management in a Project Management in a Global EnvironmentGlobal Environment• There are also There are also challenges:challenges:• Global team communicationGlobal team communication is hard, involves is hard, involves multiple languages, and can be expensive.multiple languages, and can be expensive.• Time differences are inconvenient.Time differences are inconvenient.• Work styles and cultural variations can lead to Work styles and cultural variations can lead to difficulties and misunderstandings.difficulties and misunderstandings.• Confusion and conflict may be frequent.Confusion and conflict may be frequent.• Effort for global teams is nearly always higher, Effort for global teams is nearly always higher, compared to a co-located team with similar capabilities.compared to a co-located team with similar capabilities.• When global teams do get together, it is time consuming When global teams do get together, it is time consuming

and and expensiveexpensive

Project Management in a Project Management in a Global EnvironmentGlobal Environment

• There are many potential There are many potential benefitsbenefits of global of global teams:teams:

• Access to skills not otherwise availableAccess to skills not otherwise available• 24-hour coverage using only people who 24-hour coverage using only people who

work a normal shiftwork a normal shift• Lower project costLower project cost• Knowledge of users in many localitiesKnowledge of users in many localities• The leadership skills of the project The leadership skills of the project

manager is essential to gain the benefits of manager is essential to gain the benefits of a global teama global team

Project Management Project Management SuccessSuccess

• Traditional project management Traditional project management constraint of time, cost and constraint of time, cost and performance now includes a fourth performance now includes a fourth dimension, client satisfactiondimension, client satisfaction

• Some key issues for a project Some key issues for a project manager to remembermanager to remember

Some key issues for a project Some key issues for a project manager to remember manager to remember (Pinto and Kharbanda (Pinto and Kharbanda

1995)1995)

• Understand the context Understand the context • Recognize project team conflict as progressRecognize project team conflict as progress• Who are the stakeholders and what are their needsWho are the stakeholders and what are their needs• Accept and use the political nature of the organizationAccept and use the political nature of the organization• Lead from the frontLead from the front• Understand how to measure success : “Client Satisfaction” Understand how to measure success : “Client Satisfaction”

as new dimension. as new dimension. • Building and maintaining a cohesive teamBuilding and maintaining a cohesive team• Enthusiasm and despair are infectiousEnthusiasm and despair are infectious• Looking forward preferable to looking backLooking forward preferable to looking back• Remember what you are trying to doRemember what you are trying to do• Use time carefully or it will use youUse time carefully or it will use you• Above all, plan, plan, plan. Above all, plan, plan, plan.

BibliographyBibliography

• Kenny John, “Effective Project Management for Strategic Innovation and Kenny John, “Effective Project Management for Strategic Innovation and Change in an Organizational Context,” Change in an Organizational Context,” Project Management JournalProject Management Journal March March 20032003

• Klastorin Ted, Klastorin Ted, Project Management: Tools and Trade-offs Project Management: Tools and Trade-offs New York John New York John WileyWiley 2004 2004

• Meredith Jack and Mantel Samuel, Meredith Jack and Mantel Samuel, Project Management: A Managerial Project Management: A Managerial ApproachApproach 6 6thth edition., New York John Wiley 2006 edition., New York John Wiley 2006

• Pinto J.K. and Kharbanda O.P. “Lessons for an Accidental Profession” Pinto J.K. and Kharbanda O.P. “Lessons for an Accidental Profession” Business HorizonBusiness Horizon March-April 1995 March-April 1995

• PMBOK Guide: A Guide to the Project Management Body of Knowledge, PMBOK Guide: A Guide to the Project Management Body of Knowledge, Project Management Institute 2000Project Management Institute 2000

• Smith Karl, Smith Karl, Project Management and Team WorkProject Management and Team Work McGraw-Hill 2000 McGraw-Hill 2000

The Tools of Project Management PresentationBy Professor S. Kim Sokoya Middle Tennessee State University USA European Summer University Cherbourg, France.

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