Ch01-Meredith.ppt

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Chapter 1

Projects in

ContemporaryOrganizations

2012 John Wiley & Sons Inc.


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Intro!ction

Rapid growth in project management In the past, most projects were external

Building a new skyscraper New ad campaign

Launching a rocket

Growth lately is in internal projects Deeloping a new product

!pening a new "ranch

Improing the serices proided


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"o# Project $anagement %eelope

#redit $or the deelopment o$ projectmanagement goes to the military Nay%s &olaris program

N'('%s 'pollo space program

Deelopment o$ )smart "om"s* and )missiles*

&roject management has $ound wideacceptance in industry

It has many applications outside o$ construction +anaging legal cases

+anaging new product releases


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'orces 'ostering Project $anagement

+ain $orces in driing the acceptance o$project management

-xponential growth o$ human knowledge Growing demand $or a "road range o$

complex goods and serices

Increased worldwide competition

'll o$ these contri"ute to the need $ororgani.ations to do more and to do it$aster


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Projects (en to )e *arge

&rojects tend to "e large /he #hannel /unnel, or #hunnel

Dener International 'irport

&anama #anal expansion project

/hree Gorges Dam, #hina

&rojects are getting larger oer time

0lying "alloonsplanesjetsrocketsreusa"le rockets

/he more we can do, the more we try to do


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Project $anagement +lso ,ettingSmaller

+ore people are seeing the adantages

o$ project management techni1ues

/he tools hae "ecome cheaper /he techni1ues are "ecoming more

widely taught and written a"out


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(hree Project O)jecties- (he (ripleConstraint/

/ime

#ost

(cope

/ime, cost, and per$ormance are all

related to a project


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%irect Project ,oals- Scope Cost(ime

0igure 232


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Project S!ccess

&roject e$$iciency

Impact on the customer

Business impact on the organi.ation !pening new opportunities $or the $uture


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Project $anager

&roject manager is the key indiidual on a

project

&roject manager is like a mini3#-!


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Project $anagement Organizations

/he &roject +anagement Institute,$ounded in 2454, is the major project

management organi.ationGrew $rom 6,788 mem"ers in 2448 tooer 9:8,888 in :828

!ther organi.ations 'ssociation $or &roject +anagement

International &roject +anagement'ssociation


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(rens in Project $anagement

'chieing strategic goals

'chieing routine goals

Improing project e$$ectieness;irtual projects

Dynamic and 1uasi3projects


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ecent Changes in $anagingOrganizations

#onsensual management

(ystems approach

&rojects are esta"lished in order toaccomplish set goals


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$ajor Characteristics o a Project

Importance

(cope

Li$e cycle with a $inite due date Interdependencies


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Why Project $anagement3

/he main purpose $or initiating a project

is to accomplish some goal

&roject management increases thelikelihood o$ accomplishing that goal

&roject management gies us someone

=the project manager> to spearhead theproject and to hold accounta"le $or its

completion


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4egatie Sie to Project $anagement

Greater organi.ational complexity

?igher pro"a"ility organi.ational policy

will "e iolated(ays managers cannot accomplish the

desired outcome

#on$lict


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(he Project *ie Cycle

0igure 239


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(ime %istri)!tion o Project 5ort

0igure 23@


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+nother Possi)le Project *ie Cycle

0igure 237


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is6 %!ring the *ie Cycle

0igure 236


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(he Str!ct!re o this (e7t

0ollows the project li$e cycle

(ome topics stand3alone

!ther topics incorporated throughout


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Part I- Project Initiation

&rojects in #ontemporary !rgani.ations

(trategic +anagement and &roject

(election /he &roject +anager

+anaging #on$lict and the 'rt o$

Negotiation /he &roject in the !rgani.ational

(tructure


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Part II- Project Planning

&roject 'ctiity and Risk &lanning

Budgeting -stimating #osts and Risks

(cheduling Resource 'llocation


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Part III- Project 57ec!tion

+onitoring and In$ormation (ystems

&roject #ontrol

&roject 'uditing &roject /ermination

Ch01-Meredith.ppt

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