El Proyecto y La Empresa

Morfologa y contexto del proyecto

Planificacin de Proyectos

rea de Proyectos de Ingeniera

Proyectos (API) Leccin 1 1 / 43

Introduction

ndice

1 Introduction

2 The project

3 Structure of a project company

4 Conclusions

5 Recommended readings


Introduction

Objetives

After this lesson, the student will know:1 The most useful definitions of project2 The difference amongst operations and projects3 The characteristics of the projects4 The technical, human, and management dimension5 Pros & Cons of the various types of organizations6 The best organization for a project7 The best organization for you8 The interaction between pm and fm


The project

ndice

1 Introduction

2 The project


4 Conclusions



The project

ProjectsDefinition

What is a project?


The project

ProjectsUseful definition

As proposed by David Cleland & William R. King:A combination of human and non-human resources pulled together into atemporary organization to achieve a specified purpose.

As stated by pmi in the pmbok:A project is a temporary endeavor undertaken to create a unique product,service, or result.

IS0 10006 proposal:A project is a unique process, consisting of a set of coordinated andcontrolled activities with start and finish dates, undertaken to achieve anobjective conforming to specific requirements, including the constraints oftime, cost and resources


The project


These definitions . . .Dont make any technical mentionThey tell the difference between operations and projects:operations: continuous and iterative

projects: temporary and unique

Every project has a definite beginning and end and the product or servicecreated is different, somehow, of any other similar product or service.


The project


Examples:To develop a new product or serviceTo develop the campaign of a political partyTo design a new vehicleTo build a sewerage network in a developing community


The project

ProjectsFundamental characteristics: Discontinuous

DiscontinuousProjects are sporadic activities with a definite beginning and end

Beginning:After identification of abusiness opportunityTo satisfy a necessity ofthe environment

Examples:To lunch a new productTo provide tap water to adeveloping regionTo improve a productive process


The project

ProjectsFundamental characteristics: Discontinuous

DiscontinuousProjects are sporadic activities with a definite beginning and end

End:the goals have been achievedit is clear that it wont be possible to achieve the goalsthe necessity for the project has dissapeared and the project iscanceled


The project

ProjectsFundamental characteristics: Unique results

Unique resultsA project delivers unique results:

A quantifiable articleThe capacity to provide a serviceAn achievement


The project

ProjectsFundamental characteristics: Unique results

Singularity is an important characteristic of the deliverables of the project

For example,Even though many office buildings are built, each one is unique:

different ownerdifferent designdifferent locationdifferent contractoretc.


The project

ProjectsFundamental characteristics: Gradual development

Gradual developmentGradual development means to grow in small steps

Ejemplo: Chemical plant1 Definition of the process characteristics2 Design of the maind processing units3 Mechanical characteristics of the processing units and auxiliary facilities4 Blueprints5 Interpretations and modifications while execution6 Final operative adjustments

Gradual development must not be confused with scope corruptionScope must be controlled while gradually developing the project

specifications


The project

ProjectsFundamental characteristics: Complex and multi-disciplinary

ComplexityComplexity due to:

the variety of contentswork volumeamount investedtime neededresponsabilities

It might cover so many different fields that it is impossible to face itwithout subdivisions


The project

ProjectsFundamental characteristics: Evolution

EvolutionEvery day is different:

Different people involvedDifferent problems arising

Many unexpected facts occur in the project because of the uniqueness ofthe process

A project is usually compared with a waveIt is created, changes form and intensity, it reaches the cliffs abruptly orthe shores smoothly


The project

ProjectsFundamental characteristics: Irreversibility

IrreversibilityDuring the life of the project many decisions must be made. Usually theyare irreversible, at least to a certain point.

In some cases you can go back but investing an important amount ofmoney or suffering delays

For exampleChanging the path of an electrical lineChanging the location of an industry


The project

ProjectsFundamental characteristics: Risk

RiskIt is easy to believe that some projects represent a great risk, being iteconomic or of a different nature, suffering perturbations hardlycontrollable or even random

If the project isimportanthard to manageunusualwith great environmental perturbations

it is likely that it will failed


The project

ProjectsTypes of projects

Projects can be classified according to:Its technical fieldIts internal or external character


The project

ProjectsAspects of the project

Client

Project

TECHNICAL KNOWHOW

Technical inceptionEngineering

ManufacturingAssembling

TestsBuilding

Development

MANAGEMENTVARIABLEPlanning

InformationControl

CoordintionDecisionsObjetives

HUMAN ASPECTSSelectionFormationMotivationNegociationParticipationCoordinationIntegration


Structure of a project company

ndice

1 Introduction

2 The project


4 Conclusions





The project is going to be developed within an organization whosecharacteristics can be very different

Most frequently, the organization is a company, either private or public:A new company created by the promoter with the purpose ofdeveloping the projectAn already existing company, that tries to enhance their activitythrough accomplishing this new project



Structure of a project companyCommon types

Three are the most frequent organizative structures:Functional unitsProject teamsHybrid organization



Structure of a project companyOrganization by Functional Units

Organization by functional unitsIt is the most extended organization in the industry and the servicesector, as well as the oldest and most traditionalThe high executive board coordinates and assigns the different task tothe different departments or functional units

Topmanagers

Consultants

Functionalunit 1

Functionalunit 2

Functionalunit 3




Topmanagers

ConsultantsQuality

Marketing

Marketing

Sales

Engineering

Automatics

Mechanics

Electricity

Systems

Production

Planning

Process

Control

Safety

Maintenance

Acquisitions

Materials

Subsets

Management

Finance

Accounting

Services




ProsIncreases the motivation for technical improvementHigher degrees of technical developmentBetter global performanceMore flexible and efficient use of human resourcesPeople gains experience from many different projectsTheres a continuity in the politics and procedures




ConsIts hard to manage big projectsNo single accountable personSubdivision of the tasks increases the difficulties in coordinationMore dedication to technical issues than to coordination, planningand control




Cons:The success of the new project depends on the workload of thedifferent departmentsThe response of the organization to the project needs is very slowThe top managers usually pursue succes in global goals instead of thenew project successSometimes, developing a project in this kind of organization causes itsfailure



Structure of a project companyOrganization by project teams

The origin of this type of organization is very modern. Its more present inthe service sector than in industry

TopManagers

Consultants

Projectteam 1

Projectteam 2

Projectteam 3




Project A

Engineering Production Qualitycontrol

Fieldoperations

Mangement Acquisitions

Project B

Engineering Production Qualitycontrol

Fieldoperations

Management Acquisition

Top management

QualityConsultants

Marketing




ProsDirect control of all the activities of the projectA clear, unique and complete hierarchical structureLess coordination problemsEverybody is working like a team with a clear goal, and everyoneshares success or failureClear responsabilitiesQuicker response




ConsMultiplied roles, more personnel, more expensiveIt can be difficult to find people that likes to work without colleaguesfrom the same field




ConsDoesnt foster the growth of especialized teamsIt fosters management, not technical aspectsExperts get obsoleteIddle timesThe project pays for the personnel assigned, even when iddle



Structure of a project companyHybrid organization

Hybrid organization is the most typical and shares pros and cons from both typesof organization

Top man-agement

Consultants

Projectteams

Functionalunits

A B C 1 2 3

Funtional units develop technical tasksThe project is managed by the project team




Personnel is kept in their functional unit and can be used more efficiently

Responsabilities of the pm:what has to be done?(contents, scope, quality)when does it have to be done?(planning and scheduling)how much will it cost?(budget)

Responsabilities of the rmwho is going to make it?(personnel assignment)how is it done?(technical quality)

The big issue is the lack of authority of the PM over the staff that hasbeen assigned to the project




To manage the people assigned to the project teamsThe pm must use its real authority

ExperienceReputationPersuasive capabilitiesetc.

The legal authority




Topmanagers

ConsultantsQuality

Projectmanager

Functionalmanager

Project Amanager

Project Bmanager

Project Cmanager

F.U. 1manager

F.U. 2manager

F.U. 3manager

F.U. 1Project Bcoordinator




ProsManagement and technical aspects are separatedEach one can follow either one or the other way while progressing intheir careerKnowledge is fostered within the fuThe project team has experts from many disciplines availableThe uf solves the needs of human resources




ConsTwo bosses might cause problemsContinuous effort to balance the pm and fm powerNeed of a higher management level to coordinate pm and fmNeed of an information system to ease the coordinationContinuous effort to balance cost, time and quality



Structure of a project companyOrganization and project

Factors Funcional Matricial EquiposUncertainty Low High NewTechnology Normal Complicated NewComplexity Low Medium HighLength Short Normal LargeSize Small Medium LargeRelevancy Low Medium HighClient Several A few OneInterdependency within the project Low Normal HighDelay importancy Low Normal HighDiferenciation Low High Medium



Structure of a project companyOrganization and project

FUNCTIONAL

Nocoordinator

TEAMS

Project team

HYBRID

PartialCoordinator Coordinator

Projectmanager

Partial projectteam

WEAKMATRIX

STRONGMATRIX

% FUNCTIONALPERSONNEL

% TEAMPERSONNEL

0 %

100 %

100 %

0 %


Conclusions

ndice

1 Introduction

2 The project


4 Conclusions



Conclusions

ConclusionsTopics we have seen

1 Project2 Technical, human and management

dimensions3 Team projects4 Functional units5 Hybrid organization6 Project manager7 Functional manager


Recommended readings

ndice

1 Introduction

2 The project


4 Conclusions





DE COS CASTILLO, M.Teora del proyecto. Volumen I: Direccin deProyectos/Project Management.Ed. Sntesis. 1998.ANSI/PMI 99-001-2004Gua de los fundamentos de la direccin deproyectos.Thomson course technology. 2006KERZNER, H.Project management. A systems approach toplanning, scheduling and controlling.John Wiley and sons. 2001.


IntroductionThe projectStructure of a project companyConclusionsRecommended readings

El Proyecto y La Empresa

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