Intro 1

PROJECT MENAGEMENT FRAME WORK & TOOLS

EM-504

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OVER VIEW OF PROJECT MANAGEMENTOVER VIEW OF PROJECT MANAGEMENT1. Overview2. Systems Theory and Concepts3. Organizational Structures4. Organizing and Staffing 5. Management Functions

Basic Core of Knowledge needed to understand Project Management

6. Time Management7. Conflicts8. Special Topics

Support Functions: Time Management,

Conflicts, special topics

9. Variables for Success10. Working with Executives

11. Planning12. Network Scheduling Techniques13.Project Graphics14. Pricing and Estimating15. Cost Control

16. Trade-Off Analysis

17. Risk Management

Executive involvement and the critical success factors for predicting

project success

Quantitative chapters on planning, scheduling, cost

control and estimation

Deals with trade-off on time, cost, performance

Advanced topics in project management

and future trends

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What is a PROJECT?What is a PROJECT?

• A Project can be considered to be any series of activities and tasks that:

• Have a specific objective to be completed within certain specifications

• Have defined start and end dates

• Have funding limits (if applicable)

• Consume resources (i.e., money, people, equipment)

Project Management

Performance

Cost

Resources

Tim

e

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INTRODUCTION OF PROJECT MANAGEMENTINTRODUCTION OF PROJECT MANAGEMENT

PLANNING

SCHEDULING

CONTROL

PlanningPlanning

• Definition of work requirements

• Definition of quantity and quality of work

• Definition of Resources needed

Scheduling Scheduling

• Routing planned work

• Use of optimization techniques like Gantt

• Use of Techniques like PERT/CPM

ControllingControlling

•Tracking Progress

•Compare actual with predicted

•Analyzing impact

•Make adjustments

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WHAT IS A SUCCESSFUL PROJECT MANAGEMENTWHAT IS A SUCCESSFUL PROJECT MANAGEMENT

A SUCCESSFUL PROJECT MANAGEMENTA SUCCESSFUL PROJECT MANAGEMENT CAN BE CAN BE DEFINED HAVING ACHIEVED THE PROJECT DEFINED HAVING ACHIEVED THE PROJECT

OBJECTIVESOBJECTIVES

• Within time

• Within cost

• At the desired performance/technology level

• While utilizing the assigned resources effectively and efficiently

• Accepted by the customer

• With acceptance by the customer or user

• When you can use the customers name as reference

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OBSTACLES IN PROJECT MANAGEMENTOBSTACLES IN PROJECT MANAGEMENT

• Project Complexity

• Customer’s special requirements

• Organizational Restructuring

• Project Risks

• Changes in Technology

• Forward planning and Pricing

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PROJECT MANAGER-FUNCTIONAL MANAGER PROJECT MANAGER-FUNCTIONAL MANAGER INTERFACEINTERFACE

Functional managers

Project managers

Executives

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Most companies have the following resources,

Functional managers control resources

1. Money

2. Manpower

3. Equipment

4. Facilities

5. Materials

6. Information Technology

Project managers control only “Project Money”.

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Project management is more behavioral than quantitative. Effective project management requires an understanding of,

• Quantitative tools and techniques

• Organizational structures

• Organizational behavior


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DEFINING PROJECT MANAGER’S ROLEDEFINING PROJECT MANAGER’S ROLE

Project Managers have increasing responsibility, but very little authority. This lack of authority forces them to negotiate with upper

level management as well as functional management.

Interface ManagementInterface Management

• Managing human interrelationships in the project organization

• Maintaining balance between technical and managerial project functions

• Coping with risk associated with project management

• Surviving organizational restraints

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DEFINING FUNCTIONAL MANAGER’S ROLEDEFINING FUNCTIONAL MANAGER’S ROLE

• Define how the task will be done

• Where the task will be done

• Provide sufficient resources to accomplish the objective within constraints

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DEFINING FUNCTIONAL MANAGER’S CONSTRAINTSDEFINING FUNCTIONAL MANAGER’S CONSTRAINTS

• Unlimited work requests especially during competitive bidding

• Predetermined deadlines

• All requests having a high priority

• Limited number of resources

• Unscheduled changes in project plan

• Unpredicted lack of progress

• Unplanned absence of resources

• Unplanned loss of resources

• Unplanned turnover of personal

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DEFINING THE EXECUTIVE’S ROLEDEFINING THE EXECUTIVE’S ROLE

New expectations of and new interfacing role:

• Project planning and objective setting

• Conflict resolution

• Priority setting

• Project sponsor

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WORKING WITH EXECUTIVESWORKING WITH EXECUTIVES

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WORKING WITH EXECUTIVESWORKING WITH EXECUTIVES

Success ofPM

Success ofPM

Pro

ject

Man

ager

Line M

anager

Execu

tives

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PM if properly implemented, can make it easier for executives to overcome obstacles such as.

• Unstable economy

• Shortages

• Soaring costs

• Increased complexity

• Heightened competition

• Technological changes

• Societal concerns

• Consumerism

• Ecology

• Quality of Work

THE GROWTH OF PROJECT MANGEMENTTHE GROWTH OF PROJECT MANGEMENT

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LOCATION OF THE PROJECT MANAGERLOCATION OF THE PROJECT MANAGER

What salary?

Who to report?President

Vice President

Director

Division

Department

Section

Laborer

60

50

40

30

20

10

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Grades

•Ideally project managers should be at the same pay scale as the people they negotiate.

•Location depend upon upon the

• Type of organization

• Responsibility

Definition of a Program

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Intro 1

Documents

Transcript of Intro 1