Project ManagementProject Management Course Code (BBA-3219)Course Code (BBA-3219)

Md. Masukujjaman, lecturer, NUB

Project Management: Project Management: A Managerial A Managerial

ApproachApproach

Chapter 1 – Projects in Chapter 1 – Projects in Contemporary OrganizationsContemporary Organizations

Books…..Books…..

Text BooksText BooksJack R. Meredith, Samuel j. Mantel, Jr. Project Jack R. Meredith, Samuel j. Mantel, Jr. Project

Management, A managerial Approach, Management, A managerial Approach, Fifth Edition, Wiley, 2003Fifth Edition, Wiley, 2003

Reference booksReference booksMaylor, H. Project management, Third Maylor, H. Project management, Third

Edition, Pearson Edition Pte.Ltd.2004Edition, Pearson Edition Pte.Ltd.2004

OverviewOverview

After studying this chapter we will know….After studying this chapter we will know….

Project & Project Criteria Project & Project Criteria Project Management Aspects Project Management Aspects Project Management Growth FactorsProject Management Growth Factors Project Life CycleProject Life Cycle

What is a Project?What is a Project?

Project DefinedProject Defined–A complex, nonroutine, one-time effort A complex, nonroutine, one-time effort limited by time, budget, resources, and limited by time, budget, resources, and performance specifications designed to performance specifications designed to meet customer needs.meet customer needs.

The Definition of a “Project”The Definition of a “Project”

Must make a distinction between terms:Must make a distinction between terms: ProgramProgram - an exceptionally large, long-range objective - an exceptionally large, long-range objective

that is broken down into a set of projectsthat is broken down into a set of projects– ““A group of related projects managed in a coordinated way to A group of related projects managed in a coordinated way to

obtain benefits and control not available from managing them obtain benefits and control not available from managing them individually.”* individually.”*

– Program managers oversee programs and often act as bosses Program managers oversee programs and often act as bosses for project managers.for project managers.

TaskTask - set of activities comprising a project - set of activities comprising a project

Work PackagesWork Packages - division of task - division of task

Work UnitsWork Units - division of work packages - division of work packages

A specific, finite task to be accomplishedA specific, finite task to be accomplished

Project Management Project Management A Working DefinitionA Working Definition

Project:Project:– A problem with a known solution A problem with a known solution

scheduled for completion—unique and scheduled for completion—unique and non-routine activitiesnon-routine activities

Project Examples..Project Examples.. Jamuna Multi-purpose Bridge.Jamuna Multi-purpose Bridge. Illiteracy eradication project.Illiteracy eradication project. Poverty Alleviation Project.Poverty Alleviation Project. Vasantek Rehabilitation Project (BRP).Vasantek Rehabilitation Project (BRP).

IT project:IT project:

– A help desk or technical worker replaces laptops for a small A help desk or technical worker replaces laptops for a small department.department.

– A small software development team adds a new feature to an internal A small software development team adds a new feature to an internal software application.software application.

– A college campus upgrades its technology infrastructure to provide A college campus upgrades its technology infrastructure to provide wireless Internet access.wireless Internet access.

Major Characteristics of a Major Characteristics of a ProjectProject

– Has an established Has an established objectiveobjective..– Has a defined life span with Has a defined life span with a beginninga beginning and and an an

endend..– Requires across-the-organizational Requires across-the-organizational

participation. (participation. (Cross functional activityCross functional activity))– Involves doing something never been done Involves doing something never been done

before. (before. (Non-routineNon-routine))– Has specific Has specific timetime, , costcost, and , and performanceperformance

requirements.requirements.– Involves uncertainty.Involves uncertainty.

Programs versus ProjectsPrograms versus Projects

Program DefinedProgram Defined–A series of coordinated, related, multiple A series of coordinated, related, multiple projects that continue over an extended time projects that continue over an extended time and are intended to achieve a goal.and are intended to achieve a goal.

–A higher level group of projects targeted at a A higher level group of projects targeted at a common goal.common goal.

–Example:Example:Project: completion of a required course in project Project: completion of a required course in project management.management.

Program: completion of all courses required for a Program: completion of all courses required for a business major.business major.

Project Management:Project Management:

– The science and art of solving the The science and art of solving the problem within predetermined time and problem within predetermined time and resource parametersresource parameters

– Shouldering just enough risk to escape Shouldering just enough risk to escape with your career intact!!!with your career intact!!!

The Challenge of Project ManagementThe Challenge of Project Management

The Project ManagerThe Project Manager–Manages temporary, non-repetitive Manages temporary, non-repetitive activities and frequently acts activities and frequently acts independently of the formal organization.independently of the formal organization.

Marshals resources for the project.Marshals resources for the project. Is linked directly to the customer interface.Is linked directly to the customer interface. Provides direction, coordination, and integration to the Provides direction, coordination, and integration to the

project team.project team. Is responsible for performance and success of the Is responsible for performance and success of the

project.project.

–Must induce the right people at the right Must induce the right people at the right time to address the right issues and make time to address the right issues and make the right decisions.the right decisions.

The Importance of Project The Importance of Project ManagementManagement

Factors leading to the Factors leading to the increased use of project increased use of project managementmanagement::–Compression of the product Compression of the product life cyclelife cycle

–Global competitionGlobal competition

–Knowledge explosionKnowledge explosion

Importance contd…Importance contd…

– Corporate downsizingCorporate downsizing

– Increased customer focusIncreased customer focus

– Rapid development of Third World and Rapid development of Third World and closed economiesclosed economies

– Small projects that represent big Small projects that represent big problemsproblems

Advantages of Using Formal Advantages of Using Formal

Project ManagementProject Management Better control of financial, physical, and Better control of financial, physical, and human resources.human resources.

Improved customer relations.Improved customer relations. Shorter development times.Shorter development times. Lower costs.Lower costs. Higher quality and increased reliability.Higher quality and increased reliability. Higher profit margins.Higher profit margins. Improved productivity.Improved productivity. Better internal coordination.Better internal coordination. Higher worker morale (less stress).Higher worker morale (less stress).

Why Project Management?Why Project Management?

Companies have experienced:Companies have experienced:– Better customer relationsBetter customer relations– Shorter overall delivery timesShorter overall delivery times– Lower costs and higher profit marginsLower costs and higher profit margins– Higher quality and reliabilityHigher quality and reliability– Higher worker moraleHigher worker morale

Why (not) Project Why (not) Project Management?Management?

Companies have also experienced Companies have also experienced some negatives:some negatives:– Greater organizational complexityGreater organizational complexity– Increased likelihood of organizational Increased likelihood of organizational

policy violationspolicy violations– Higher costsHigher costs– More management difficultiesMore management difficulties– Low personnel utilizationLow personnel utilization

The Project Life CycleThe Project Life Cycle

Stages of a Conventional Project:Stages of a Conventional Project:– Slow beginningSlow beginning– Buildup of sizeBuildup of size– PeakPeak– Begin a declineBegin a decline– TerminationTermination

The Project Life CycleThe Project Life Cycle

The Project Life CycleThe Project Life Cycle

Stages of a Conventional Project:Stages of a Conventional Project:– Slow beginningSlow beginning– Buildup of sizeBuildup of size– PeakPeak– Begin a declineBegin a decline– TerminationTermination

Project Management Life Project Management Life CycleCycle

Definition Planning Implementation Delivery

Lev

el o

f ef

fort

1. Goals2. Specifications3. Scope4. Responsibilities5. Teams

1. WBS2. Budgets3. Resources4. Risks5. Schedule

1. Status reports2. Change Orders3. Quality Audits4. Contingencies

1. Train user2. Transfer documents3. Release resources4. Reassign staff5. Lessons learned

The Project Life CycleThe Project Life Cycle

Unlike the more conventional life cycle, continued inputs of Unlike the more conventional life cycle, continued inputs of effort at the end of the project produce significant gains in effort at the end of the project produce significant gains in returnsreturns

Projects in Contemporary Projects in Contemporary Organizations Organizations

Figure 1-3

Projects in Contemporary Projects in Contemporary Organizations Organizations

Figure 1-4

Projects in Contemporary Projects in Contemporary Organizations Organizations

Figure 1-5

Projects in Contemporary Projects in Contemporary Organizations Organizations

Figure 1-6

THAT’S ALLTHAT’S ALLTODAYTODAY