UNDERSTANDING
PROJECT MANAGEMENT
Rishi Kumar, P.Eng., PMP, CMC
President and CEO
Global Educational and Consulting Services
Web: www.gecssolutions.com
E-mail: [email protected]
Tel: 905-501-8128/Fax: 905-501-1978
PROJECT &
PROJECT MANAGEMENT
PROJECT-SERIES OF ACTIVITIES &
TASKS:
• 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 &
PROJECT MANAGEMENT
PROJECT MANAGEMENT
• Project planning
• Definition of work requirements
• Definition of quantity and quality of work
• Definition of resources needed
• Project monitoring
• Tracking progress
• Comparing actual outcome to predicted outcome
• Analyzing impact
• Making adjustments
PROJECT &
PROJECT MANAGEMENT
SUCCESSFUL PROJECT
MANAGEMENT
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Within time
Within budget
At the desired performance
While utilizing the assigned resources
effectively and efficiently
• Accepted by the customer
PROJECT &
PROJECT MANAGEMENT
WHAT IS A PROJECT?
• Either operations or projects
• Operations are ongoing and repetitive
• Projects are temporary and unique
• Project-Generally Temporary
• To create a unique product or service
• Has a definite beginning and a definite end
• Product or service different in some distinguishing
way from all similar products or services.
PROJECT &
PROJECT MANAGEMENT
Projects-performing organization’s
business strategy; Examples:
• Developing a new product or service
• Effecting a change in structure, staffing or style of an
organization
• Designing a new transportation vehicle
• Developing or acquiring a new modified information
system
• Constructing a building or facility
• Running a campaign for political office
• Implementing a new business procedure or process
PROJECT &
PROJECT MANAGEMENT
WHAT IS PROJECT MANAGEMENT?
• Application of knowledge, skills, tools and
techniques to project activities in order to
meet or exceed customer needs and
expectations from a project
• The planning, organizing, directing and
controlling of company resources for a
relatively short-term objective that has been
established to complete specific goals and
objectives
PROJECT &
PROJECT MANAGEMENT
• Art of creating the illusion that any outcome
is the result of a series of predetermined,
deliberate acts when, in fact it was dumb luck
• Some times called
• Organizational approach of ongoing operations
• Management by project
PROJECT &
PROJECT MANAGEMENT
ROLE OF PROJECT MANAGER
• Responsible for coordinating and integrating
activities across multiple, functional lines
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Needs strong communicative and interpersonal skills
Familiar with the operations of each line organization
General knowledge of the technology being used
May have increasing responsibility, but very little authority
• May involve in negotiation with upper-level
management, functional management for control of
company resources required for the project
PROJECT &
PROJECT MANAGEMENT
• Managing human interrelationships in the
project organization
• Maintaining the balance between technical
and managerial project functions
• Coping with risk associated with project
management
• Surviving organizational restraints
PROJECT &
PROJECT MANAGEMENT
Project manager must provide:
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Complete task definition
Resource requirement definitions
Major timetable milestones
Definition of end-item quality and reliability
requirements
• The basis for performance measurement
PROJECT TEAMS
What is a Team?
• Two or more persons who must coordinate with each other in order to get
some job done….and know it!
PROJECT TEAMS
Why a Team Approach to Managing
Projects?
• To improve the project’s effectiveness
• Better management of task demands, relationship demands
and group process demands
• Creates the opportunity for people
• To come together and share their issues and concerns about
the project
• Discuss their ideas for effectively dealing with these issues
and concerns
• To contribute to the development of a project plan which
manages the issues and concerns in an organized,
collectively agreed upon plan
PROJECT TEAMS
• Appropriate to managing projects when the
project being examined is complex and
requires the knowledge and experience of
many individuals
• Appropriate when a high quality project plan
is needed
• Appropriate when high commitment is
needed to implement the project plan
PROJECT TEAM
OBJECTIVES
To be effective as a project team as
individuals
Relies on those involved, sharing their
experiences and knowledge to achieve
common tasks or goals
A person is a member of a project team if
that person’s contribution has an effect on
the output of the project and its team…a
significant effect
PROJECT TEAM
CHARACTERISTICS
A Formal Charter
• Formal, defined responsibility for the project
• A vision of what results are to be achieved,
and why
 Interdependence
• Project team tasks cannot be achieved by one
alone
• Project team members need support from
each other
PROJECT TEAM
CHARACTERISTICS
Commitment to “Synergy”
• Individual efforts complement each other resulting in
added value to the quality of the work and therefore
the project
• Project team members willingly collaborate to meet
project objectives
Accountability for Outcomes
• A measurable quality project must be produced
• Everyone is 100percent accountable for the project
and the project team’s success
PROJECT TEAM
ESTABLISHING THE PROJECT
TEAM’S RRSP
• ROLES
• Various levels of expertise
• Own strengths and weaknesses as they pertain to
the Project and its Scope
• RULES
• Basic ground rules for operating assists a Project
team to keep on track and in focus
PROJECT TEAM
SELF-EVALUATION
• Simple yet powerful tool for getting a Project
Team back on track
PROJECT SCOPE STATEMENT
• Develop their Scope Statement
PROJECT
SCOPE STATEMENT
Documented basis for making future
project decisions and for confirming or
developing common understanding of
project scope among the stakeholders
May need to be revised or refined to
reflect changes to the scope of the project
Should include either directly or by
reference to other documents
PROJECT
SCOPE STATEMENT
Project Justification
• Business need
• Basis for evaluating future trade-offs
• Answers the “why this project is important to
the organization”
• A statement of the overall purpose or goal
PROJECT
SCOPE STATEMENT
Project Objectives
• List of “what” the project will accomplish
• What are the major deliverables?
• What are the measurements attached to each
objective? May include a flow diagram of the
process (i.e.; for software development
projects)
• Project Definition phase will deal “how” the
project will do each stated objective
PROJECT
SCOPE STATEMENT
In Scope and Out of Scope
• Defines the project parameters
• In Scope- is what the project will include and
what may be considered a part of the project
• What is not a part of this project included in
the “Out of Scope” section
PROJECT
SCOPE STATEMENT
Project Deliverables/Requirements
• List of the summary level sub-products or services,
generally broken down into three sections:
• Mandatory requirements
• Optional requirements, and
• Nice to have requirements
 Benefits
• List of the benefits, as seen by the project team, of
moving forward with this project
PROJECT
SCOPE STATEMENT
Assumptions
• in moving forward with the project, what
assumptions is the project team making?
Constraints/Dependencies
• List of any constraints on the project or dependencies
on resources or funding committed to other projects
Organization
• Key resources required to ensure the successful
completion of the project?
• Include members of the project team and additional
resources as might be required.
STAGES OF PROJECT
TEAM DEVELOPMENT
The four stages are:
• Forming: Little or no measurable project
accomplishments
• Storming: Minimal project performance
• Norming: Average to good project
accomplishment
• Performing: High project performance (plan
successfully implemented)
STAGES OF PROJECT
TEAM DEVELOPMENT
Dynamics of project management
depends
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The
The
The
The
The
tasks
characteristics of the project members
manager’s style
setting
past history of working together
• How previous projects have been handled?
PROJECT ORGANIZATION
CONCERNS OF PROJECT MANAGER
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ARCHITECTURAL AND/OR ENGINEERING SERVICES
MATERIALS
EQUIPMENT
SUPPLIES
TO BE SUCCESSFUL & ENSURE SUCCESS
>>> CONTRACTING & NEGOTIATION
SKILLS?
ORGANIZATIONAL ISSUES
OBJECTIVES
PRODUCTS
ENVIRONMENT
OTHER FACTORS
FUNCTIONAL ORGANIZATION
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TALL STRUCTURE
COMMUNICATION PROBLEMS
COMPLEX
DIFFICULT TO MANAGE
ORGANIZATIONAL ISSUES
ORGANIC OR SYSTEM TYPE
• SPECIFIC MANAGER
• PROJECT MANAGEMENT APPROACH
• FLEXIBILITY
• ACCOUNTABILITIES
• VISIBILITY
• PROJECT MANAGED AS AN ENTITY
• WITHIN GOAL/POLICIES/PROCEDURES
PROJECT MANAGEMENT
SYSTEM
PROJECTIZED FORM OF
ORGANIZATION
MATRIX FORM OF ORGANIZATION
ORGANIC OR SYSTEMS
ORGANIZATION
PROJECTIZED FORM
PERSONNEL DIRECTLY ASSIGNED
FROM VARIOUS DEPARTMENTS
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CREATE SENSE OF PURPOSE
OPEN COMMUNICATION CHANNELS
HIGHER ADMINISTRATION COST?
POSSIBLE DUPLICATION OF EQUIPMENT
AND RESOURCES
• ONCE PROJECT COMPLETED : PERSONNEL
ISSUE?
MATRIX FORM
PERSONNEL NOT DIRECTLY
ASSIGNED TO PROJECT MANAGER
• FLEXIBILITY IN RESOURCE ALLOCATION
• FUNCTIONAL DEPARTMENT SUPPORTS THE
PROJECT…SHARING
• PEOPLE MAINTAIN JOBS AFTER
COMPLETION
• FLEXIBILITY >>>> CHANGE, CONFLICT,
PROJECT NEEDS?
ORGANIC OR SYSTEMS
MIXTURE OF FUNCTIONAL, MATRIX AND
PROJECTIZED
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COMPETING DEMAND
OBJECTIVES
MANAGEMENT NEEDS
ENVIRONMENTAL CONDITIONS
ISSUE OF CONTRACTING FUNCTION ….
CENTRALIZED OR DECENTRALISED
CENTRALIZED
CONTRACTING
ECONOMICAL…EFFICIENCY AND
EFFECTIVENESS
MANAGEMENT CONTROL
DUPLICATION
RECEIVING AND INSPECTION COST
CONTRACTING SPECIALIZATION
FACE-TO-FACE COMMUNICATION
EASY TO MANAGE/DEAL
PROJECT MANAGER> NO CONTROL
DECENTRALIZED
CONTRACTING
PROJECT MANAGER CONTROLS
CONTRACTING PERSONNEL FAMILIAR
WITH THE PROJECT
CONTRACTING TAILORED TO A SINGLE
PROJECT
RESPONSIBILITY AND ACCOUNTABILITY
ISSUES
DUPLICATION EFFORTS?
COST, STANDARD POLICIES?
ORGANIZING THE
CONTRACTING EFFORT
PROJECT ORGANIZATION
• IMPACT ON CONTRACTING ORGANIZATION?
FLEXIBLE, MEET THE NEEDS
COMBINATION OF VARIOUS TYPES
DEMANDS OF THE PROJECT
ECONOMICS OF THE STRUCTURE
COMPANY POLICIES, PROCEDURES