BEC 3324: PROJECT MANAGEMENT YEAR III SEMESTER II SESSION I

FMSC - USJ

BY: H K Amarasinghe

Introduction to Project Management j g

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What is a Project?
Projects Vs Programs Projects Vs Operations

Project Management and its Evolution The Role of a Project Manager

Triple Constrains of Projects

Project Life Cycle Organizations and Project Management

H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

What is a Project? j
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A project is a temporary endeavor undertaken to create a unique product, service, or result. Temporary? Unique product? U i d ? Involvement of few parties?
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Key Characteristics of Projects y j

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Unique Finite Constrained Change Involvement I l Divisibility in to Sub-tasks Single Point of Responsibility

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Projects can Create: j

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A product that can be either a component of p p another item or an end item in itself A capability to perform a service (e.g., a business function that supports production or distribution), or A result such as an outcome or document (e.g., a research project that develops knowledge that can h j h d l k l d h be used to determine whether a trend is present or a new process will benefit society).
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Programs g
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A program is defined as a group of related A projects managed in a coordinated way to obtain benefits and control not available from managing g g them individually. Programs may include elements of related work g y outside the scope of the discrete projects in the program. A project may or may not be part of a program but a program will always have projects.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Operations p
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Operations are an organizational function Operations performing the ongoing execution of activities that p produce the same product or provide a repetitive p p p service. Examples include: p
Production operations, Manufacturing operations Accounting operations.

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A Comparison p
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Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organizations strategy. g g gy Organizations sometimes change their operations, p products, or systems by creating strategic business y y g g initiatives. Projects require project management while operations require business process management or operations management.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Examples p
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Programs? Projects? Operations?

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Project Management j g
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Project management is the application of Project knowledge, skills, tools, and techniques to project activities to meet the project requirements. p j q Project management is accomplished through the appropriate application and integration of the logically grouped project management processes comprising the 5 Process Groups.

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5 Processes of Project Management j g

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1 2 3 4 5

Initiating Planning Executing Monitoring and Controlling Closing

H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Managing a Project Typically is: g g j yp y

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Identifying requirements Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out Balancing the competing project constraints including, but not limited to: Scope, Scope Quality, Schedule, Schedule Budget, Resources, and , Risk etc.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Projects and Strategic Planning j g g

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Projects are often utilized as a means of achieving j g an organizations strategic plan. Projects are typically authorized as a result of one or more of the following strategic considerations: h f ll i i id i Market demand Strategic opportunity/Business need S i i /B i d Customer request Technological d T h l i l advance Legal requirements
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Organizational Environment and Projects g j

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Enterprise environmental factors refer to both p internal and external environmental factors that surround or influence a projects success. These factors may come from any or all of the enterprises f f ll f h i involved in the project. Enterprise environmental factors may enhance or constrain project management options and may have a positive or negative influence on the outcome. They are considered as inputs to most planning processes.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Environment???
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Examples???
Internal External e a

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Evolution of Project Management j g

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Modern PM began with the Manhattan Project which led the U.S. Military to develop the Atomic Bomb In1917 Henry Gantt developed the Gantt Chart as a tool for Scheduling work g In 1958 the U.S. Navy developed the PERT Chart In 1970s Military and construction industry began to utilize PM software By 1990s PM began to be virtually everywhere around the worldK Amarasinghe - BEC: FMSC - USJ 5/15/2012 H

Some Points for Your Knowledge g

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1910s The Gantt Chart was developed by Henry Laurence p y y Gantt (18611919) 1950s The Critical Path Method(CPM) was invented 1950s The US Department of Defense used modern project management techniques in their Polaris Project 1956 The American Association of Cost Engineers (now AACE International) was formed 1958 The Program Evaluation and Review Technique (PERT) method was invented 1969 Project Management Institute (PMI) launched to promote p j project management profession g p
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Cont.
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1975 PROMPTII methodology was created by Simpact Systems Ltd (source: PRINCE2 manual) 1986 Srum was named as a project management style in the article The New New Product D l Th N N P d t Development Game b Takeuchi and N k tG by T k hi d Nonaka 1987 First Project Management Body of Knowledge Guide was published as a white paper by PMI 1989 PRINCE method derived from PROMPTII was published by the g y UK Government agency CCTA and becomes the UK standard for all government information projects 1997 Critical Chain by Eliyahu M. Goldratt was published 2006 Total Cost Management Framework was release by AACE
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Project Manager j g
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The Th project manager i th person j t is the assigned by the performing organization to achieve the project objectives. The role of a project manager is distinct g p from a functional manager or operations manager.
Typically the functional manager is focused o p ov d g a age e ove s g o a on providing management oversight for an administrative area, and operations managers are responsible for a facet of the core business.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Project Manager Reporting Responsibility j g p g p y

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Depending on the organizational structure, a project p g g , p j manager may report to a functional manager. In other cases, a project manager may be one of several project managers who report to a program manager that is ultimately responsible for enterprise-wide projects. enterprise wide projects In this type of structure, the project manager works closely with the portfolio or program manager to achieve the project objectives and to ensure the project plan aligns with the program plan.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Characteristics of a Project Manager j g

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In addition to any area-specific skills and general area specific management proficiencies required for the project, effective project management requires that the p j g q project manager possess the following characteristics: Knowledge Performance orientation Personal effectiveness
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Triple Constrains of Project Management p j g

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H K Amarasinghe - BEC: FMSC - USJ

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Project Life Cycle j y

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Project Life Cycle is the collection of p j p j y project phases. Projects vary in size and complexity. No matter how large or small, simple or complex, all projects can be mapped to the following life cycle structure: Starting the project Organizing and preparing Carrying out the project work and Closing the project
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Cont
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H K Amarasinghe - BEC: FMSC - USJ

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Project Life Cycle A Comparison j y p

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Project Life Cycle Cost and Staffing j y g

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Project Stakeholders j
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Stakeholders are persons or organizations (e.g., Stakeholders customers, sponsors, the performing organization, or the public), who are actively involved in the p j p ), y project or whose interests may be positively or negatively affected by the performance or completion of the project. Stakeholders may also exert influence over the project, its deliverables, and the project team members.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Project Stakeholders Cont j

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The project management team must identify both internal and external stakeholders in order to determine the project requirements and p j q expectations of all parties involved. Furthermore, the project manager must manage the influence of the various stakeholders in relation to the project requirements to ensure a successful outcome.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Project Stakeholders Cont j

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Four general parties are identified as: Customer/ User - are the persons or organizations that will use the projects product or service or result. Sponsor - the person or group that provides the financial resources, in cash or in kind, for the project. Business Partners - also called vendors, suppliers, or contractors, are external companies th t enter into a t t t l i that t i t contractual agreement to provide components or services necessary for the project. Project Team (inclusive of all levels) - A project team is comprised of the project manager, project management team, and other team members who carry out the work but who are not necessarily involved with management of the project.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Organizations and Project Management g j g

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The organizational culture, style, and structure influence how projects are performed. An organization s degree of project management organizations maturity and its project management systems can also influence the project. p j When a project involves external entities as part of a joint venture or partnering, the project will be influenced by more than one enterprise.

H K Amarasinghe - BEC: FMSC - USJ

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Cont
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The following sections describe organizational characteristics within an enterprise that are likely to influence the project:
Organizational Culture and Style Organizational Structure Organizational Process Assets

H K Amarasinghe - BEC: FMSC - USJ

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Organizational Culture and Style g y

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Cultures and styles are typically known as cultural cultural norms. The norms include a common knowledge regarding norms how to approach getting the work done, what means are considered acceptable for getting the work done, p g g and who is influential in facilitating the work getting done.

H K Amarasinghe - BEC: FMSC - USJ

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Culture Cont
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Most organizations have developed unique cultures that manifest in numerous ways including, but not limited to:
Shared visions, values, norms, beliefs, and expectations, , , , , p , Policies, methods, and procedures, View of authority relationships, and y p Work ethic and work hours.

H K Amarasinghe - BEC: FMSC - USJ

5/15/2012

Organizational Structure g
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Organizational structure is an enterprise environmental factor which can affect the availability of resources and influence how p j y projects are conducted. Organizational structures range from functional to g g project, with a variety of matrix structures between them.

H K Amarasinghe - BEC: FMSC - USJ

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Organizational Process Assets g

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Organizational process assets include any or all process g p y p related assets, from any or all of the organizations involved in the project that can be used to influence the project s success projects success. These process assets include formal and informal plans, p policies, p , procedures, and guidelines. , g The process assets also include the organizations knowledge bases such as lessons learned and historical information. i f ti Organizational process assets may include completed schedules, risk data, and earned value data.
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012

Cont
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Organizational process assets may be grouped into two categories:

Processes and Procedures
Ex: ???

Corporate Knowledge Base

Ex: ???

H K Amarasinghe - BEC: FMSC - USJ

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End f S i E d of Session 01

Thank You
H K Amarasinghe - BEC: FMSC - USJ 5/15/2012