" Advanced Topics in

Project Management"
Lecture II
“Trying to manage a Project without Project management is
like trying to play a football game without a game plan”

Course Instructor:
MansoorAkbar
Dated:18/02/18
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 What is Project Management?

 Project management is application of

knowledge, skills, tools, and techniques to
project activities to achieve project
requirements.

 Project management is accomplished through the

application and integration of the project
management processes of initiating, planning,
executing, monitoring & controlling and closing.
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 Project Management

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 Triple Constraints

QUALITY

SCOPE
IncreasedScope = increasedtime+ increasedcost
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TightTime= increasedcosts+ reducedscope
TightBudget = increasedtime+ reducedscope.
 Roles of a Manager
 Project Manager:
The role of project manager is distinct from a
functional manager or operations manager.
AProject Manager is the person assigned by
the performing organization to achieve the
project objectives.
AFunctional Manager is focused on
providing management oversight for an
administrative area.
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An Operations Manager is responsible for a
facet of the core business
 Project Manager
 The Project Manager is responsible for

managing the project within the

constraints of scope,quality,time and
cost to deliver specified requirements to
meet or exceed customer satisfaction.

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 The Role of a Project Manager
As a single point of responsibility for the project, the
role of project manager is very crucial for the success
of project. Project manager is responsible for
following important aspects of project:
•To integrate all the components of the project
•Responsible for developing plans and ensuring their
practicability (Time, cost, quality, scope etc)
•Planning and arrangement of resources for project
•Project team building
•Motivation and direction of project team members
•Establishment and maintenance of effective communication
system
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 The Role of a Project Manager
•Continuous monitoring of project progress
• Identification and correction of deviations from baselines
(time, cost, scope ,quality etc)
•To resolve project Conflicts
•Effective liaison between various stake holders and to build
working relation between them
•Procurement aspects of the project
•Development of effective project culture
•Preparation of progress reports for top management and client

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 The Role of a Project Manager
• Effective project management requires that the
project manager possesses the following characteristics:
 Knowledge – What PM knows about project
management?
 Performance – What PM is able to do or
accomplish while applying the Knowledge?
 Personal – How PM behaves when performing
project?

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 Skills and Personality Traits of
Project Manager
• Effective project management requires that the
project manager possesses the following characteristics:
•Leadership
•Team Building
•Conflict resolution
•Excellent Communication skills
•Organizational Skills
•Operational flexibility (Change Management
•skills)
•Decision making
•Project Management Expertise
10 •Technical Know how
 Organizational Structure
 Organizational structure is an enterprise environmental factor
which can affect the availability of resources and influence how
projects are conducted.
 Organizational structures range from functional to Projectized,
with a variety of matrix structures between them.
 Functional Structure

 Weak Matrix Structure

 Balanced Matrix Structure
 Strong Matrix Structure
 Projectized Structure

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 Organizational Structures to Manage
a Project
I. Functional Organization:

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 Organizational Structures…. Cont’d
II. Weak Matrix Organization

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 Characteristics of Weak Matrix
Organization
 Project Manager has limited power and authority.

 Project Manager has part time role and no administrative

staff will report to him.

 His role will be more like a coordinator.

 The functional manager controls the project budget.

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 Organizational Structures…. Cont’d
III. Balanced Matrix Organization

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 Characteristics of Balanced Matrix
Organization
 Power andAuthority are shared between functional manger

and project manager.

 Project Manger has full-time Role but has part time project

management staff working under him.

 Both the project manager and functional manager control

the budget.

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 Organizational Structures…. Cont’d

IV. Strong Matrix Organization

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 Characteristics of Strong Matrix
Organization
 Power andAuthority lie with Project Manager.

 Project Manager has full-time Role

 Project Manager controls the Project Budget.

 Functional Manger has very limited role.

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 Organizational Structures…. Cont’d
V. Projectized Organization

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 Characteristics of Projectized
Organization
 The project manager has full power and authority over
resources to be utilized in the project. He controls the
budget, resources, and work assignments.

 The project manager has full-time team members

working under his control who directly report him.

 When the project is completed the team is disbanded,

and team members and all other resources are released

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 Project Manager’s Role in different
Structures

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 Troubled Project !!!

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 Project Life Cycle
 Series of phases that project passes through from its
initiation to closure.
 Project life cycle can be shaped according to industry.
 It provides the basic framework for doing the project.

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 Characteristics of Project Life Cycle
 Cost
 Cost and staffing levels are low at the start, at peak as the
work is carried out, and drop rapidly as the project draws
to a close.

 The typical cost and staffing curve above may not apply
to all projects.A project may require significant
expenditures to secure needed resources early in its life
cycle or be fully staffed from a point very early in its life
cycle.

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 Characteristics of Project Life Cycle
 Risk and uncertainty
 Higher at the start of Project.
 Decreases over life of the project when final deliverables
are accepted.

 Influence on Final characteristic of the Project outcome

is higher at the start without significant impact on cost.
e.g. Design of a Product

 The cost of making changes and correcting errors

typically increases substantially as the project approaches
completion.

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 Point to Ponder

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 Success criteria for a project
SUCCESS CRITERIA: MEET PROJECT OBJECTIVES

Successful projects are those that

1) Meet business requirements
2) Delivered on schedule
3) Delivered within budget
4) Deliver the expected business value and provide return on
investment

27 Ref :Projects in Controlled Environment by Shiely Keey 2010

 Why Projects Fail?
Poor Scope Definition Lack of Commitment By Sponsor
Lack of Understanding
Not Aligned With Company Objectives

Lack of Leadership
Started For Wrong Reasons

Consistency Communications Lack of Availability of professional

team
Failure Unrealistic Targets No Project Plan

Lack of Experience
Lack of Direction

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 Example Of Failed Project :Big Dig Boston
 Big Dig was the most expensive highway
project in the U.S

 Plagued by escalating costs, scheduling

overruns, leaks, design flaws, charges of
poor execution and use of substandard
materials, criminal arrests and one death

 Project was originally scheduled to be

completed in 1998 at an estimated cost
of $2.8 billion (in 1982 dollars, US$6.0
billion adjusted for inflation as of 2006)

 Project was completed only in December

2007, at a cost of over $14.6 billion
($8.08 billion in 1982 dollars, meaning a
cost overrun of about 190%) as of 2006

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 Example Of Failed Project

 In 1987, the California Department of

Motor Vehicles (DMV) launched a
major project to revitalize their drivers
license and registration application
process

 By 1993, after $45 million dollars had

already been spent, the project was
cancelled
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