PROJECT MANAGEMENT

1. PROJECT MANAGEMENT Materials developed under the European programme:

2. Project is the undertaking with beginning and end. It is planned and controlled process. This process should finish with positive result and create new quality. Kerzner and Lewis say that project may be described as a set of operations or actions, which have: defined goals, determined dates of start and end and preliminary determined budget.

3. In the ISO 10 006 standard, project was defined as „isolated process, consisting of collection of coordinate actions with accurately determined dates of start and end. This undertaking is carried out in order to achieve assumed goal, keeping the determined limits of time, cost and resources

4. Project Management Institute (PMI) defines: The project as „single effort undertaken in order to create unique project or service” and „application of knowledge, skills, tools and operation techniques of project in order to satisfy or even exceed the demands and expectations of participants connected with project”

5. Projects are usually characterised by: • individuality, • time limits, • demand of various qualifications, • complexity. • Implemented management of project is connected with study of procedures of formulation, realisation, monitoring of project and effective system of information flow and decision undertaking on the basis of existing structure of organisation. Project management process is complex and its goal to work out the detailed scope of operations and actions and organisation of their realisation.

6. Project manager should be nominated at very begining. Goals and final product of the project should be identified at this stage. Accessible resources and deadlines of execution should be established. Next, manager must start the planning, coordination and monitoring processes of the project.

7. History of project management: • Henry Gantt, at the turn of the century, „system of tasks and bonuses” dividing the process into the series of tasks, estimated standards, „visual” monitoring of progress • PERT „Programme Evaluation and Review Technique” technique of programming the assessment and changes, actions network diagrams, assessment and estimation of duration • CPM Critical Path Method method of diagrams, actions plan on the basis of the longest path of biggest time of carried out operation

8. What the project depends on? • Two types of assessment of effectiveness: • finish the realisation in time • realisation within the confines of the budget • and additionally • achievment of the assumed goals (scope) • satisfaction of clients / beneficiaries (quality) • if losses in the team did not occured (resources)

9. Dependance on measure of success: TIME COST SCOPE Jakość zasoby

10. Project processes and their relationships: planning initiation monitoring realisation reporting

11. Deming Circle Act Plan Study Do Plan, Do, Study, Act Continuous Improvement

12. Initiation of the project: • all actions for the preparation of realisation and start of realisation of the project • Planning of the project: (very important stage) • planning of actions • creation of realisation plan • analyse of work and preliminary schedule • Realisation of the project: • actions connected with the project activity • list of the project needs (resources) • statement of feasibility of the project

13. Feasibility of the project (continuation): • Limits of feasibility in the scope of resources • and environment • technical • financial • operational • geographical • of time • of resources • legal • political

14. Project monitoring: • check actions • monitoring of operations course • progress assessment • checking on the basis of schedule (time) • quality inspection • cost checking • feedback – corrective actions • Reporting: • preliminary assessment of project condition (so called • inception) • partial report (for stages (milestones)) • final report

15. Structure of project management: B e n e f i c i a r i e s P r o j e c t Project Manager Members of team Members of team Subcontractors

16. Areas of project management skills: • integration mangement • operation scope management • time management • material resources management • human resources management • communication management • quality management • cost management • risk management

17. 1. Integration management: • key areas identification • integration of works • creation of coherent, full, and correct plan • execution of plan • supervision of changes control process • integration of project development in accordance • with plan (connection of phases) • integration of actions out of plan • integration of introduced corrections (feedback) • integration of processes (see, previous slide)

18. 2. Actions scope management: • ability to define the actions (operations) • check, if all necessary actions are planned • elimination of needless actions • concerns the start but all project phases also • carry out actions in accordance with their definitioni • checking and assessment of changes in the project • main tasks of project manager • management of actions scope is very important as thanks to that the expectations of beneficiaries and project realisation team are formulated

19. 3. Time management: • abilityh to act in accordance with the schedule • creation of project actions structure • analyse of project works (operations) • relations between the tasks and project actions • estimation of time consumption • working out, assessment and corrections of schedule • estimation of monitoring and updating of project • (feedback) • Manager has to be a master of project and its schedule and estimately introduced changes

20. 4. Material resources management • management of materials necessary for the realisation of project • managment of delivery (purchase) • managment of sub-contractors • account for material expenses at the end • 5. Human resources management • determination of team apointed for the own project or won project • the role of participants • the competence of participants • proffesional development

21. 6. Communication management • working out the information flow diagram • enforcement of information flow • determination of information volume for the individual addressee • creation of the system protecting the feedback – providing the effectiveness of system • 7. Quality management • quality planning (stage of project preparation) • quality assurance (stage of assessment and project activation – manager role) • quality inspection (stage of realisation and being up-to-date)

22. 8. Cost management • determination of project cost • determination of quantity (consumption) of the necessary resources • checking the budget for the individual items or areas • steady costs and changeable costs • personal costs and material costs • 9. Risk management • identification of risk management • attribute the risks to the management areas • probability of occurence • influence (danger) on the project • solutions/emergency scenario

23. Bibliografia: 1.Burton C., Norma M., „Project Management” Wrocław 1999 2.Brilman J., „Modern conceptions and management methods” PWN W-wa 2002 3.Martinich J.S., „Production and Operations Management”, N.Jork, 1997 4.Mingus N., „Project Management” Gliwice 2002 5. Krawiec F., „Innovation project management” Warszawa, Diffin, 2000

24. Project forms may be taken from: www.ukie.gov.pl www.parp.gov.pl www.bkkk.cofung.org.pl www.europa.eu.int Information on current projects: www.ngo.pl