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UNDERSTANDING PROJECT MANAGEMENT

UNDERSTANDING PROJECT MANAGEMENT. Rishi Kumar, P.Eng., PMP, CMC President and CEO Global Educational and Consulting Services Web: www.gecssolutions.com E-mail: rishi.kumar@sympatico.ca Tel: 905-501-8128/Fax: 905-501-1978. PROJECT & PROJECT MANAGEMENT. PROJECT-SERIES OF ACTIVITIES & TASKS:

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UNDERSTANDING PROJECT MANAGEMENT

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  1. UNDERSTANDING PROJECT MANAGEMENT Rishi Kumar, P.Eng., PMP, CMC President and CEO Global Educational and Consulting Services Web: www.gecssolutions.com E-mail: rishi.kumar@sympatico.ca Tel: 905-501-8128/Fax: 905-501-1978

  2. 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)

  3. 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

  4. PROJECT &PROJECT MANAGEMENT • SUCCESSFUL PROJECT MANAGEMENT • Within time • Within budget • At the desired performance • While utilizing the assigned resources effectively and efficiently • Accepted by the customer

  5. 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.

  6. 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

  7. 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

  8. 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

  9. PROJECT &PROJECT MANAGEMENT • ROLE OF PROJECT MANAGER • Responsible for coordinating and integrating activities across multiple, functional lines • 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

  10. 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

  11. PROJECT &PROJECT MANAGEMENT • Project manager must provide: • Complete task definition • Resource requirement definitions • Major timetable milestones • Definition of end-item quality and reliability requirements • The basis for performance measurement 

  12. PROJECT TEAMS • What is a Team? • Two or more persons who must co-ordinate with each other in order to get some job done….and know it!

  13. 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 

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. PROJECT TEAM • SELF-EVALUATION • Simple yet powerful tool for getting a Project Team back on track PROJECT SCOPE STATEMENT • Develop their Scope Statement

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. 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.

  26. 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)

  27. STAGES OF PROJECT TEAM DEVELOPMENT • Dynamics of project management depends • The tasks • The characteristics of the project members • The manager’s style • The setting • The past history of working together • How previous projects have been handled?

  28. PROJECT ORGANIZATION • CONCERNS OF PROJECT MANAGER • ARCHITECTURAL AND/OR ENGINEERING SERVICES • MATERIALS • EQUIPMENT • SUPPLIES • TO BE SUCCESSFUL & ENSURE SUCCESS >>> CONTRACTING & NEGOTIATION SKILLS?

  29. ORGANIZATIONAL ISSUES • OBJECTIVES • PRODUCTS • ENVIRONMENT • OTHER FACTORS • FUNCTIONAL ORGANIZATION • TALL STRUCTURE • COMMUNICATION PROBLEMS • COMPLEX • DIFFICULT TO MANAGE

  30. ORGANIZATIONAL ISSUES • ORGANIC OR SYSTEM TYPE • SPECIFIC MANAGER • PROJECT MANAGEMENT APPROACH • FLEXIBILITY • ACCOUNTABILITIES • VISIBILITY • PROJECT MANAGED AS AN ENTITY • WITHIN GOAL/POLICIES/PROCEDURES

  31. PROJECT MANAGEMENT SYSTEM • PROJECTIZED FORM OF ORGANIZATION • MATRIX FORM OF ORGANIZATION • ORGANIC OR SYSTEMS ORGANIZATION

  32. PROJECTIZED FORM • PERSONNEL DIRECTLY ASSIGNED FROM VARIOUS DEPARTMENTS • CREATE SENSE OF PURPOSE • OPEN COMMUNICATION CHANNELS • HIGHER ADMINISTRATION COST? • POSSIBLE DUPLICATION OF EQUIPMENT AND RESOURCES • ONCE PROJECT COMPLETED : PERSONNEL ISSUE?

  33. 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?

  34. ORGANIC OR SYSTEMS • MIXTURE OF FUNCTIONAL, MATRIX AND PROJECTIZED • COMPETING DEMAND • OBJECTIVES • MANAGEMENT NEEDS • ENVIRONMENTAL CONDITIONS • ISSUE OF CONTRACTING FUNCTION …. CENTRALIZED OR DECENTRALISED

  35. 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

  36. 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?

  37. 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

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