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MAI LAB.

Project Management. 2002. 6. 28 MAI LAB Kim KunHee. MAI LAB. Project Management. Editorial Project management : a profession Based on knowledge or faith. J Rodney Turner Wildwood Manor Close, East Horsley, Leatherhead, Surrey KT24 6SA, UK. International Journal of Project Management

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MAI LAB.

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  1. Project Management 2002. 6. 28 MAI LAB Kim KunHee MAILAB.

  2. Project Management Editorial Project management : a profession Based on knowledge or faith J Rodney Turner Wildwood Manor Close, East Horsley, Leatherhead, Surrey KT24 6SA, UK International Journal of Project Management Vol.17, No.6, pp.329-330, 1999 MAI LAB 2002

  3. Project Management Definitions of Profession A vocation requiring higher learning - Oxford English Dictionary An avowal (of faith) - Websters American Dictionary MAI LAB 2002

  4. Project Management An avowal of faith Lack of theoretical base - conjecture - empirical evidence Myths - triple constraints - time, cost and quality MAI LAB 2002

  5. Project Management Developing Premises • The purpose of project management • The criteria and factors for judging and achieving success on projects • And hence what constitutes good project management practice MAI LAB 2002

  6. Project Management Current practice in project management - an empirical study Diana White, Joyce Fortune Centre for Complexity and Change, The Open University, Walton Hall, Milton Keynes MK7 6AA,UK International Journal of Project Management Vol 20 (2002) 1-11 MAI LAB 2002

  7. Project Management Research Methodology • Pilot survey • sent to 30 project manager / 20 response • Revision • sent to 995 project manager / 236 response • 620 organizations in both public & private sector MAI LAB 2002

  8. Project Management Questionnaire Design • information about the respondent and the project upon which the replies were based • the criteria used for judging the project’s outcome • any un expected side effects arising from the project • factors critical to the project’s outcome • the methods, tools and techniques used • The limitations or drawbacks experienced with the methods, tools and techniques used MAI LAB 2002

  9. Project Management The respondents & their project MAI LAB 2002

  10. Project Management The respondents & their project MAI LAB 2002

  11. Project Management The respondents & their project MAI LAB 2002

  12. Project Management The respondents & their project MAI LAB 2002

  13. Project Management Criteria used for judging project outcome MAI LAB 2002

  14. Project Management Criteria used for judging project outcome MAI LAB 2002

  15. Project Management Unexpected side-effects MAI LAB 2002

  16. Project Management Factors critical to the project’s outcome MAI LAB 2002

  17. Project Management Methods, methodologies, tool & techniques MAI LAB 2002

  18. Project Management Methods, methodologies, tool & techniques MAI LAB 2002

  19. Project Management Limitations and drawbacks MAI LAB 2002

  20. Project Management Limitations and drawbacks MAI LAB 2002

  21. Project Management Conclusion • The three criteria of project success • - time, budget, specification • - but fit between project and the organizations • Critical project success factor • - realistic schedule, adequate resources, clear goals • Methods & tools • - PM software & gantt chart • - but PM software reported with most limitations MAI LAB 2002

  22. Project Management Beyond the Gantt Chart: Project Management Moving on HARVEY MAYLOR School of management, University of Bath, Bath BA2 7AY, UK. European Management Journal Vol. 19 No.1, pp 92-100 2001 MAI LAB 2002

  23. Project Management Agenda • Introduction • The Key Issues • Role of Strategy • Unit of Assessment • Manufacturing or Service Paradigms • Focus of project Management Activities • The Planning Process • Definition of Project and Project Management • Project Management as an Integrative Academic Discipline • Conclusion MAI LAB 2002

  24. Project Management Introduction • Gantt Chart (traditional approach) • Beyond the Gantt Chart (BTGC approach) • Is there a Problem? • highly deterministic and based on techniques – PERT • methods of Toyota : nowhere to be seen • IT project MAI LAB 2002

  25. Project Management Role of Strategy • lack of a clear strategy is a root cause of failure (80%) • Deming’s observation about product defects • the system > individual failure • project level is conflict and confusion MAI LAB 2002

  26. Project Management Units of Assessment • Conformance and Performance Measure MAI LAB 2002

  27. Project Management Manufacturing or Service paradigm • Manufacturing and Service approach MAI LAB 2002

  28. Project Management Focus of Project Management Activities • Planning and systems are everything (traditional approach) • Role of project managers (current practices) MAI LAB 2002

  29. Project Management The Planning Process • Gantt Chart is probably the most widely-used of these • limitations • Why such planning is carry out • One-step approach • Over-control • Deployment Chart MAI LAB 2002

  30. Project Management The Planning Process MAI LAB 2002

  31. Project Management Definition of Project and PM • ‘a one-off activity’ -> as a finite process • business process • convergence for business functions, theoretical disciplines • and all parts of the value-stream MAI LAB 2002

  32. Project Management Integration MAI LAB 2002

  33. Project Management Conclusions MAI LAB 2002

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