MITM743 Advanced Project Management

1. MITM743Advanced Project Management Dr. Abdul Rahim Ahmad Assoc. Professor College of IT, UNITEN Kerzner Chapter 1 Growth of Project Management

2. Contents • Introduction • Understanding project management • Resistance to Change • Strategic Imperatives for Project Management • Project management Life Cycle • Excellence in Project Management

3. 1.0 Introduction

4. Introduction • You should have some Project management exposure through • Seminar/class/readings on project management • Exposed to PMBOK Guide • Advanced project management is supposed to pick up from there: Put theory into practice • For this course, besides • some theory of project management and PMBOK knowledge, • we use textbook by Kerzner

5. 1.1 Understanding Project Managemenrt

6. Understanding Project Management • Project • A unique endeavour (never been attempted in the past) that has a definable objective, consume resources, and operate under time, cost and quality constraints • Project Management • The planning, scheduling and controlling of a series of integrated tasks such that the objectives of the project are achieved successfully and satisfy the stakeholders

7. Workflow • Traditional • Vertically • top down chain of commands • Less interaction between functional groups • Project management based • Horizontally • Organized across functional groups • More coordination and communication among functional groups • Productive, efficient and effective • Vertically and horizontally

8. Project Management Implementation • Based on organization culture • In many organizations currently • Select PM after project planning is completed. • PM not involved in market analyses or revenue projection • A good project management culture is to: • Educate PM Through PM COE • Involve in bottom line • PM has more authority

9. 1.2 Resistance to Change

10. Project Management Acceptance • Why was project management so difficult to accept implement? Historical! • Due to • earlier industry classification • Non Project driven – Product management • Project driven – Project Management • Mix of both – Program Management • Economic reasons. Dominance of white collar/management ranks. No emphasis on project management . • Senior managements preference to status quo.

11. Project Management Acceptance • Now, many companies run organization by • “Management by project” basis. Advantageous. • Acceptance of Project management • in the late 80’s after recession • TQM, reengineering, lean and mean etc • Effects of IT in workplace • What makes companies successfully implement project management? • Successful implementations • Successful Execution of processes • Successfulmethodologies

12. 1.3 Strategic Imperatives for project management

13. Strategic imperatives • Strategic imperatives (absolutely required) behind achieving excellence in PM comes from : • Internal • Benefits discovery by senior managers • Suggestion by middle managers? • External • Pressure in order to accept: Competition, quality, financial, legal, technology, social, political, economic, stakeholder • Can be integrated with concurrent engineering, TQM, risk mgmt., change mgmt.

14. 1.4 Project management Life Cycles

15. PM Life Cycle • To achieve PM excellence – need training and education • 5 Phases of PM life cycle • Embryonic : recognize need, benefits, apps, what to do. • Executive management acceptance – from support to sponsors • Line management acceptance – from support to willingness • Growth – life recognize cycle, tracking • Maturity – manage, integrate, educate.

16. 1.5 Excellence in project management

17. 6 components of excellence • 6 areas in which successful companies excel in project management • Integrated processes • Culture • Management support • Training and Education • Informal project management • Behavioral excellence • All requires communications and sharing of informations

18. View of project management: Past vs present • Need more people • Need more cost • Decrease profit • Creates unstabiliy/conflicts • Create problems • Only for larger project • Quality problems • Power and authority problems • Only delivers product • Make organization uncompetitive • Less people • Less cost • More profit • Better control scope and changes • Org more efficient • Work closely with customers • Solve problems • Reduce power struggles • Allows people to make good company decisions • Delivers solutions

19. Case studies • Kerzner chose 300 companies • Identified through • Published literatures • Survey questionnaires • First hand meetings • External trainers and consultants • How studies were made • 3 sets of questionnaires • Follow-up interviews • Not all good companies participated • Afraid of loosing competitive edge • Afraid of being benchmarked • Not authorised to release information • Afraid of higher expectation

20. Case studies • Case 16: Cortez Plastics. • Case 17: Haller Specialty Manufacturing. • Case 18: Macon, Inc. • Case 19: Jones and Shephard Accountants. • Case 20: The Trophy Project. • Case 21: The Blue Spider Project. • Case 22: Corwin Corporation. • Case 23: Denver International Airport. • Case 24: MIS Project Management at First National Bank. • Case 25: Concrete Masonry Corporation. • Case 26: Construction of a Gas Testing Laboratory in Iran. • Case 27: The Space Shuttle Challenger Disaster. • Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales. • Case 1: Clark Faucet Company. • Case 2: Photolite Corporation (A). • Case 3: Photolite Corporation (B). • Case 4: Photolite Corporation (C). • Case 5: Photolite Corporation (D). • Case 6: Continental Computer Corporation. • Case 7: Goshe Corporation. • Case 8: Hyten Corporation. • Case 9: Acorn Industries. • Case 10: Mohawk National Bank. • Case 11: First Security Bank of Cleveland. • Case 12: Como Tool and Die (A). • Case 13: Como Tool and Die (B). • Case 14: Apache Metals, Inc. • Case 15: Cordova Research Group.

21. Discussions • Why PM is less likely to be implemented during favourable economic times? • Is PM excellence more achievable through knowledge and education or by doing it? • In project driven organization, acceptance of PM is more internally driven or customer driven.

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23. Project Management…. Work Smart Not Hard !!!