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Lecture 1 Introduction to Project Management

Westminster International University in Tashkent. Lecture 1 Introduction to Project Management. Murodullo Bazarov m.Bazarov@wiut.uz. September 28 th , 2015. Agenda for today:. Overview of Project Management module Project and its Characteristics Who is the Project Manager?

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Lecture 1 Introduction to Project Management

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  1. Westminster International University in Tashkent Lecture 1Introduction to Project Management Murodullo Bazarov m.Bazarov@wiut.uz September 28th, 2015

  2. Agenda for today: • Overview of Project Management module • Project and its Characteristics • Who is the Project Manager? • Project Life Cycle • Project Types • Factors for Success and Failure • Professional PM Organizations

  3. PROJECT

  4. Examples of Large Projects • Managing projects is one of the oldest and most respected accomplishments of mankind Morris, P. (1997). The Management of Projects • The Great Wall of China • Pyramids of Egypt • Channel Tunnel • Concorde Aircraft

  5. Are these projects? • Implementation of new software to university • Constructing oil refinery factory in Namibia • Managing Marketing Department • Military Operations • Disaster recovery • Stage play

  6. Are these projects? • Implementation of new software to university • Constructing oil refinery factory in Namibia • Managing Marketing Department • Military Operations • Disaster recovery • Stage play

  7. Project Characteristics: • A start and finish. • A life-cycle (a beginning and an end, with a number of distinct phases). • A budget with associated cash-flow. • Activities that are essentially unique and non-repetitive • Use of resources from different departments which need co-ordinating. • A single point responsibility (project manager) • Defined objectives • Broken into tasks and subtasks • Involves uncertainty and risk • Stakeholders issue

  8. What’s your definition of project?

  9. Definition of Project • “A temporary endeavour undertaken to create a unique product or service” PMI’s Body of Knowledge (2000) • “A project is an endeavour in which human, financial and material resources are organised in a novel way to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives” Turner, R. (1999), Handbook of project-based management

  10. Project Life-cycle • PMBOK: “…because projects are unique and involve certain degree of risk, companies performing projects will generally subdivide their projects into several project phases to provide better management control. Collectively these project phases are called the project lifecycle.”

  11. Project Life Cycle LEVEL OF EFFORT Closure Definition Planning Execution

  12. Project Life Cycle PROBABILITY OF RISK Closure Definition Planning Execution

  13. Project Life Cycle COST OF CHANGES Closure Definition Planning Execution

  14. Project Life-Cycle Look to PMBOK (chapter 2) and Cadle & Yeates (chapter 6) for more PLC models

  15. DEFINITION Identifying a need/problem/opportunity Defining project objectives/ goals Preliminary estimation of resources Defining project risks Inviting contractors PLANNING Defining project tasks Evaluation of project costs and times Defining order of tasks Defining critical tasks Feasibility study and risk assessment EXECUTION Assigning project manager Assigning project team Decision on ‘best’ proposed solution Detail resource allocation CONTROL Defining management style Defining control tools Analyzing project graphs Analysis Decision on implementing change TERMINATION Confirmation of deliverables Clearance/ acceptance & sign-off by customer Final payment Evaluating project performance Feedback from customer Lessons learnt

  16. «This is not really what I expected!» Deadlines «Why am I not updated?» CLIENT THE COMPANY PRESIDENT PROJECT MANAGEMENT «Your estimations are inaccurate!» «The budget has been overrun!» Request for paid leave Resignation letter Complaint FINANCIAL DIRECTOR EXPERT PROJECT TEAM

  17. FINISH - expert - non-expert

  18. FINISH - expert - non-expert

  19. Who is Project Manager? • Project Managers are expected to marshal resources to complete fixed-life projects on time, on budget, and within the specifications • Project Managers are direct link to the customer and must manage the interface between customer expectations and what is feasible and reasonable • They also must ensure that appropriate trade-offs are made between the time, cost and performance requirements of the project

  20. The History of PM’s Role “Historically the PM’s role grew out of the need for someone to supervise, coordinate and engineer work related specifically to a project… [but] with the advance of high technology, the PM can no longer be the sole expert on all project-related technologies. They must rely heavily on the technical expertise and decisions of others.” Kezsbom & Edward, K. (2001). The New Dynamic Project Management Wiley, Canada

  21. ROLES OF A PROJECT MANAGER

  22. Roles of a Project Manager Leader Manager Facilitator Mentor

  23. Roles of a Project Manager Leader • Conceptualization and formulation of project vision • Motivation of the project team to accept the vision • Representing the project team for stakeholders • Creation of the project operational structure • Monitoring the progress and ensuring the conformance to the set standards of quality, budget and time limits. • Reporting to the project stakeholders Manager

  24. Roles of a Project Manager Facilitator • Deliver the messages in written and in oral form clearly with minimal chance for misinterpretation by team members • Conflict management • Constant supply of resources necessary for the successful completion of the project Mentor • Model the preferred team, professional, and organizational behavior • Create all the necessary conditions for professional development of all the team members

  25. Project Management Scope Integration Risk Management PM Duration Management (TIME) Communications Management Cost Management Procurement HR Management Quality Management

  26. Modern Project Management Approach • Project Management is Change Management • “Project management is an art. It requires both powerful interpersonal skills (soft skills) and structured management (hard skills).” Buttrick, R. (1997). The project Workout

  27. Project Management PMBOK: ‘…the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder’s needs and expectations from a project.’r In other words, project manager must do whatever is required to make the project happen

  28. Types of Projects Lock identified 4 different types of projects: • Civil or Chemical engineering and Construction • Manufacturing • Management • Pure Research

  29. In-Class Activity • Think for 2-3 minutes what activities are projects or the outcomes of past projects. 2. Name 3-4 activities that are not projects. 3. Explain the differences between 1 & 2. Are there activities that could be either? Why?

  30. Project Success/Failure Factors Success…..or Failure?

  31. Project Success/Failure Factors • It was a mega project with several false starts, but it was finally completed in 1994. • At completion, it was estimated that the whole project cost around £10 billion, including a cost overrun of 80 percent. • The project was 2 years late

  32. Project Success/Failure Factors Success…..or Failure? Perception of success or failure often depends upon the viewpoint from which we regard the project

  33. Did you know that about 80% of all projects fail!!!!!

  34. Project success rate

  35. Project success dimensions Shenhar et al. (2001) suggested project success dimensions as project efficiency, benefits to customers, benefits to performing organization and preparations for future. Baccarini (1999) defines project success as project management success (time-cost-performance) and product success (goal & purpose).

  36. Project success dimensions In summary project success dimensions can be categorized into: • Internal factors (time-cost-performance); • Customer related (satisfaction, actual utilisation & benefits); • Organizational related (financial, market, benefits).

  37. In any discussion of project success, it is essential that a distiction is made between project success and the success of the project management effort, bearing in mind that a good project management can contribute towards project success but is unlikely to be able to prevent failure. de Wit, 1998

  38. Project Success/Failure Factors Project success/failure mainly depends on: • Objectives - Complete within budget - Complete on time - Within indicated level of specification 2. Deliverables 3. Stakeholders

  39. Purpose Scope Organi- sation Time Quality Cost Project Success/Failure Factors Turner, R. (1999:8)

  40. Cost, Time and Quality • The main criteria for success are - complete on time, on budget and with all features originally specified Jim Johnson et al, 2001 • Quality is absolute and not a negotiable parameter. Cannot be traded against cost and time. • Quality is free Phillip Crosby • Quality is fitness for intended purpose. Outcome must be fit to intended purpose Joseph M Juran

  41. Project Stakeholders • A stakeholder is anyone who can ruin your project. Project management tip of the month • Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion; they may also exert influence over the project and its results PMBOK

  42. Government Project environment and stakeholders EXTERNAL ENVIRONMENT OF PROJECT INTERNAL ENVIRONMENT OF PROJECT PROJECT Customer Community Initiator Customer Investor Competitors Manager of project Supplier of goods Project team Sub-contractors Contractors End user Intermediate user Supplier of raw materials End user

  43. A Stakeholder Objective Matrix Each stakeholder will have different priorities for these objectives

  44. Stakeholders Mapping • Brainstorming to identify stakeholders • Divide into stakeholder groups or clusters based on need or impact from project • Rationalise and define stakeholder roles (e.g. decision maker, influencer, player, consent required etc.) • Establish stakeholder's inclination to project (pro or against) • Produce the stakeholder list

  45. International Project Management Association (IPMA) • IPMA was founded in 1965 as a discussion group of managers of international projects. • Currently IPMA comprises 37 National Associations representing 35,000 members primarily in Europe, Africa and Asia • Objective is the advancement of professionalism in project management (IPMA, 2004) • International Journal of Project Management (IJPM), bi-monthly published

  46. Project Management Institute (PMI) • PMI was founded in 1969 by five volunteers in Pennsylvania, USA • 100,000 members representing 125 countries. • PMI stated purpose is to advance “…state-of-the-art in effective and appropriate application of the practice and science of project management” • Project Management Journal (PMJ), quarterly published.

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