3004ENG - Module 1 Intro to PM 2010

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Introduction to

3004ENG: Project Management Principles

2010

Krieng PanuwatwanichGriffith School of Engineering

Griffith University, Queensland, Australia


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What is a project?

A project is a temporary endeavour undertaken to

create a unique product, service, or result A definite beginning and end

A ro ect can involve a sin le erson a sin le

3004ENG: Project Management Principles 1

organisational unit, or multiple organisational units

To senior management, a project must be important

enough to justify setting up a special organisational

unit outside the routine organisational structure

(PMI, 2008)

(Meredith and Mantel, 2009)


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What is a project?

A project can create:

A product that can be either a component of anotheritem or an end item in itself;

A ca abilit to erform a service e. . a business

Continued


function that supports production or distribution); or

A result such as an outcome or document


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Examples of projects

From your field:

Civil engineering? Electronics/Computer engineering?

Architecture?


Real Estate and Property Development?


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Typology of projects

3004ENG: Project Management Principles 4(Nicholas & Steyn, 2008)


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Three project objectives

Time Cost PerformanceTrade-off


(Meredith and Mantel, 2009)


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Project, Program, Portfolio

A portfolio is a collection of projects or programs

and other work to facilitate effective managementsuch that strategic business objectives can be met.

A rogram is a group of related projects managed in

a coordinated way to obtain benefits and control notavailable from managing them individually.



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Project, Program, PortfolioContinued


(PMI, 2008)


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Management is the process ofplanning,organising, leading and controlling the work of

organisational members and of using all available

What is management?


organ sat ona resources to reac spec corganisational goals.


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Brief history of management theory Pre-industrial management (prior to 1890)

Ruling of empires, kingdoms, tribes, clans, etc.

Gurus : Niccolo Machiavelli, Confucius , Sun Tzu

Scientific management (1890 1940)

Industrial revolution era management based on routinised, mechanistic

. .

Guru: Frederick Taylor

Bureaucratic management (1930-1950)

Hierarchical organisation management line of work/authority/control

Guru: Max Weber

Human relations (1930-today)

Focus on managing human resource (e.g. motivation, needs)

Gurus : Frederick Herzberg, Abraham Maslow



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The functions of management


(Nicholas & Steyn, 2008)


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Sowhat is project management?

Project Management is the application of

knowledge, skills, tools, and techniques to projectactivities to meet the project requirements.


anag ng a pro ec yp ca y nc u es: Identifying requirements

Addressing the various needs, concerns, and expectations of the

stakeholders as the project is planned and carried out

Balancing the competing project constraints, e.g. scope, quality,schedule, budget, resources, risk, etc.

(PMI, 2008)


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What is a project manager?

A manager

Directs process Gets work done through other people by initiating and

directing actions.


A project manager The person assigned by the performing organisation to

achieve the project objectives

A PM requires both soft skills and hard skills


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PM and Organisations

An organisation - An organization is a co-operative

goal realizing unit in which participants consciouslyenter into a mutual relationship and work together to

attain common goals.


Organising - An activity concerning the creating of

effective relationships between available people,

resources, and actions in order to attain certain goals


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Organisational structures



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Organisational influence on projects


(PMI, 2008)


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Organisational influence on projectsFunctional Organisation

Continued


(PMI, 2008)


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Organisational influence on projectsWeak Matrix Organisation

Continued


(PMI, 2008)


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Organisational influence on projectsBalanced Matrix Organisation

Continued


(PMI, 2008)


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Organisational influence on projectsStrong Matrix Organisation

Continued


(PMI, 2008)


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Organisational influence on projectsProjectised Organisation

Continued


(PMI, 2008)


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Characteristics of project manager A project manager heads the project organization and operates

independent of the normal chain-of-command

The project manager is the focal point for bringing together all efforts

toward a single project objective

Because each project requires a variety of skills and resources, the actual


outside contractors

The project manager is responsible for integrating people from different

functional disciplines working on the project

The project manager negotiates directly with functional managers for

support. Functional managers are responsible for individual work tasksand personnel within the project; the project manager is responsible for

integrating and overseeing the start and completion of activities



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Characteristics of project manager The project focuses on delivering a particular product or service at a

certain time and cost and to the satisfaction of technical requirements

A project might have two chains-of-commandone vertical and

functional, one horizontal and projectand people might report to both

the project manager and a functional manager

Continued


, , ,

among members of the project team and supporting functional units

Though the project organization is temporary, the functional or

subcontracting units from which it is formed are permanent

Projects can originate at different places inside or outside the

organization.

Product development and related projects tend to emerge from

marketing, whereas technological applications originate from R&D, and so

on.


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When to use Project Management?

Five criteria:

1. Unfamiliarity2. Magnitude of the effort


.

4. Interrelatedness

5. Reputation of the organisation



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Project, Program, Portfolio Management

3004ENG: Project Management Principles 25(PMI, 2008)


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Review questions What is project?; and what is project management?

A project is defined as a temporary endeavour undertaken to create a

unique product, service, or result. If this is the case, why are many typicalwork/activities/products (e.g. building construction, conference

organisation) still considered asprojects?

,

How is project management influenced by different types of

organisational structures?

Explain how the role and authority of project managers vary between

different types of organisational structures?

If the projectised structure is suitable for effective project management,

why arent all organisations structured that way?


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3004ENG - Module 1 Intro to PM 2010

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