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Advanced Project andProcess Management

Ho Thi Thanh Huong, MA

Spring 1012

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Todays topic: What is a Project?

Who needs to possess PM skills? What will we cover in this course?

How will the course be conducted? Group forming

Projectvs. Process vs. Routine Operations

Stakeholders Project management

Project managers

PM skills.

Triple constraints. Organizational structures

Project life cycle

What is a successful project?

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Who needs to possess PM skills?

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What will we cover in this course?

Characteristics of social systems

Process- and project-orientation as organizational

strategies

Cultures and structures of project-orientedorganizations

Linkages between process and project management

Project management: objectives, tasks, methods androles in project start, project planning, project

executing, project controlling and project close down

processes.

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How will the course be conducted?

Project proposal (30%)

Mid term & Finalexam (40%)

In-class activities(30%)

Bonus mark forclear English (5%

at most)

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Group Forming

ASSIGNMENT GROUP

No. Group1 Nguyn Th Hng i2 Nguyn Vit Chnh3 Phan Th Ngc Dip4 Vng Vn Duy5 V Nguyn Nh H

6 Nguyn Th

Ngn H7 Phan Th Hng Hu

8 Dng Thu Hin9 H c Hip

10 Nguyn V Thanh Hip11 Dng ng Ha12 Nguyn Th Hu13 ng Tun Hng

14 ng Thnh Hng15 Khut Th Lan Hng16 Phan Th Thu Hng

Full name

17 L Th Hoi Hng

18 Nguyn Th L Hng19 Nguyn Gia Khnh

20 Lu Thy Linh21 Ng Thanh Long22 La Th Thanh Luyn23 Mai Thanh Nga24 Phm Vit Ngoan25 Nguyn Th Nguyt26 Nguyn Vn Oai27 Trn Th Phong28 Lng Vn Ph29 Nguyn Vn Phc30 Phm Vit Phng31 Ng Th Hoi Sinh32 T Xun Sn

33 Trn Minh Tn34 Nguyn Thin Thnh35 Kiu Th Phng Tho36 Trn Vn Tin37 L Th Chu Trinh38 ng Quc Tun

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Project or Process?

Ford Motor planned to design Ford Model A in

1926, marketed in December 1927.

YES

Ford Motor planned to assembles Ford Model A

in 1927.NO

Hue University was contracted to deliver a jointmaster program with Krems IMC from June 2011to April 2013.

YES

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Project or Process?

Temporary endeavorundertaken to create a

unique product, service or result.

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Project or Process?

What makes a project a project (not a process)?

Unique

Temporary & Definite start date and end

Completed when the project goals are achieved

Successful when stakeholders requirements satisfied

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Project or Process?

Process

Repeatable

Routine

Not project-worthy

By units of a permanent organization

Efficiency

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Clarifying terminology and concepts

What is a program vs. a project vs. a process?

Program: (semi)-permanent staff; annual goals and objectives;activities are repeatable, similar in structure and intendedoutcomes

Project:temporary

organization;specific,unique

objectives

PM Process: Repeatable

procedures; generally applicableOther

projects

Project management processes

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Why projects? Complex External Environment:

Globalization of markets

New technological developments

New cooperative relationships with Cs & Suppliers

Maintain a certain level of complexity to dealwith complexity

Stay competitive

A difference that makes a difference

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Why projects? Complex External Environment:

Customers: complex products+Networking withsuppliers+Internationalization

Competitors: International Competition+shorterproduct life cycles+Competitors are also

partners+Partners Employees: Participation, empowerment+Attractive

assignments+Virtual Workplace

Politics, public interest: New laws+Ecological

Interests Establish organizational flexibility

Assure the quality of the results

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Stakeholders A project is successful when it meets or exceeds

the expectations of the stakeholders. Those who have vested interest in the project.

Have something to either gain for lose as a

result of the project.

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Stakeholders

-identify upfront.

-Do not ever

leave out animportantstakeholderor their

departmentsfunction.

Figure 1.1: Project stakeholders ((PMBOKGuide, 2003 Edition)

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Project management A process/discipline

Involves

planning,

putting the project plan into action,

and measuring progress and performance.

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Triple Constraints

Budget/Money

Scope/

Quality

Schedule/

Time

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Project management skills Communication: the single most important

Organizational & time mgt: probably the 2nd mostimportant

Combining these two with excellent communication skills isalmost a sure guarantee of your success in the projectmanagement field.

Budgeting

Problem Solving

Negotiation and Influencing

Leading Team Building and Human Resources

A Mile Wide and an Inch Deep

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Organizational Structures functional, projectized, or matrix.

Variations and combinations exist among thesethree structures, such as a projectized structurewithin a functional organization, and weak

matrix, balanced matrix, and strong matrixorganizations.

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Functional Organization

centered on expertise and grouped by function

CEO

HR Finance Marketing IT Production

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff Staff

Staff

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Functional Organization

Advantages Disadvantages

Enduring organizationalstructure.

Project manager has little tono formal authority.

Clear career path withseparation of functionsallowing specialty skills to

flourish.

Multiple projects compete forlimited resources andpriority.

Employees have onesupervisor with a clear chainof command.

Project team members areloyal to the functionalmanager.

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Projectized Organization

Advantages DisadvantagesProject managers haveultimate authority over theproject.

Dys-functional

The organizations resourcesare focused on projects andproject work.

Multiple projects compete forlimited resources and priority.

Team members are

collocated.

Staff issue after project

closing

Loyalties are formed to theproject, not to a functionalmanager.

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Matrix Organizations project objectives fulfilled while hierarchical

structure maintained.

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Strong Matrix Organization

Power rests with Project manager.

CEO

Mnger of PMers Finance Marketing IT Production

P. Staff

P. Staff

Staff

Staff

Staff

Staff Staff

Staff Staff

Staff

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Weak Matrix Organization

Project managers have little to no authority, justlike in the functional organization.

CEO

Human Resources Finance Marketing IT Production

Staff/P.Coordinator

Staff

Staff

Staff

Staff Staff

Staff Staff

Staff

Staff

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Balanced Matrix Organization

Power is balanced between project managers andfunctional managers.

CEO

Human Resources Finance Marketing IT Production

P. Manager

Staff

Staff

Staff

Staff Staff

Staff Staff

Staff

Staff

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Comparing Matrix Structures

Weak Matrix Balanced Matrix Strong Matrix

Project Managers Title: Project coordinator, project leader, orproject expeditor

Project manager Project manager

Project Managers Focus: Split focus between project andfunctional responsibilities

Projects and project work Projects and project work

Project Managers Power: Minimal authority and power Balance of authority and power Full authority and power

Project Managers Time: Part time on projects Full time on projects Full time on projects

Organization Style: Most like functional organization Blend of both weak and strongmatrix

Most like a projectized organization

Project Manager Reports to: Functional manager A functional manager, but sharesauthority and power

Manager of project managers

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The project management life cycle

Similar across projects.

Handoffs: The end of one phase typically marksthe beginning of the next.

Deliverable:each phase has a specific result

Fast trackingphases are overlapped to shortenor compress the project schedule.

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The project management life cycle

Initiation

Planning

Executing

Controllin

g

Closing

Cancel the project

(PMP Study Guide)

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The project management life cycle

Charterthe project

Plan theproject

Executeproject

plan

Close

project

Evaluatethe project

Cancel the project

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IT systems development life cycle

Charterthe project

Plan theproject

Analyzerequire-ments

Design

System

Implementsystem

Cancel the project

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IT systems development life cycle

Charter

project

Plan theproject

Analyzerequire-ments

DesignSystem

Implementsystem

Maintainand Support

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The Project Management Body ofKnowledge (PMBOK)

Project integration management

Project scope management

Project time management

Project cost management Project quality management

Project human resource management

Project communications management Project risk management

Project procurement management

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The Diamond Modelby A. Shenhar and D. Dvir

(p. 14 of Reinventing ProjectManagement)

Technology

Pace

NoveltyComplexity

Super-high tech

High-tech

Medium-tech

Low-tech

Fast/Competitive

Blitz

Time-critical

Regular

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What do we mean by project success?

Meet or exceed stakeholders expectations

Premise: Project success is not one-dimensional noris it only about schedule and budget.

Project efficiency

Impact on customer

Impact on the team Business results

Preparation for the future

Success may vary over time An inefficient project may eventually have great business

results and prepare the firm for its future

An efficient project may fail to deliver significant businessresults (more about this later)

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Todays topic: What is a Project?

Projects Stakeholders

Project management

Project managers

PM skills.

Triple constraints.

Organizational structures

Project life cycle

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Review

20 minutes to prepare. One group member of 2 groups will be

called to answer 10 questions. These

groups will receive grade for in-classactivities. Other groups can answer whenthe assigned group does not have thecorrect answers to receive bonus marks.