COVENTRY UNIVERSITY Faculty of Engineering & Computing Introduction - page 1 1 Introduction Project Management M28 EKM 2 Introduction Module Tutors Dr Anthony Olomolaiye – Module Leader • E-mail: [email protected]Mr Andrew Bell – Associate HoD • E-mail: [email protected]Dr Miles – Senior Lecturer • E-mail: [email protected]3 Introduction Rules of Engagement You are expected to behave in a very professional manner Lectures start promptly The door will probably be locked 10 minutes after the start & not opened Anyone arriving after then might not be admitted The register will be checked for false entries & checked against names if necessary Any student disrupting the lecture will be evicted and reported to the Dean
Transcript
COVENTRY UNIVERSITY Faculty of Engineering & Computing
� Management: (relocation, restructuring, cultural change)
� might not be a visible tangible result but outcome still vital
� large human resource element & possible resistance to change
� Research
� high level of risk & reward, long duration, high cost
� objectives difficult or impossible to define
� needs a more flexible cost & time management control system
21Introduction
Categorising Projects
� Strengths and weaknesses
� Runner
� Repeater
� Stranger
� Alien
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 8
22Introduction
Project Benefit / Purpose
� Corporate strategy is implemented through projects
� to increase shareholder value – future cash flows
� to give sustainable competitive advantage
� to increase profitability
� by earning more revenue
� by reducing costs
� by reducing working capital
� by improving efficiency & productivity
� to remain in business – survival
� no benefit should be exaggerated to justify a project
23Introduction
Project Managementthe most transferable management skill
… because it is founded on common sense
24Introduction
Project Activity Cycle
INITIATE
Identify objectives
Understand constraints
Identify stakeholders
Develop strategy
PLAN
Identify work content
Define work scope
Create schedule of work
Generate budgets
Create organisation
Define procedures
CONTROL
Monitor performance
Control changes
Understand variances
Initiate corrective actions
Forecast the future
EXECUTE
Authorise work
Perform defined work
Implement procedures
Implement changes
& corrective actions
COMPLETE/ CLOSE-OUT
Delivery, hand over
Settlement of claims & fees
Disposal of redundant assets
Post project review
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 9
25Introduction
Some Examples of Project
Methodologies
� PrInCe 2: Projects in Controlled Environments
� PM2 : Project Management Methodology
� MITP : Managing the Implementation of the
Total Project
� CMM : Capability Maturity Model
� DSDM : Dynamic Systems Development
Method
� PMBoK: ?
26Introduction
PM Body of Knowledge
1) Project Integration Management
2) Project Scope Management
3) Project Time Management
4) Project Cost Management
5) Project Quality Management
6) Project HR Management
7) Project Communication Management
8) Project Risk Management
9) Project Procurement Management
27Introduction
Project Management
- Definition
The application of knowledge, skills,
tools & techniques to project activities in
order to meet stakeholders needs &
expectations from a project.
- PMBOK
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 10
28Introduction
A Brief History
Project Management
2 Forefathers i. Henry Gantt - Gantt chart
ii. Henri Fayol - 5 Management Functions
29Introduction
5 Major influences which helped
shape & form the discipline of
project management:
1. Development of management thought
2. Creation of special tools and techniques
3. Development of information and
communication technologies
4. Socioeconomic and political influences
5. Expanding scope of project management
30Introduction
Characteristics of Project
Management
� Powerful planning tool
� Provides a structured approach
� Needs to be tailored to project scope
� Cross functional understanding needed
� Needs a facilitator or ‘Champion’
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 11
31Introduction
Why Project Management?
� Provides a systematic approach to manage
complexity, uncertainty & risk
� Better, more responsive, control
� Better client relationship
� Sharper focus on results
� Better interdepartmental co-operation
� Shorter development times
� Lower cost, higher quality & reliability
� Higher profit margins & return on investment
Projects and project management are essential to the
non-routine duties that must bring about change.
32Introduction
Benefits of Project
Management
� Allocate scarce resources
� Focus management skills on to specific tasks
� Secure commitments to deliver results
� Direct elements of the business with excessive
planning
� Keep control of multiple projects
� Ensure that quality and safety are engineered into
projects at the design stage
� Extend the experience of staff
33Introduction
Programme Management
� Coordinated management of a group of projects having a common strategic objective to deliver benefits that would not be achieved were the projects managed independently
� e.g.
� Product extension – extending the life of an existing product to fill a potential gap in the product life cycle
� New Product development – designing and producing a new product to replace an existing product
� Process development – improving the manufacturing process to enable more efficient production
