MANAGEMENT PROJECT

Project Management, Planning and Control (ENX314)

WEEK 1INTRODUCTION TO PROJECT MANAGEMENTPowerPoint Slidesby Dr. Chow Li Sze

LMS SEGi education group

Dr. Chow Li SzePhD Electronic and Electrical Engineering University of Sheffield, UK.

MSc Data Communications University of Sheffield, UK.

BEng Telecommunication University of Malaya, Malaysia.


Why are we learning Project Management, Planning and Control?


Project Management, Planning and Control (ENX314)4 hours per weekLectures, exercises, tutorials, case studies.

100% final examinationAnswer 4 questions out of 6 questions, in 2 hours.

Reference Book:Project Management: Planning and Control Techniques (Burke 1999)- Recommended by the University of Sunderland.


IntroductionAims:Develop ability to understand and apply the principles of Project Management (PM). This include:Understand and list the distinguishing characteristics of projects.Define the term Project Management (PM).Understand and state the important factors of a projects context.Recognise the relevance of the Project Management Body of Knowledge (PMBOK).Understand and apply the concept of the PM life cycle.


Project ManagementThe field of project management is getting increasingly important for project managers.Their success will be helped by their ability to develop a fully integrated information & control system to plan, instruct, monitor and control large amount of data, quickly and accurately to facilitate the problem solving and decision making process.


Intersecting NeedsOBS = Organization breakdown structure.Project manager has the responsibility to set up a management structure which meets the needs of the: project organization stakeholders individuals working on the project


What is a Project?Project Management Body of Knowledge (PMBOK) defines a project:.a temporary endeavor undertaken to create a unique product or service (outcome or result). Temporary means that every project has a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services.


Questions1. List 5 projects that you have been involved.2. Check if the following statements are true or false for the project:- The projects have a defined start and finish.- They are unique, one-off, non-repetitive activities.- They each have a specific aim.- They each result in something being delivered.- They involve cost, resources and time.- They each use a wide variety of resources and skills.- They have their own budget.- They vary in the degree of complexity involved.


AnswerExamples of projects:Organising a functionLaying out a gardenSetting up a websiteLaunching a new productA fundraising campaign


Nature of ProjectThe distinguishing characteristics and definition of a project is:a unique set of co-ordinated activities,with definite starting and finishing points,undertaken by an individual or organization to meet specific objectives, within defined schedule, cost and performance parameters.


Distinctive features of a projectLife-cycle (a beginning and an end, with a number of distinct phases in between)Budget with an associated cash-flow.Unique and non-repetitive.Use of resources from different departments and need co-ordinating.Single point of responsibility (i.e. the project manager)Fast tracking getting your product to market before your competitors.Team roles and relationships that are subject to change and need to be developed, defined and established (team building).


Functional vs ProjectFunctional:Activities and operations that are carried out under a normal line management framework are often concerned with a substantially stable situation.Its repetitive, ongoing, predictable.

Project:PM is often concerned with deliverables that are intended to bring about some change. are likely to cross conventional functional boundaries.


QuestionsCategorize the following tasks as either project or functional work:Launch a new product.Manage a research unit.Conduct an appraisal.Raise $50,000 in sponsorship.Sell company services.Review existing procedures.Administrate Theatre company.Supervise the office.Build a house.Write a book.Editing a magazine.Launch a new product.


AnswersLaunch a new product.ProjectManage a research unit.FunctionalConduct an appraisal.FunctionalRaise $50,000 in sponsorship.ProjectSell company services.FunctionalReview existing procedures.ProjectAdministrate Theatre company.FunctionalSupervise the office.FunctionalBuild a house.ProjectWrite a book.ProjectEditing a magazine.FunctionalLaunch a new product.Project


What is Project Management (PM)?PMBOK defines PM as: the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholders needs and expectations from a project.Peter Morris describes PM as: the process of integrating everything that needs to be done as the project evolves through its life cycle in order to meet the projects objectives.

The project manager must do whatever is required to make the project happen.


Body of Knowledge (BOK)BOK has built up around PM tools, skills and techniques, by the following associations:APMs BOK by the Association of Project Managers (UK)PMIs PMBOK by the Project Management Institute (USA) IPMAs BOK by the International Association of Project Managers


9 Project Management Body of Knowledge (PMBOK) areas:1.Project Integration Management2.Project Scope Management3.Project Time Management4.Project Cost Management5.Project Quality Management6.Project Human Resource Management7.Project Communications Management8.Project Risk Management9.Project Procurement Management


9 Project Management Body of Knowledge (PMBOK) areas:1. Project Integration Management - to ensure that the various elements of the project are properly coordinated.

2. Project Scope Management - to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

3. Project Time Management - to ensure timely completion of the project.

4. Project Cost Management - to ensure that the project is completed within the approved budget.

5. Project Quality Management - to ensure that the project will satisfy the needs.


9 Project Management Body of Knowledge (PMBOK) areas:6. Project Human Resource Management - to make the most effective use of the people.

7. Project Communications Management - to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.

8. Project Risk Management - maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.

9. Project Procurement Management - to acquire goods and services to attain project scope from outside the performing organization.


Project Management Body of Knowledge (PMBOK)The PMBOK will lead to good PM practices, and to accomplish the following:To direct scarce resources to what are judged to be the most desirable objectives.To focus appropriate management skills onto specific tasks.To secure commitments to deliver results from those wishing to proceed with the project.To direct major elements of the business without being submerged in detail. To keep control of a wide variety of projects running concurrently.To ensure that issues such as quality and safety are engineered into projects at the design stage.To extend the experience of staff working on projects and help equip them for wider responsibilities.


Benefit of Project ManagementClient: prefer to deal with one person project managerSingle Point of Responsibility: by project manager; avoid scope overlap and underlap.Estimating: forms the basis of the project plan.CPM: Critical path method calculates all the activities start dates, finish dates, and floats.Fast Track: bring a new product to the market quickly before competitors.Schedule Barchart: communicates the what, where, when, who.Project Integration: co-ordinates and integrates the contribution of all the project participants.Reporting Interfaces: for project and corporate reporting.


Benefit of Project ManagementResponse Time: timely response on project performance is essential for effective project control. Trends: monitoring the progress trends of time, cost and performance.Data Capture: project progress reporting.Procedures: tailored to the specific needs of the project.Project Office: centre for project management excellence.Closeout Report: performance of the current project will form the estimating database for future projects. It provides an effective mechanism to learn by mistakes, and strive for continuous improvement. Marketing: vendors can distinguish themselves by marketing their PM systems.


Role of Project Manager:Select & develop an operational team from a standing startLeadership & management abilityAnticipate problems, solve problems and make decisions.Operational flexibilityPlan, expedite and get things done.Negotiate & persuadeUnderstand the environment within which the project is being managedReview monitor and apply controlAdministrate the contract, the scope of work and scope changes.Manage within an environment of constant changeKeep the client happy


QuestionsRead Chapter 1 (Burkes book), and answer the following:

1.In what way does Burke suggest that the 9 areas of Project Management Body of Knowledge (PMBOK) might be subdivided?

2. How does the PMBOK define Project Management?

ReadChapter 2 History of Project ManagementChapter 3 Project Life-Cycle


Answers1. Burke suggests that the PMBOK areas can be sub divided into 2 groups:1. The first group includes knowledge areas that are concerned with deliverables, i.e. Scope, Time, Cost, and Quality.2. The second group includes those knowledge areas that relate to the means of achieving the deliverables, i.e. Integration, Human Resources, Communications, Risk, Procurement and contract.

2. PMBOK defines PM as the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholders needs and expectations from a project.


Project Environment ContextThe successful accomplishment of a project generally requires a significant sensitivity to, and appreciation of, the context in which it is based. Projects and their management both affect and are affected by their environment, often significantly.The project environment can be of various kinds political, ecological, economic, technological, regulatory, organizational, etc.Projects and project management operate in an environment broader than that of the project itself.


Project Environment ContextPMBOK identifies the following as the main environmental/contextual issues:

Project Phases and the Project Life Cycle Project Stakeholders Organizational Influences Key General Management Skills Social - Economic - Environmental Influences


Project Environment ContextBurke lists the following as the main environmental factors to consider:

Stakeholders (all interested parties) Client/sponsors requirements Your companys organization structure Market requirements Competitors New Technology Rules and regulations Economic cycle


Project Life CyclePMBOK states: .because projects are unique and involve a 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 life-cycle


Project Life CycleThe Association for Project Management defines Project Life Cycle as: A sequence of defined stages over the full duration of a project.

PMBOK suggests that project life cycles generally defines:What technical work should be done during each phase of the life cycle.Who should be involved in each phase of the life cycle.


Project Life CyclePMBOK suggests that most project life cycle descriptions share the following characteristics:Cost and staffing levels are low at the start, higher toward the end, and drop rapidly as the project draws to a conclusion.The probability of successfully completing the project is lowest, and hence risk and uncertainty are highest, at the start of the project.The ability of the stakeholders to influence the final characteristics of the projects product and its final cost is highest at the start and gets progressively lower as the project continues.


Question

What 4 phases does Burke identify as making up the Project Life Cycle?


Answer4 phases of Project Life Cycle are: Concept and Initiation Design and Development Implementation or Construction Commissioning and Handover


Project Life Cycle1. Concept and InitiationThe 1st phase starts the project by establishing a need or opportunity for the product, facility or service. The feasibility of proceeding with the project is investigated and on acceptance of the proposal moves to the next phase.

2. Design and DevelopmentThe 2nd phase uses the guideline set by the feasibility study to design the product, outline the build method and develop detailed schedules and plans for making or implementing the product


Project Life Cycle3. Implementation or Construction The 3rd phase implements the project as per the baseline plan developed in the previous phase.

4. Commissioning and Handover The 4th phase confirms the project has been implemented or built to the design & terminates the project.


Phase transitionThe sequence of the project phases generally involve some form of technology transfer or handover from one phase to the next phase:- project brief to design and development- detailed design to manufacture- construction to commissioning- commissioning to operationIn practice, there is a very real danger that the transition from one phase to the next might be carried out without the proper level of discussions and explanations. This is called over-the-wall transfer. The end of every phase of the project should be marked by a review of both the deliverables and performance in order to determine if the project should continue into the next phase.


Level of Effort and ExpenditureThe rate of effort and expenditure on the project tends to be at its highest during the implementation phase. Fig.3.1 (from Burkes book)Fig.3.4 (from Burkes book)


Project Life Cycle ComponentsEach phase of the project life cycle is likely to involve inputs, processes, key activities, hold points, outputs and approvals. Fig.3.2 (from Burkes book)


Project Life CycleEach phase take place in sequence and involve a range of activities.

1st and 2nd phases are related to planning. 3rd and 4th phases are related to accomplishment.Fig.3.3 (from Burkes book)


Overlap Between Phases (fast tracking)Fig.3.4 (from Burkes book)In practice, there may be some overlap between phases.

Fast tracking: work begins on the following phases before the previous phases are totally completed.


Level of Influence vs Cost of ChangesThe potential to influence and add value to the project tends to be highest during the concept and design phases. It is vital that all stakeholders are properly involved in these early stages.

The cost of making changes tends to rise steeply as the project progresses.Fig.3.5 (from Burkes book)


Level of DetailEach phase can be subdivided into a further 4 phases and run as mini projects, in order to increase the level of detail and control.


QuestionBurke suggests the Product Life Cycle has 8 phases. List these phases.


Answer8 phases of Product Life-Cycle: Pre-project, Concept, Design, Implementation, Handover, Maintenance, Upgrade and Disposal.


SummaryProject Management body of knowledge (PMBOK) defines project management under 9 knowledge areas.Successful project management requires project managers to understand and take account of the context in which the project takes place.Most projects can be sub-divided into 4 generic phases, i.e. Concept, Design, Implement, and Commission.The Product Life Cycle is a useful concept that looks at the bigger picture from the cradle to the grave.The level of influence curve and cost of change curve clearly show the importance of getting the design right before implementation.


QuestionThe lifecycle of a project may be broken down into 4 stages, namely concept, design, implementation and commission. Figure Q1 shows how the level of effort typically changes through the lifecycle.Figure Q1Explain why the level of effort is likely to vary between lifecycle phases as shown in Figure Q1. (5 marks)(b) What typical tasks are likely to feature in each of the generic lifecycle phases listed above? (12 marks)(c) Explain how the ability of the project manager to influence the project (i.e.add value) varies through each of the lifecycle phases. How does the cost to change the project vary through these phases? (8 marks)


Answer Answer (a): (5 marks)

The graph above depicts both (i) the instantaneous input to the project and (ii) the accumulated input to the project over the 4 lifecycle phases. During the concept/initiation phase, the level of effort is relatively low and may involve very few people. Once the go ahead is given to the design/development stage the level of input required is likely to be higher as more detailed planning is put together. When moving to the full blown implementation/execution phase the whole project team will be involved and the level of input will rise to a maximum. Finally, once the execution is complete, only commissioning and handover remains and the level of input will fall again.


AnswerAnswer (b): (12 marks)

The main tasks associated with each of the generic project phases (concept, design, implementation and commission) are likely to include those in the diagram below.

(Explain the answer with diagram, list or essay format.)


AnswerAnswer (c): (8 marks)

In essence the level of ability to influence the project decreases with time through each successive project phase. Similarly, the cost to make changes to the project increases with time through each successive project phase.

(Explain with the graph)


Selection of the project manager is a key appointment which influence the success or failure of the projectLesson 1 to be continuedCPM critical path method. WBS work breakdown structure

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