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MODERN PROJECT MANAGEMENT
Chapter 1
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WHAT IS A PROJECT?
Project Defined
A complex, nonroutine, one-time effort limited by time,budget, resources, and performance specificationsdesigned to meet customer needs.
Major Characteristics of a Project Established objective.
Defined life span with a beginning and an end.
Several department & professionals.
Involves doing something never been done before. Specific time, cost, and performance requirements.
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GROWTH IN PMP CERTIFICATION
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PROJECTS (2004)
Failed 8%
18%
28%
38%
Late or Over Budget 33%
43%
53% 63%
On time & On Budget
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PROGRAMS VERSUS PROJECTS
Program Defined
A series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal.
A higher-level group of projects targeted at a common
goal.
Example:
Project: completion of a required course in project
management.
Program: completion of all courses required for a
business major.
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COMPARISON OF ROUTINE WORK WITH
PROJECTS
TABLE 1.1
Developing a supply-chain
information system
Daily entering sales receipts into
the accounting ledger
Writing a term paper
Responding to a supply-chainrequest
Routine manufacture of an Apple
iPod
Writing a new piano piece
Practicing scales on the piano
Setting up a sales kiosk for a
professional accounting meeting
Taking class notes
Designing an iPod that is
approximately 2 X 4 inches,interfaces with PC, and stores
10,000 songs
Wire-tag projects for GE and
Wal-Mart
Attaching tags on a manufacturedproduct
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PROJECT LIFE CYCLE
FIGURE 1.2
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Big Five Personality Factors
E Extraversionmeans a person is, talkative, social and assertive
A Agreeablenessmeans a person is good natured, co-operative and trusting
C Conscientiousness
means a person is responsible, orderly and dependableN Neuroticismmeans a person is anxious, prone to depression and worries alot
O Opennessmeans a person is imaginative, independent minded and has divergent
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MANAGEMENT INFORMATION SYSTEMS (MIS)
Defining
User Specifications
System SpecificationsCoding
Testing
Implementation
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THE CHALLENGE OF PROJECT MANAGEMENT
The Project Manager
Manages temporary, non-repetitive activities and frequently
acts independently of the formal organization.
Marshals resources for the project
Provides direction, coordination, and integration to theproject team
Manages a diverse set of project stakeholders
Dependent upon others for technical answers
Is responsible for performance and success of the project Must induce the right people at the right time to address the
right issues and make the right decisions.
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THE IMPORTANCE OF PROJECT MANAGEMENT
Factors Leading to the IncreasedUse of Project Management:
Compression of the product life
cycle
Global competition
Knowledge explosion
Corporate downsizing
Increased customer focus
Small projects that represent
big problems
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INTEGRATED PROJECT MANAGEMENT SYSTEMS
Problems Resulting from the Use of Piecemeal Project
Management Systems:
Do not tie to the overall strategies of the firm.
Connect projects to resources
Are not integrated throughout the project life cycle.
Do not match project planning and controls with
organizational culture
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INTEGRATED
MANAGEMENT
OF PROJECTS
FIGURE 1.3
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THE TECHNICAL
AND
SOCIOCULTURAL DIMENSIONS
OF THE
PROJECT
MANAGEMENTPROCESS
FIGURE 1.4
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AN OVERVIEW OF PROJECT MANAGEMENT4E.
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KEY TERMS
Program Project
Project life cycle
Project management professional (PMP)
Sociotechnical perspective