A Framework for
Project Management Units
1
1. Introduction and Key Concepts 6. Controlling Projects
2. Project Life Cycle Models 7. Closing Projects
3. Initiating Projects 8. Organizational Impacts
4. Planning Projects 9. Overview of Knowledge Areas
5. Executing Projects 10. Role of the Project Manager
Why Do We Need Project Management?*
2
Exponential expansion of human knowledge
Global demand for goods and services
Global competition
Above requires the use of teams versus individuals
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
Project and Statement of Work (SOW)
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A project is “a temporary endeavor undertaken to
create a unique product or service.”
A SOW is a narrative description of products or
services to be supplied under contract.
Project Management
4
“The application of knowledge, skills, tools and
techniques
to project activities in order to meet or exceed
stakeholder needs
and expectations from a project.”
PM Environment
Discussion Question
5
What are some trends that impact the environment
in which projects are managed today?
Accelerating Trends
6
Corporate globalization
Massive mergers and reorganizations
Flatter organizations
Short-term results driven
Accelerating Trends (continued)
7
Team environment
Contract PM and outsourcing
Primacy of interpersonal skills
Multinational projects
Importance of cultural differences
Dependence on technology
A Balancing Act
8
Schedule requirements cost
The Project
Risk Risk
Customer Business
Expectation Objective
Source: William Gendron, presentation at 1998 PMI Global Forum
A Balanced Project
9
Time Cost
Scope
Quality
Expectation and Objective Congruency
10
Client/Customer Expectations
Low High
Customer wants
more than the
Low OK
organization
Business intends to provide.
Objectives
Business needs
High more from the project OK
than the customer.
Contrast Projects and Operation
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How are “projects” different from “operations”?
Contrast Projects and Operations
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Projects Operations
Create own charter, Semi-permanent
organization, and goals charter,
organization, and
Catalyst for change goals
Unique product or service Maintains status quo
Heterogeneous teams Standard product or
Start and end date service
Homogeneous teams
Ongoing
Exercise 1-1
PM Pitfalls and Pluses
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Looking back on projects with which you were
associated, what were the top three factors that
caused serious problems?
That created a perception of success?
Common Pitfalls
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Unclear objectives
Lack of senior management support
Lack of effective project integration
Inadequate funding
Change in business priorities
Original assumptions invalid
Ineffective team
Lack of effective communication processes
Other?
Factors Affecting Project Success
15
Coordination and relations
Adequacy of structure and control
Project uniqueness, importance, and public exposure
Success criteria salience and consensus
Competitive and budgetary pressure
Initial over-optimism, conceptual difficulty
Internal capabilities buildup
Source: NASA study, “Determination of Project Success,” 1974, by David C. Murphy, Bruce N. Baker, and Dalmar Fisher
Potential Benefits of PM for the Organization
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Improved control
Improved project support opportunities
Improved performance
Potential Benefits of PM for You
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Recognition of PM as a profession
Future source of company leaders
High visibility of project results
Growth opportunities
Build your reputation and network
Portable skills and experience
Integration Management
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Cost Time
Integration
Quality
Summary
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Defined key PM concepts
Described why PM is needed
Explained difference between projects and
operations
Identified trends in the PM environment
Discussed project success and failure factors
Identified potential benefits of PM