Trường Đại học Nha Trang

Khoa Kinh tế

Project management
Nguyễn Ngọc Duy
Khoa Kinh tế - Trường Đại học Nha Trang

09/02/2023 TS. Nguyễn Ngọc Duy 1

… Dự án: Khám phá mới của bạn …

09/02/2023 TS. Nguyễn Ngọc Duy 2

 All projects have a start and a finish

A project is a temporary endeavor undertaken

to create a unique product, service, or result.

09/02/2023 TS. Nguyễn Ngọc Duy 3

 DEFINING PROJECTS

Projects are fantastically diverse

Projects are found in every industry

What each project has in common is a

start and a finish: This simple
observation has some profound
implications for the way projects are
delivered.

09/02/2023 TS. Nguyễn Ngọc Duy 4

 Đặc điểm dự án

Mỗi dự án là
Dự án có một duy nhất,
Có mục
điểm xuất phát, Đặc thù Không có dự án
đích
và đích đến cụ thể thứ 2 tương tự

Tạm thời,
chu kỳ Rủi ro
sống

Rủi ro luôn
Tương hỗ song hành
Mâu với dự án
thuẫn
09/02/2023 TS. Nguyễn Ngọc Duy 5
 OPERATIONS VS PROJECTS

Five (5) key differences:

Uncertain Significant
performance planning

New and
Up-front complex
financing relationships

Disruptive
change
09/02/2023 TS. Nguyễn Ngọc Duy 6
 Projects are how we innovate
So, as the main way we deliver change, projects are at the cutting
edge of individual, organisational and social development.

The Great Pyramids of Egypt

and the Great Wall of China
are examples of successful
projects whose outputs have
more than stood the test of
time.

It is only now, however, that we are starting to treat

project management as a distinct leadership science.
09/02/2023 TS. Nguyễn Ngọc Duy 7
 Phân loại dự án

09/02/2023 TS. Nguyễn Ngọc Duy 8

Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.

09/02/2023 TS. Nguyễn Ngọc Duy 9

 Definitions of project management

Project management is the Quản lý dự án là ngành khoa học nghiên cứu

application of knowledge, skills, về việc lập kế hoạch, tổ chức và quản lý, giám
tools, and techniques to project sát quá trình phát triển của dự án nhằm đảm
activities to meet the project bảo cho dự án hoàn thành đúng thời gian,
requirements. trong phạm vi ngân sách đã được duyệt, đảm
bảo chất lượng, đạt được mục tiêu cụ thể
của dự án và các mục đích đề ra.
Kiến thức, kỹ năng,
công cụ, kỹ thuật

Hoạt động dự án Mục tiêu

09/02/2023 TS. Nguyễn Ngọc Duy 10

 Mục tiêu của quản lý dự án

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 Mục tiêu của quản lý dự án

Quá trình phát triển của các mục tiêu quản lý dự án

09/02/2023 TS. Nguyễn Ngọc Duy 12

 The importance of project management

Effective and efficient project management should be

considered a strategic competency within organizations.
It enables organizations to:

• Tie project results to business goals,

• Compete more effectively in their markets,
• Sustain the organization, and
• Respond to the impact of business environment
changes on projects by appropriately adjusting project
management plans.

09/02/2023 TS. Nguyễn Ngọc Duy 13

 PROJECTS, PROGRAMS AND PORTFOLIOS

A program is defined as a group of related projects,

subsidiary programs, and program activities managed in
a coordinated manner to obtain benefits not available
from managing them individually.

A portfolio is defined as projects, programs, subsidiary

portfolios, and operations managed as a group to achieve
strategic objectives.

09/02/2023 TS. Nguyễn Ngọc Duy 14

 Projects, programs and portfolios

A group of related projects is often organised as a program of

work.
Portfolio is the name we give to a collection of often unrelated
programs.
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 Project management office (PMO)
A PMO is a group or department that defines and maintains
standards for project management within an organisation.

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 Project management office (PMO)

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 THE PROJECT LIFECYCLE

Ultimately, project management is the process of monitoring and controlling

each of these stages.

The art of project management lies in synthesising and integrating this

dynamic body of knowledge and applying it with expert discretion to the
unique circumstances of your project today.
09/02/2023 TS. Nguyễn Ngọc Duy 18
 THE PROJECT LIFECYCLE

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 THE PRICE OF UNCERTAINTY
The further you get into a project, the more expensive it is to change
your mind...

09/02/2023 TS. Nguyễn Ngọc Duy 20

 The price of uncertainty
The further you get into a project, the more expensive it is to change
your mind...

09/02/2023 TS. Nguyễn Ngọc Duy 21

 The price of uncertainty
The further you get into a project, the more expensive it is to change
your mind...

09/02/2023 TS. Nguyễn Ngọc Duy 22

 The price of uncertainty
The further you get into a project, the more expensive it is to change
your mind...

09/02/2023 TS. Nguyễn Ngọc Duy 23

 The price of uncertainty
The further you get into a project, the more expensive it is to change
your mind...

09/02/2023 TS. Nguyễn Ngọc Duy 24

 THE TRIPLE CONSTRAINTS/
The iron triangle

At the centre of As project

this triangle managers, we
is quality. It’s at often use this
the centre triangle to
because changes illustrate why
to time, cost and agreement on
scope all impact these factors is
upon (or necessary, and
constrain) how seemingly
quality. minor changes
to scope, time or
cost can have
significant
repercussions.

09/02/2023 TS. Nguyễn Ngọc Duy 25

 The triple constraints/ The iron triangle

*Note that a 'quality score', as it is expressed here, is only hypothetical

- it is used to numerically illustrate the concept that quality can be
high or low. In real life we measure quality a number of different
ways that we will discuss further in the course.

09/02/2023 TS. Nguyễn Ngọc Duy 26

 For example: If, in a perfect world, our project has 5 days and $500 to
deliver 5 tasks, applying the triple constraints formula ((5x$500)/5))
will give us a quality score* of 500.

Changes to time:
•If we only have 2 days and $500 to deliver the 5 tasks (reducing time),
applying the formula ((2 x $500)/5)) will give us a lower quality score of 200.
•If we allow 10 days and $500 to deliver the 5 tasks (increasing time), applying
the formula ((10 x $500)/5)) will give us a higher quality score of 1,000.

Changes to cost
•If we have 5 days and only $200 to deliver the 5 tasks (reducing cost),
applying the formula ((5 x $200)/5)) will give us a lower quality score of 200.
•If we have 5 days and $1,000 to deliver the 5 tasks (increasing cost), applying
the formula ((5 x $1,000)/5)) will give us a higher quality score of 1,000.

Changes to scope
•If we have 5 days and $500 to deliver 2 tasks (reducing scope), applying the
formula ((5 x $500)/2)) will give us a higher quality score of 1,250.
•If we have 5 days and $500 to deliver 10 tasks (increasing scope), applying the
formula ((5 x $500)/10)) will give us a lower quality score of 250.

09/02/2023 TS. Nguyễn Ngọc Duy 27

 Aware of the law of diminishing returns

09/02/2023 TS. Nguyễn Ngọc Duy 28

 Understanding QUALITY

Quality as both a process and an outcome

Quality as an outcome refers to whether or
not our deliverable or output meets the
client’s requirements.

Quality as a process not only includes how

we manage time, cost and scope, but other
related activities such as risk and
stakeholder management.

This quality management process, that some refer to as integration

– that is, the way we bring all the process elements together – is
essentially what project management and this course are all about.

09/02/2023 TS. Nguyễn Ngọc Duy 29

 METHODOLOGY

A methodology is a body of
common practices,
procedures, tools and
techniques.

A project management
methodology will
therefore be the sum of the
knowledge, resources and
assets that an individual or
organisation might acquire
and apply to assure the
successful delivery of their
projects.

The benefits of methodology

09/02/2023 TS. Nguyễn Ngọc Duy 30

 METHODOLOGY

Program Evaluation Project Waterfall, Total Quality

and Review Management Gateway, PRiSM, Management
Technique (PERT) Body of MPMM, (TQM), Six Sigma,
Knowledge Extreme Project ISO 9000: quality
(or PMBOK Management, management
Critical path
Guide) Lean Project methods
method (CPM)
Management, Risk management:
PRojects IN ISO 21500
Earned Value Controlled ISO 31000
Management (EVM) Environments 2
(PRINCE2).

Agile project management

TS. Nguyễn Ngọc Duy 31
09/02/2023 TS. Nguyễn Ngọc Duy 32
 Which methodology is best?

 Balance is the key

 Develop an
individually or
organisationally
unique best-
practice project
management
framework

09/02/2023 TS. Nguyễn Ngọc Duy 33

 PROJECT DOCUMENTS

Project documents - which are known elsewhere as organisational

process assets - are at the centre of any methodology.
09/02/2023 TS. Nguyễn Ngọc Duy 34
 Project success and failure
Definitions of success

The 'perfect' project is always delivered:

1. On time
2. On budget
3. To scope

09/02/2023 TS. Nguyễn Ngọc Duy 35

• The original completion date set by the government was 26 January 1963.
• The original cost estimate in 1957 was £3,500,000 ($7 million).
The project was formally completed in 1973 (10 years late), having cost $102
million (15 times over budget).
So… was the Sydney Opera House project a success?
09/02/2023 TS. Nguyễn Ngọc Duy 36
 Project success and failure
Definitions of success

The 'perfect' project is always delivered:

1. On time
2. On budget
3. To scope

Yet as the Sydney Opera House example

shows, these criteria are often elusive,
and may not even be definitive of project
success?

Success comes in different shades, and is ultimately a

subjective standard.

09/02/2023 TS. Nguyễn Ngọc Duy 37

 Project success and failure
Avoiding failure

•48% of projects finish later than originally

planned
•43% of projects finish over their original
budget
•52% of projects experience uncontrolled
changes to scope

In fact, 15% of all projects fail

In other words, for every $1,000,000 spent on

projects, $150,000 is wasted.

Yet the causes of project failure are not secret and they are not
random; the purpose of a project methodology is reduce and
eliminate these known risks.
09/02/2023 TS. Nguyễn Ngọc Duy 38
The causes
of project
failure

09/02/2023 TS. Nguyễn Ngọc Duy 39