Project Management
What is a Project?
1. Similarity between operation and project are
o Performed by people
o Limited resources
o Planned, executed and controlled
2. Difference between operation and projects are
o Operations are repetitive – not unique
o Operations are ongoing – not temporary
3. Hence we can define a project as temporary endeavor to create a unique
product or service.
4. It is "any undertaking that has definite, final objectives representing
specified values to be used in the satisfaction of some need or desire."
5. Its value as simply a cluster of activities that is relatively separate and
clear cut.
6. A project typically has following features.
o A distinct mission - unique
o A clear termination point – temporary
o Might be part of a broader program
o Yet the chief virtue of a project lies in identifying a nice, neat work
package within a bewildering array of objectives, alternatives and
activities.
o Undertaken at all levels of organizations or at cross organizational
levels also.
o Often used as a means of implementing strategy.
o Progressively elaborated.
The need for Project Management
7. The task of management is eased when work can be set up in project as
follows.
o The assignment of duties is sharpened
o The control is simplified
o The men who do the work can sense their accomplishment.
8. The results that the management of a project product take the form of a
new product, service or organizational process capability – providing an
organizational entity within an industrial, military, educational, religious or
social environment.
9. For Example
o Industrial group – a new factory
o Military entity – a new weapon system, a military campaign
o Religious entity – a new place of worship
o Social entity – a new highway
o Political entity – discovery of new lands and resources
o Educational entity – a new stadium
10. These results provide the entity with new or improved means which
enhances that organization’s ability to meet its operational (Short term) or
strategic (Long term) responsibilities. Sometimes the results that are
produced are unexpected.
11. A project consists of a combination of organizational resources pulled
together to create something that did not previously exist and that will
provide a performance capability in the design and execution of
organizational strategies.
12. Projects have a distinct life cycle, starting with an idea and progressing
through design, engineering and manufacturing or construction, through
use by a project o
Key considerations always involved in a project are
1. Cost
2. Time
3. Technical Performance
4. The Project results fit into the design and execution of organization
strategieswner.
The Evolution of Project Management
Early theory of project management was developed by military
organizations working with defense contractors.
Project became characterized by a distinct life cycle and a management
system.
As project management matured, specialized planning, organization,
motivation, leadership and control techniques emerged to support the
management of ad hoc activities from a focal point in the organizational
structure.
PMI – Project Management Institute.
A body of knowledge (BOK) has been developed to describe the art and
science of project management.
Scope of Project Management
PMI defines project management as, "The art of directing and co-ordination
of human and material resources throughout the life of a project by sing
modern management techniques to achieve predetermined objectives of
scope, cost, time, quality and participant satisfaction."
BOK developed by PMI provides information on the following concepts,
processes and techniques of project management.
1) Introduction Defines key element and an overview of PMBOK.
2) Project Management
Context
Describes the environment in which project
management operates.
3) Project Management
Process
Presents a generalized view of how the various project
management processes interact.
4) Project integration
Management
Describes the process required to ensure that the
various elements of the project are properly cocoordinated
to include project plan development,
execution and overall change control.
5) Project scope
management
Describes the processes required to ensure that the
project includes all of the work required to complete
the project successfully.
6) Project time
management
Describes those processes required to ensure timely
completion of the project
7) Project cost
management
Describe the processes required to ensure that the
project is completed on budget.
8) Project quality
management
Describes the processes required to ensure that the
projects meets the need for which it was undertaken.
9) Project human
resources management
Describes the process required to use people
effectively and efficiently on the project.
10) Project communication
management
Describes the processes required to develop and use
information in the management of the project.
11) Project risk
management
Describes the processes concerned with evaluating
risk on the project.
12) Project procurement
management
Describes the process required to manage the
acquisition of goods and services from outside
vendors in support of project purposes.
What is a Project?
1. Similarity between operation and project are
o Performed by people
o Limited resources
o Planned, executed and controlled
2. Difference between operation and projects are
o Operations are repetitive – not unique
o Operations are ongoing – not temporary
3. Hence we can define a project as temporary endeavor to create a unique
product or service.
4. It is "any undertaking that has definite, final objectives representing
specified values to be used in the satisfaction of some need or desire."
5. Its value as simply a cluster of activities that is relatively separate and
clear cut.
6. A project typically has following features.
o A distinct mission - unique
o A clear termination point – temporary
o Might be part of a broader program
o Yet the chief virtue of a project lies in identifying a nice, neat work
package within a bewildering array of objectives, alternatives and
activities.
o Undertaken at all levels of organizations or at cross organizational
levels also.
o Often used as a means of implementing strategy.
o Progressively elaborated.
The need for Project Management
7. The task of management is eased when work can be set up in project as
follows.
o The assignment of duties is sharpened
o The control is simplified
o The men who do the work can sense their accomplishment.
8. The results that the management of a project product take the form of a
new product, service or organizational process capability – providing an
organizational entity within an industrial, military, educational, religious or
social environment.
9. For Example
o Industrial group – a new factory
o Military entity – a new weapon system, a military campaign
o Religious entity – a new place of worship
o Social entity – a new highway
o Political entity – discovery of new lands and resources
o Educational entity – a new stadium
10. These results provide the entity with new or improved means which
enhances that organization’s ability to meet its operational (Short term) or
strategic (Long term) responsibilities. Sometimes the results that are
produced are unexpected.
11. A project consists of a combination of organizational resources pulled
together to create something that did not previously exist and that will
provide a performance capability in the design and execution of
organizational strategies.
12. Projects have a distinct life cycle, starting with an idea and progressing
through design, engineering and manufacturing or construction, through
use by a project o
Key considerations always involved in a project are
1. Cost
2. Time
3. Technical Performance
4. The Project results fit into the design and execution of organization
strategieswner.
The Evolution of Project Management
Early theory of project management was developed by military
organizations working with defense contractors.
Project became characterized by a distinct life cycle and a management
system.
As project management matured, specialized planning, organization,
motivation, leadership and control techniques emerged to support the
management of ad hoc activities from a focal point in the organizational
structure.
PMI – Project Management Institute.
A body of knowledge (BOK) has been developed to describe the art and
science of project management.
Scope of Project Management
PMI defines project management as, "The art of directing and co-ordination
of human and material resources throughout the life of a project by sing
modern management techniques to achieve predetermined objectives of
scope, cost, time, quality and participant satisfaction."
BOK developed by PMI provides information on the following concepts,
processes and techniques of project management.
1) Introduction Defines key element and an overview of PMBOK.
2) Project Management
Context
Describes the environment in which project
management operates.
3) Project Management
Process
Presents a generalized view of how the various project
management processes interact.
4) Project integration
Management
Describes the process required to ensure that the
various elements of the project are properly cocoordinated
to include project plan development,
execution and overall change control.
5) Project scope
management
Describes the processes required to ensure that the
project includes all of the work required to complete
the project successfully.
6) Project time
management
Describes those processes required to ensure timely
completion of the project
7) Project cost
management
Describe the processes required to ensure that the
project is completed on budget.
8) Project quality
management
Describes the processes required to ensure that the
projects meets the need for which it was undertaken.
9) Project human
resources management
Describes the process required to use people
effectively and efficiently on the project.
10) Project communication
management
Describes the processes required to develop and use
information in the management of the project.
11) Project risk
management
Describes the processes concerned with evaluating
risk on the project.
12) Project procurement
management
Describes the process required to manage the
acquisition of goods and services from outside
vendors in support of project purposes.
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