PROJECT MANAGEMENT DEFINED Organizational Priorities

- Jack Meredith and Samuel Mantel discussed - An organization seeks to develop stable and
project management in terms of producing predictable work processes and then improve
project outcomes within the three objectives of those work processes over time through
cost, schedule, and specifications. increased quality, reduced costs, and shorter
delivery times.
- Project managers are then expected to
develop and execute a project plan that meets -Total quality management
cost, schedule, and specification parameters.
-Lean manufacturing
- A project scope is a carefully crafted document
that reflects the performance specifications of
the project deliverables. OPERATION MANAGEMENT
- DarnallRusell W. Darnall focused on defining - Focus on the work processes of the operation.
and managing client expectations as a critical
project management skill that is distinct from - Analyze work processes and explore
scope development and management. opportunities to make improvements.

- Total quality management, continuous process

improvement.
However/Sometimes
- Operations managers are process focused,
A project can be late and over budget and the oriented toward capturing and standardizing
client can be satisfied. Although this may be improvement to work processes and creating an
counterintuitive, the response of a client to the organizational culture focused on the long-term
events of a project is complex and goes beyond goals of the organization.
the data related in project specifications.

PROJECT MANAGERS
PROJECT MANAGEMENT INSTITUTE (PMI)
defines a project by its two key characteristics - focus on the goals of the project.

√ All projects are temporary, they have a - Project goals within the project timeline.
defined beginning and end - Project managers apply project management
➢ A project manager needs a different set tools and techniques to clearly define the
of skills to both define and successfully project goals, develop an execution plan to
execute temporary projects. meet those goals, and meet the milestones and
end date of the project
√ Delivery of a unique product, service, or
results

➢ A project manager must take time to Organizing to Manage Projects

understand the deliverables of a - Organizations designed to produce products or
project, develop a plan for producing services also use projects. Major activities
the deliverables in the time available, outside the normal work of the organization's
and then execute that plan. department or functional units or major
activities that cross functional boundaries
become a project.

-Economic pressures.
INTRODUCTION TO THE PROJECT
-Leaders are increasingly chartering projects to MANAGEMENT KNOWLEDGE
enable the organization to more quickly adapt.
Project Start-Up and Integration
-The application of a project management
-The project leader develops the project
approach increases the likelihood of succesS as
infrastructure used to design and execute the
organizations charter a project to facilitate
project.
organizational change.
- Project management team must develop
alignment among the major stakeholders.
PROJECT MANAGEMENT OFFICES
- Project manager will conduct one or more
- PMO facilitate development of organizational kickoff meetings or alignment sessions to bring
knowledge, skills, and tools to internally charter the various parties of the project together.
and manage projects within the organization.
- Project manager creates an environment that
- PMO varies in structure and responsibility encourages team members to fully engage in
depending on the project management the project
approach of the parent organization.

- PMO has complete responsibility for projects

√ Project Scope - is a document that defines the
within an organization from the criteria and
parameters.
selection of appropriate projects to
accountability for project performance. √ Scope of Work (SoW) - is typically a written
document that defines what work will be
- Large number of new product or process
accomplished by the end of the project, the
improvement projects
deliverables of the project.
- Develops a portfolio of projects to manage
√ Project Execution Plan - defines how the work
over a given period
will be accomplished.
- Use of organizational resources and provides
- Since the project scope reflects what work will
the greatest return
be accomplished on the project, any change in
expectations that is not captured and
documented creates the opportunity for
Leadership Skills
confusion.

PROJECT SCHEDULE AND TIME MANAGEMENT

- Project team does an analysis of the project

scope, contract, and other information that
helps the team define the project deliverables.
- project team develops a milestone schedule. specifications and expectations is critical to a
good quality plan.
- project team first develops a work breakdown
structure (WBS)

- project plan is developed PROJECT TEAM: HUMAN RESOURCES AND

COMMUNICATIONS
- project logic diagram
- Staffing the project with the right skills, at the
right place, and at the right time is an important
PROJECT COSTS responsibility of the project management team.

- In the early stages of the project, the amount - The functional managers and team focus on
of information needed to develop a detailed the technology of the project.
budget is often missing.
- The project management team also includes
- the project team develops different levels of project process managers.
project budget estimates.
> expertise in estimating, cost tracking,
- conceptual estimate (or "ballpark estimate") is planning, and scheduling.
developed with the least amount of knowledge.
- The project manager needs functional and
- cost of the project is tracked relative to the process expertise to plan and execute a
progress of the work and the estimate successful project
foraccomplishing that work.

- based on the cost estimate, the cost of the

Project Team: Human Resources and
work performed is compared against the cost
Communications
budgeted for that work.
√ The organization that charters the project can
assign talented managers and staff from
PROJECT QUALITY functional units within the organization,
contract with individuals or agencies to staff
√ focuses on the end product or service positions on the project, temporarily hire staff
deliverables that reflect the purpose of the for the project, or use any combination of these
project. The project manager is responsible for; staffing options.
- developing a project execution approach that - Some project cultures are more structured and
provides for a clear.understanding of the detail oriented, and some are less structured
expected project deliverables and the quality with less formal roles and communication
specifications. requirements.
- developing a project quality plan that defines - The type of culture the project manager
the quality expectations and assures that the creates depends greatly on the type of project.
specifications and expectations are met.

- developing a good understanding of the

project deliverables through documenting COMMUNICATIONS
√ Communicating can be divided into two unique requirements of the project and the
categories synchronous and asynchronous. time-sensitive or critical items of the project
schedule.
- Communications technologies require a
variety of compatible devices, software, and - Commodities are common products that are
service providers, and communication with a purchased based on the lowest bid.
global virtual team can involve many different Commodities include items like concrete for
time zones. Establishing effective building projects, office supplies.
communications requires a communications
- Vendors who can produce these products bid
plan.
for a contract. The awarding of a contract can
include price, ability to meet the project
schedule, the fit for purpose of the product.
PROJECT RISK

- The first step in developing a risk management

plan involves identifying potential project risks. UNIT 2: PROJECT PROFILE
Some risks are easy to identify, such as the
√ Project profiling is the process of extracting a
potential for a damaging storm. Many
characterization from the known attributes of
industries or companies have risk checklists
a project.
developed from past experience.
- The characterization will provide a more
- The project risk plan reflects the risk profile of
comprehensive understanding of the project
the project and balances the investment of the
that should result in developing an appropriate
mitigation against the benefit for the project
execution approach and the assignment of
- One of the more common risk mitigation organizational resources.
approaches is the use of contingency.
- project profiling is a process that summarizes
- Projects with a high-risk profile will typically what is known about the attributes of a project
have a large contingency budget. If the team and places the project into a category with
knows which activities have the highest risk, other projects that have similar characteristics.
contingency can be allocated to activities with
the highest risk.
PROJECT PROFILING MODELS
- The risk review evaluates the effectiveness of
the current plan and explores for possible risks - Aaron J. Shenhar and Dov Dvir developed a
not identified in earlier sessions. typology classification or profile-of engineering
projects that reflected two dimensions.

- The first dimension reflected the technological

PROJECT PROCUREMENT
uncertainty and ranged from low tech, medium
- project team identifies the materials, tech, and high tech to super high tech. Shenhar
equipment, and supplies needed by the project and Dvir develop criteria for each type of
and provides product specifications and a technological uncertainty that enabled the
detailed delivery schedule. project to be typed.

- a liaison from the project can help the - The second dimension reflected the system
procurement team better understand the scope. The system scope dimension ranged
from assembly projects that dealt with building - firms usually specialize in projects that fall
a single component, to system projects that within a defined range, a size range for which
included interactive elements, to array projects the company experience management skills,
that included a wide dispersal of interactive tools, and work processes are primarily
systems and subsystems. designed.

- The project requires people with the right

experience, knowledge, and skills to accomplish
COMPLEX SYSTEMS AND THE DARNALL-
the assigned tasks.
PRESTON COMPLEXITY INDEX

√ Complex Systems
√ The internal attributes are within the control
- Projects are complex adaptive systems. A
or influence of the project manager. Internal
complex adaptive system is a system consisting
attributes include clarity of objectives, clarity of
of a large number of parts or activities that
scope, the organizational complexity, and
interact with each other in numerous and
stakeholder agreement.
various ways.
- Clarity of Project Objectives - project
- The dependence of the project on the
decisions are made based on how these
activities, the interdependence of the activities,
decisions help the project meet its objectives.
and the specialization of the activities
underscore the relationship dependence of - Clarity of Scope - The development of a clear
project activities. project scope depends on information available
about what products and services will be
- The nature of complex adaptive systems can
required.
be probed by investigating the impact of change
in one activity and the effect on other activities
and the behavior of the whole
√ Organizational Complexity

-The structure of the project's client

- organization and the organizational decision-
https:/www.youtube.com/watch@vzehOHEoS making processes influence the project
MGa4 Suggest to vistit complexity

- Stakeholder Agreement

DARNALL-PRESTON COMPLEXITY INDEX - Often there is more than one major

STRUCTURE stakeholder in the project. An increase in the
number of stakeholders adds stress to the
√ External. Environmental attributes that are in
project and influences the project's complexity
existence at the beginning of the project, such
level.
as size, duration, and available resources.

- external attributes include those issues that

are typically established early in the project √ Technological Complexity
definition phase and are usually outside the
- The technology of a project refers to the
direct control of the project management team.
product of the project and not the technology
used to manage the project. This technology is
typically unique to the industry.

-The key stress on the project is the newness of

the technology.

- The project environment includes all the issues

related to the environment that will influence
the development and execution of the project
plan.

- The legal issues on a project can be broad and

include many different levels of government.

- Culture also defines the meaning of work,

truth, the value of nature, relationships, and
how to communicate.

- Political. Every project operates within one or

more communities that reflect organizational
dynamics and power struggles.

- Projects have the potential to impact the living

conditions or the health of people, plants, and
animals. The ecology includes the sights and
sounds that can impact the quality of life