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Project Management:

A Systems Approach To

Planning, Scheduling and

Control l ing (10thEdition)

By

Harold Kerzner, Ph.D.as Modif ied & I nterpreted by R.Gardner


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ChapterOneOverview


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OVERVI EW OF PROJECT

MANAGEMENT

PERFORMANCE /

TECHNOLOGY

RESOURCES

The Triple

Constraint


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Project Character istics

Have a specific objective (which may be

unique or one-of-a-kind) to be completed

within certain specifications (SCOPE)Have defined start and end dates (TIME)

Have funding limits (if applicable) (COST)


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Project Management

Project Planning

Definition of work requirements

Definition of quantity and quality of work

Definition of resources needed

Project mon i tor ing

Tracking progress Comparing actual outcome to predicted

outcome

Analyzing impact

Making adjustments

P

D

C

A


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PM LM LM LM

PM = Project Manager

APM = Assistant Project Manager

LM = Line or Functional Manager

APM

APM

SPONSOR GM

Multiple Boss Reporting

Classic pitfall!


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WHY USE PROJECT MANAGEMENT ?


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Project Management and Productivity

are correlated!

Many results of improved projectsuccess have been documented when

formal PM is utilized.


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MATURITY IN PROJECTMANAGEMENT IS LIKE A

THREE - LEGGED STOOL

THE LEGS REPRESENT THE:

1. Project Manager

2. Line Manager(s)

3. Executive Management (i.e... Project Sponsor)

Matur ity cannot exist without stabil i ty


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The Three-Legged Stool

ProjectManager

LineManagement

ManagementSenior

(I.e. Sponsor)

Looks a little

crooked, yes?


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TOP OF THE THREE - LEGGED STOOL

ORGANIZATIONALSTRUCTURE

ORGANIZATIONALBEHAVIOR

TOOLS &TECHNIQUES


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What is the EssentialRole(s) Of The Project

Manager?

Your thoughts/ideas??


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Why is a PM System

Necessary?


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Project Management

Resources

The Triple Constraint


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The Benefits

Identification of functional responsibilities to

ensure that all activities are accounted for,

regardless of personnel turnover

Minimizing the need for continuousimprovement (concurrent engineering)

Measurement of accomplishment against

plans (monitoring system)Early identification of problems so that

corrective action may follow (EW, no

surprises)


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Obstacles

Project complexity

Customers special requirements and

scope changesOrganizational restructuring

Project risks

Changes in technology

Forward planning and pricing

Others??


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Humor

Project management is the art

of creating the illusion that any

outcome is the result of a series

of predetermined, deliberate

acts when, in fact, it was dumbluck.


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Classical Management

Planning

Organizing

StaffingControlling

Directing

Which of the above is normally NOT

performed by the project manager?


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Resources

Money

Man Peoplepower

Equipment

Facilities

Materials

Information/technology


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Successful Culture

A good working relationship between the

project manager and those line managers

who directly assign resources to projects

The ability of functional employees to

report vertically to their line manager at

the same time they report horizontally toone or more project managers (avoid

multiple boss syndrome)


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I nter face (in your face)

ManagementManaging human interrelationships within

the project team

Managing human interrelationshipsbetween the project team and thefunctional organization

Others??


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As part of inter face

management, the projectmanagersrole also includes

integration management.


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IntegratedProcesses

I ntegration Managementor Transformation Control

Capital Materials

Equipment

Facilities

Information

Personnel

Resources

Inputs

IntegrationManagement

Products

Services

Profits

Outputs

SIPOC


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The Functional Role

or The DoersThe functional manager has the responsibility

to define howthe task will be done and where

the task will be done (i.e., the technical criteria)The functional manager has the responsibility

to provide sufficient resources to accomplish

the objective within the projects constraints

(i.e., whowill get the job done).


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Functional Obstacles

Unlimited work requests (especially

during competitive bidding)

Predetermined deadlines

All requests having a high priority

Others.??


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Most projects also have a

project sponsor who may

or may not reside at the

executive levels of

management.


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ProjectTeam

Project

Manager

The Project Sponsor I nter face

ProjectManager

ProjectSponsor

Objective Setting Up-Front Planning Project Organization Key Staffing Master Plan Policies Monitoring Execution Priority-Setting Conflict Resolution Executive-Client Contact

Relationship:

Project Sponsor:Lower/Middle Management

Project Sponsor:Senior ManagementPriority Projects

Maintenance Projects


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Project Necessities

Complete task definitions (SCOPE!)

Resource requirement definitions (and

possibly skill levels needed) (COST!)

Major timetable milestones (TIME!)

Definition of end-item quality and

reliability requirements (Specs)

The basis for performance measurement


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Results of Good Planning

Assurance that functional units will understand

their total responsibilities toward achieving

project needs.Assurance that problems resulting from

scheduling and allocation of critical resources

are known beforehand.

Early identification of problems that mayjeopardize successful project completion so that

effective corrective action and replanning can

occur to prevent or resolve problems.


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Should / Could Promises Be

Made To Achieve DesiredResults?

Examples.??


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Project Management in

Non-Project-Dr iven GroupsProjects may be few and far between

Not all projects have the same project

management requirementsExecutives do not have sufficient time to manage

projects themselves

Projects tend to be delayed becauseapprovals most often follow the vertical

chain of command

Other concerns??


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H igh-level Reporting

The PM should report to the man who

directs all functions affecting projects.

The PM must have adequate organizationalstatus to do his job effectively.

To get adequate and timely assistance PM

needs direct and specific access to an

upper echelon of management.

Other comments??


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DELEGATION

OF AUTHORITY TOPROJECT MANAGER

EXECUTIVE

MEDDLING

LACK OF UNDERSTANDING OF HOW PROJECT

MANAGEMENT SHOULD WORK

LACK OF TRAINING IN COMMUNICATIONS /

INTERPERSONAL SKILLS

THE TI P-OF-THE-ICEBERG SYNDROME

MANY OF THE PROBLEMS ASSOCIATED WITH PROJECT

MANAGEMENT WILL SURFACE MUCH LATER IN THE PROJECT

AND RESULT IN MUCH HIGHER COSTS


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Project vs.

Functional I nf luences

Project Influence

in Decision-Making

FunctionalOrganization

Matrix ProjectOrganization

RelativeInfluence

Functional InfluenceIn Decision-Making

Organization

Dual Influence

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