Download - Lect 1 Introduction
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 1
1Introduction
Project
Management
M28 EKM
2Introduction
Module Tutors
� Dr Anthony Olomolaiye – Module Leader
• E-mail: [email protected]
� Mr Andrew Bell – Associate HoD
• E-mail: [email protected]
� Dr Miles – Senior Lecturer
• E-mail: [email protected]
3Introduction
Rules of Engagement
�You are expected to behave in a very professional
manner
�Lectures start promptly
�The door will probably be locked 10 minutes after the
start & not opened
�Anyone arriving after then might not be admitted
�The register will be checked for false entries &
checked against names if necessary
�Any student disrupting the lecture will be evicted and
reported to the Dean
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 2
4Introduction
Recommended
Reading
� Lecture Notes
� A wealth of publications in
the CU & Public Libraries
5Introduction
Module Notes
� Available on Moodle only
� The notes are divided into sections, as shown in the
sequence of sessions
� Session numbers and page numbers are shown at
the bottom, right side of each slide and page
� You should also be able to demonstrate that you
have absorbed some of the recommended reading
and researched other sources of information
� Sessions will include some additional material and
many practical exercises
6Introduction
Intended Module Learning
Objectives
On successful completion of this module,
students should be able to:
1. Assess the business case for a project.
2. Recommend a suitable structure & process for
monitoring & controlling of the project.
3. Formulate a strategy for the implementation
of change.
4. Perform effectively & efficiently as a member
of a project team.
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 3
7Introduction
Assessment Methods
Assessment 1 MS Project Plan Individual
(20%)
Assessment 2 Simulation Team
(20%)
Assessment 3 Group Project Team
(60%)
8Introduction
Lecture Outcomes
At end of today’s lecture, you should be able to:
I. Differentiate between a project, a programme, & a
portfolio
II. Elucidate the characteristics of projects
III. Recount the historical development & evolution of
project management
9Introduction
A Project is...
• “A temporary endeavour undertaken to create a unique product,
service or result”
• “A set of co-ordinated activities, with a specific start & finish,
pursuing a specific goal with constraints on time, cost &
resources” – ISO 8402
• “A management environment ... created for the purpose of
delivering ... business products according to a specific business
case” – PRINCE2
• “A unique process ... with start & finish dates, undertaken to
achieve an objective ... including constraints on time, cost &
resources” – BSI
• “An endeavour in which ... resources are organised ... to deliver a
unique scope of work ... within constraints of cost & time ...” - APM
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 4
10Introduction
A project is a task with
a beginning
an end
and identifiable objectives
Dr Martin Barnes
Project - A Simple Definition
11Introduction
Project - Definition
… A temporary endeavor undertaken
to create a unique product/ service.
� Temporary - the project has a definite end.
� Unique - the product/ service is different in
some distinguishing way from all similar
products/ services...
PMBOK
12Introduction
The Nature of Projects
� Can be revenue or capital projects
� e.g. new vehicle or new computer system
� Need to understand the objectives
� Scope, costs and timescale
� Quality, health & safety and resources
� Alternative solutions
� Affects the risks, cost, time and resources
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 5
13Introduction
Attributes of projects
� Temporary – Have a start & finish dates
� Non-repetitive & often have novel
features (Unique)
� Have resource constraints
� Involvement of a temporary team
(change as the work progresses)
14Introduction
15Introduction
Project Objectives:
Achieve Balance
Objective Definition
1. Performance The quality of the work being
done.
2. Cost The cost of the project work,
directly related to human and
physical resources
3. Time The schedule that must be met.
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 6
16Introduction
Project Objectives: Trapezium
Cost Quality
17Introduction
Project Objectives: Parallelogram
Quality
18Introduction
Projects Vs OperationsTurner R. (2009)
� Projects
� Unique
� Finite
� Revolutionary change
� Disequilibrium
� Unbalanced objectives
� Transient resources
� Flexibility
� Effectiveness
� Goals
� Risk and uncertainty
� Operations
� Repetitive
� Eternal
� Evolutionary change
� Equilibrium
� Balanced objectives
� Stable resources
� Stability
� Efficiency
� Roles
� Experience
Change & innovationBusiness as usual
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 7
19Introduction
Project - Some Examples
� Introducing a new
vehicle
� Constructing a
building
� Changing computer
systems
� Introducing new
plant and machinery
� Preparing for an
exhibition
� Moving to another
site
� Managing a culture
change
� Managing multiple
projects
20Introduction
Project Classification(Lock, 2007)
� Civil Engineering, construction, petrochemical, mining etc.
� on-site, remote from head office, exposed to elements
� massive capital investment, consortium, several contractors
� Manufacturing: (equipment, machinery, ship, etc.)
� in-house, on-the-spot management, optimum environment
� usually purpose-built for single customer
� Management: (relocation, restructuring, cultural change)
� might not be a visible tangible result but outcome still vital
� large human resource element & possible resistance to change
� Research
� high level of risk & reward, long duration, high cost
� objectives difficult or impossible to define
� needs a more flexible cost & time management control system
21Introduction
Categorising Projects
� Strengths and weaknesses
� Runner
� Repeater
� Stranger
� Alien
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 8
22Introduction
Project Benefit / Purpose
� Corporate strategy is implemented through projects
� to increase shareholder value – future cash flows
� to give sustainable competitive advantage
� to increase profitability
� by earning more revenue
� by reducing costs
� by reducing working capital
� by improving efficiency & productivity
� to remain in business – survival
� no benefit should be exaggerated to justify a project
23Introduction
Project Managementthe most transferable management skill
… because it is founded on common sense
24Introduction
Project Activity Cycle
INITIATE
Identify objectives
Understand constraints
Identify stakeholders
Develop strategy
PLAN
Identify work content
Define work scope
Create schedule of work
Generate budgets
Create organisation
Define procedures
CONTROL
Monitor performance
Control changes
Understand variances
Initiate corrective actions
Forecast the future
EXECUTE
Authorise work
Perform defined work
Implement procedures
Implement changes
& corrective actions
COMPLETE/ CLOSE-OUT
Delivery, hand over
Settlement of claims & fees
Disposal of redundant assets
Post project review
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 9
25Introduction
Some Examples of Project
Methodologies
� PrInCe 2: Projects in Controlled Environments
� PM2 : Project Management Methodology
� MITP : Managing the Implementation of the
Total Project
� CMM : Capability Maturity Model
� DSDM : Dynamic Systems Development
Method
� PMBoK: ?
26Introduction
PM Body of Knowledge
1) Project Integration Management
2) Project Scope Management
3) Project Time Management
4) Project Cost Management
5) Project Quality Management
6) Project HR Management
7) Project Communication Management
8) Project Risk Management
9) Project Procurement Management
27Introduction
Project Management
- Definition
The application of knowledge, skills,
tools & techniques to project activities in
order to meet stakeholders needs &
expectations from a project.
- PMBOK
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 10
28Introduction
A Brief History
Project Management
2 Forefathers i. Henry Gantt - Gantt chart
ii. Henri Fayol - 5 Management Functions
29Introduction
5 Major influences which helped
shape & form the discipline of
project management:
1. Development of management thought
2. Creation of special tools and techniques
3. Development of information and
communication technologies
4. Socioeconomic and political influences
5. Expanding scope of project management
30Introduction
Characteristics of Project
Management
� Powerful planning tool
� Provides a structured approach
� Needs to be tailored to project scope
� Cross functional understanding needed
� Needs a facilitator or ‘Champion’
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 11
31Introduction
Why Project Management?
� Provides a systematic approach to manage
complexity, uncertainty & risk
� Better, more responsive, control
� Better client relationship
� Sharper focus on results
� Better interdepartmental co-operation
� Shorter development times
� Lower cost, higher quality & reliability
� Higher profit margins & return on investment
Projects and project management are essential to the
non-routine duties that must bring about change.
32Introduction
Benefits of Project
Management
� Allocate scarce resources
� Focus management skills on to specific tasks
� Secure commitments to deliver results
� Direct elements of the business with excessive
planning
� Keep control of multiple projects
� Ensure that quality and safety are engineered into
projects at the design stage
� Extend the experience of staff
33Introduction
Programme Management
� Coordinated management of a group of projects having a common strategic objective to deliver benefits that would not be achieved were the projects managed independently
� e.g.
� Product extension – extending the life of an existing product to fill a potential gap in the product life cycle
� New Product development – designing and producing a new product to replace an existing product
� Process development – improving the manufacturing process to enable more efficient production
� Coordinating deliverables, interfaces, resources, priorities, information, technology
COVENTRY UNIVERSITY Faculty of Engineering & Computing
Introduction - page 12
34Introduction
Types of Programme:
1. The multi-project (multi-client) programme
2. The multi-project (single client) programme
3. The mega-project programme
4. The programme management (or
management by projects) organisation
Reiss (1996)
35Introduction
Programmes Vs. Projects
Programme Management is different from
Project Management.
Project manager:
• Is focused on making
project succeed;
• Delivering the project is
everything and
• Failure results if project
not delivered
Programme manager:
• Has more complex and subtle
success criteria. e.g.: A Govt
programme to manage the
consequences of harsh weather, floods,
drought, snowstorms & climate
change. Logically, there will not be
floods & drought at the same time.
• The programme can succeed
without every single project
succeeding.
36Introduction
Project Portfolio ManagementThe continuous process of selecting & managing the optimum set of
project-oriented initiatives to deliver maximum business value.”
Grouping of projects for management convenience
Often sharing
common resources
Portfolio projects
do not necessarily
share common
objectives
Avoids duplication, or
inappropriate projects,
Ensures that projects
are ‘visible’
Portfolio
Programme A
Project
Project
Project
Programme
B
Project
Project
Project
Programme
C
Project
Project
Project