unit 12 project management

7/29/2019 Unit 12 Project Management

1/106

Unit

12


2/106

The practice of project

managementThe practice of project management has

evolved over half a century andpermeates all industries, institutions andgovernments throughout the world.
http://upload.wikimedia.org/wikipedia/commons/5/5c/Project_artistic_impression.png


3/106

Project management

Itisthe discipline ofplanning, organizing, securing

and managing resources to bringabout the successful completion ofspecific project goals and

objectives.It is sometimes conflatedwith programme management,

however, technically that is


4/106

A project is a temporary endeavour,

having a defined beginning and end(usually constrained by date, but can beby funding or deliverables), undertaken tomeet unique goals and objectives, usually

to bring about beneficial change or addedvalue. The temporary nature of projects standsin contrast to business as usual (oroperations), which are repetitive,permanent or semi-permanent functionalwork to produce products or services.


5/106

Projects exist in every type ofhuman enterprise. They are unique,

complex undertakings that createnew products, facilities, services,and events, among other things,

bring about major organizationaland other desired changes orrecovery from natural or man-madedisasters.

Projects have starting and endingpoints in time and progress througha number of life cycle phases.
http://upload.wikimedia.org/wikipedia/commons/7/70/China%2C_Yunnan.JPG


6/106
http://upload.wikimedia.org/wikipedia/commons/7/70/China%2C_Yunnan.JPG


7/106

Mad Old Man Project

Have you ever heard about the MadOld Mans lifelong determination tobring the water from the valley to the

top of the mountain in order to usethe terraces for growing rice moreeffectively?

It is an ancient Chinese story. It tookplace at the Taihang and WangwuMountains, which had a periphery ofseven hundred li and were a

hundred thousand feet high, originallyla south of izhou and north of
http://upload.wikimedia.org/wikipedia/commons/7/77/TaihangMountain2.jpg


8/106

Taihang and WangwuMountains
http://upload.wikimedia.org/wikipedia/commons/7/77/TaihangMountain2.jpghttp://upload.wikimedia.org/wikipedia/commons/7/77/TaihangMountain2.jpghttp://upload.wikimedia.org/wikipedia/commons/7/77/TaihangMountain2.jpg


9/106

It tells of an old man Yu Gong who livedin northern China long, long ago and was

known as the Foolish Old Man of NorthMountain. His house faced south andbeyond his doorway stood the two greatpeaks, Taihang and Wangwu, obstructing

the way. He called his sons, and hoe inhand they began to dig up these mountainswith great determination.Another graybeard, known as the Wise

Old Man, saw them and said derisively,"How silly of you to do this! It is quiteimpossible for you few to dig up those twohuge mountains.


10/106


11/106

The Foolish Old Man replied, "When I die, mysons will carry on; when they die, there will be

my grandsons, and then their sons andgrandsons, and so on to infinity. High as theyare, the mountains cannot grow any higher andwith every bit we dig, they will be that much

lower. Why can't we clear them away? Having refuted the Wise Old Man's wrongview, he went on digging every day, unshakenin his conviction. God was moved by this, andhe sent down two angels, who carried themountains away on their backs.


12/106


13/106

Who Removed the

Mountains.And it really did. His projectcame into existance. The place

has been called ever sinceYuGong Yi Shan, or The FoolishOld Man Who Removed the

Mountains. This idiom describesan indomitable will.

It has come to us through the

writings of the philosopher Lie


14/106

Project management

Project management has been practicedsince early civilization. As a discipline,Project Management developed fromseveral fields of application including

civil construction, engineering, andheavy defense activity.

In the fields of architecture and civilengineering, construction is a process

that consists of the building orassembling of infrastructure. Far frombeing a single activity, large scaleconstruction is a feat of human

multitasking.


15/106

the past

Although one might take forgranted these professions andthe way they had gradually

develped over the milennia longtradition, one still wonderedwhen confronted with the major

architectural and buildingachievements of the ancientworld.

Who and how built thesema nificent edifices?


16/106

The Great Wall of China


17/106

Egyptian pyramids


18/106

on time, or withinbudget - Khufu

The Pharaoh Khufu, or commonly known as Cheops, ruled in the

4th Dynasty (2551-2528 B.C.) He was the second Pharaoh of theperiod and he ruled for approximately 23 years. It was assumedthat this was a highly structured society and he must haveattained great wealth. Not much is known about the Pharaohspersonal life or his accomplishments. His most known and famous

undertaking was the Great Pyramid of Egypt.


19/106

questions

Somebody had to commission theseedificies to be built. We know theanswers: the rulers the emperors ofChina or pharaohs of Egypt.

What we do not know despite manyattempts to resolve the mystery is:

1.Who had designed these constructions,

2.Where the material had been taken

from,3.Had they been any plans or drawings,

and

4.Who and how organized the labour forceto build them, including the reliable data


20/106

construction

It has already been mentioned thatsuch huge construction undertkaingsmust be seen as a group of related andsomehow interdependent engineering

projects.Difficulties arise in tracing the history of

management. Some see it (by definition)as a late modern (in the sense of

late modernity) conceptualization. Onthose terms it cannot have a pre-modernhistory, only harbingers (suchas stewards). Others, however, detect

management-like-thought back


21/106

Slave-owners through the centuries facedthe problems of exploiting/motivating adependent but sometimes unenthusiastic orhestant workforce, but many pre-industrial enterprises, given their small scale,

did not feel compelled to face the issues ofmanagement systematically.However, innovations such as the spreadofArabic numerals (5th to 15th centuries) and

the codification ofdouble-entry book-keeping (1494) provided toolsfor managementassessment, planning and control.


22/106

Management

In practice, the management ofthese two systems is often found tobe quite different, and as suchrequires the development of distincttechnical skills and the adoption ofseparate management.

Management in all business and

organizational activities is the act ofgetting people together toaccomplish desired goals andobjectives using available resourcesefficientl and effectivel .


23/106

It comprises:1.planning,1.organizing,1.staffing,

1.leading or directing, and1.controlling an organization (a groupof one or more people or entities), or

1.effort for the purpose ofaccomplishing a goal.


24/106

Resourcing

Resourcing encompassesthe deployment and

manipulation of:1.human resources,

2.financial resources,

3.technological resources,and

4.natural resources.


25/106

Theverb manage

comes fromthe Italian word

maneggiare(tohandle especially

tools), which inturn derivesfrom

the Latin man

The French

word mesnagement (latermnagement)influenced thedevelopment inmeaning of theEnglish

word managementin the 17thand 18th

centuries


26/106

Manuallabour

Manual labour isphysical workdone with thehands, especiallyin anunskilled job such as fruit andvegetable picking,road building, orany other fieldwhere the work

may be consideredphysicallyarduous, andwhich has as aprofitable

objective, usuallythe roduction


27/106

revolution

Given the scale of most commercialoperations and the lack of mechanizedrecord-keeping and recording beforethe industrial revolution, it made sense

for most owners of enterprises in thosetimes to carry out management functionsby and for themselves.

But with growing size and complexity of

organizations, the split between owners(individuals, industrial dynasties orgroups of shareholders) and day-to-daymanagers (independent specialists in

planning and control) gradually became


28/106

English speakers may also

use the term "management"or "the management" as acollective word describing the

managers of an organization,for example of a corporation.Historically this use of the

term was often contrastedwith theterm "Labour" referring to

those being managed.


29/106

,costs Press for

stressBeing amanagertoday means

a lot of work,a lot ofpeple, manyresponsibilities underconstantpressure of

many
http://www.google.ba/imgres?imgurl=http://project-management-srbija.com/wp-content/uploads/2011/04/project-management-software-10.jpg&imgrefurl=http://www.project-management-srbija.com/&usg=__gl4c_9NBainUDLACmj4CCjQ_ml4=&h=331&w=360&sz=71&hl=hr&start=8&zoom=1&tbnid=dV7npoIa_yjuyM:&tbnh=111&tbnw=121&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://project-management-srbija.com/wp-content/uploads/2011/04/project-management-software-10.jpg&imgrefurl=http://www.project-management-srbija.com/&usg=__gl4c_9NBainUDLACmj4CCjQ_ml4=&h=331&w=360&sz=71&hl=hr&start=8&zoom=1&tbnid=dV7npoIa_yjuyM:&tbnh=111&tbnw=121&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1


30/106

Basic Functions

Management operates through variousfunctions, often classified as planning,organizing, staffing, leading/directing, andcontrolling/monitoring.

Planning: Deciding what needs to happenin the future (today, next week, nextmonth, next year, over the next 5 years,etc.) and generating plans for action.

Organizing: (Implementation) makingoptimum use of the resources required toenable the successful carrying out ofplans.

Staffing:Job Analyzing, recruitment, and


31/106

Some other functions

Leading/Directing: Determining whatneeds to be done in a situation andgetting people to do it.

Controlling/Monitoring: Checkingprogress against plans.

Motivation: Motivation is also a kind ofbasic function of management, because

without motivation, employees cannotwork effectively. If motivation doesn'ttake place in an organization, thenemployees may not contribute to the

other functions (which are usually set by


32/106

Some definitions of

managementAccording to the management

guru Peter Drucker (19092005), thebasic task of a management is twofold:

1.marketing and

2.innovation.

Organization and coordination of the

activities of an enterprise muste be donein accordance with certain policies and inachievement of clearly definedobjectives. Management is often included

as a factor of production along with


33/106

The Man WhoInvented

Management

PeterFerdinandDrucker(November19, 1909 November11, 2005)was a writer,

managementconsultant,and self-describedsocial

ecologist.


34/106

accomplshmentsHis 39 books and many scholarly and

popular articles explored how humans areorganized across the business, governmentand the nonprofit sectors of society. Hiswritings have predicted many of the majordevelopments of the late twentieth century,including privatization and decentralization;the rise of Japan to economic world power;the decisive importance of marketing; andthe emergence of the information societywith its necessity of lifelong learning.

In 1959, Drucker coined the term

knowledge worker" and later in his lifeconsidered knowled e work roductivit to


35/106

Directors and managers have the

power and responsibility to makedecisions to manage an enterprisewhen given the authority by theshareholders. As a discipline, managementcomprises the interlocking functions offormulating corporate policy and

organizing, planning, controlling, anddirecting the firm's resources toachieve the policy's objectives.


36/106

The size of management can

range from one person in asmall firm to hundreds orthousands of managers in

multinational companies. In large firms the board ofdirectors formulates the policywhich is implemented by thechief executive officer.


37/106

1925)

He was one of the most influentialcontributors to modern concepts ofmanagement. According to him,management consists ofsix functions:

1.forecasting,2.planning,

3.organizing,

4.commanding,

5.coordinating, and

6.controlling.
http://upload.wikimedia.org/wikipedia/commons/4/46/Fonds_henri_fayol.jpghttp://upload.wikimedia.org/wikipedia/commons/4/46/Fonds_henri_fayol.jpghttp://upload.wikimedia.org/wikipedia/commons/4/46/Fonds_henri_fayol.jpghttp://upload.wikimedia.org/wikipedia/commons/4/46/Fonds_henri_fayol.jpg


38/106

Mary Parker Follett

(18681933)She wrote on thetopic in the early

twentieth century, anddefined managementas "the art of getting

things done throughpeople".

She described


39/106

Some regardmanagement asequivalent to

"businessadministration" andthus excludesmanagement in

placesoutside commerce,as in charities and inthe public sector.

More realistically,however, everyorganization mustmanage its work,

people, processes,

Nonetheless,many people referto university

departmentswhich teachmanagement as"business

schools." Someinstitutions (suchas the HarvardBusiness School)

use that namewhile others (suchas theYale Schoolof Management)

employ the more


40/106

1. Human resource management

2. Operations management or

production management3. Strategic management

4. Marketing management

5. Financial management6. Information technology

management responsiblefor management information

systems


41/106

Goals and challenges

The primary challenge of projectmanagement is to achieve all of theproject goals and objectives whilehonouring the preconceived project

constraints.Typical constraintsare scope, time, and budget.

The secondary and more ambitiouschallenge is

to optimize the allocation and

Forefathers of project


42/106

Forefathers of projectmanagementAs a discipline, Project Management

developed from several fields ofapplication including civil construction,engineering, and heavy defense activity.

Two forefathers of project managementare Henry Gantt, called the father ofplanning and control techniques,who isfamous for his use ofthe Gantt chart asa project management tool; and HenriFayol for his creation of the 6management functions, which form thefoundation of the body of knowledge

G


43/106

Gantt(1861-

1919)

Oftencalled thefather ofplanningandcontroltechnique

s


44/106

AGantt chart is a type of bar chart that

illustrates a project schedule.
http://upload.wikimedia.org/wikipedia/commons/5/57/GanttChartAnatomy.svg


45/106

Gantt chartsGantt charts illustrate the start and

finish dates of the terminalelements and summary elements ofa project. Terminal elements and

summary elements comprise the workbreakdown structure of the project.

Some Gantt charts also showthe dependency (i.e., precedence

network) relationships betweenactivities.

Gantt charts can be used to showcurrent schedule status using percent-complete shadings and a vertical

Project (MSP)


46/106

Project (MSP).Note (1) thecritical pathis in red, (2) the slackis theblack lines connected to non-critical activities, (3) sinceSaturday and Sunday are not work days and are thus

excluded from the schedule, some bars on the Ganttchart are longer if they cut through a weekend.

E l t f j t


47/106

Evolvement of projectmanagementThe discipline of project management has

evolved because the more traditional,well-established industrial age principles

and methods for managing our classicalfunctional organizations (involvingongoing, repetitive operations of variouskinds) do not work well for planning,

controlling, and managing projects,programs, or project portfolios.

Projects are comprised of diverse tasksthat require diverse specialist skills, and

hence cut across the traditional functional


48/106

The challengeThey are temporary endeavourswith a finite lifetime and so donot provide stable organizationalhomes for the people involved.

The challenge istoaccomplishthe right projects at the righttime while providing stable

homes that develop the diverseskills needed for all thespecialists who contribute to the

projects.

pproac es


49/106

pproac esThere are a number of approachesto managing project activitiesincluding:

1.agile,

2.interactive,3.incremental, and

4.phased approaches.

Regardless of the methodologyemployed, careful consideration mustbe given to the overall projectobjectives, timeline, and cost, as well

as the roles and responsibilities of all

A training meeting with factory workers in a stainless


50/106

steel ecodesign company from Rio de Janeiro, Brazil.Endomarketing is a part of the management and is very importantto motivate the work force.


51/106

approachA traditional phased approach identifies a

sequence of steps to be completed. In the"traditional approach", we can distinguish5 components of a project (4 stages pluscontrol) in the development of a project:

1.Project initiation stage;

2.Project planning and design stage;

3.Project execution and construction

stage;

4.Project monitoring and controllingsystems;

5.Project completion.


52/106

Pro ects vs
http://en.wikipedia.org/wiki/File:Project_Management_(phases).png


53/106

Pro ects vs.programmesProgrammes are defined as long-term

undertakings that include two or moreprojects that require close coordination .

Projects within a programme are usuallyclosely related in some way, such asusing common resources, havingdependency relationships (in which tasks

within one project cannot proceed untilthe results of tasks within a secondproject have been completed), orsupporting common strategic objectives.


54/106

Projects and SWAT

Analysis


55/106

Programmes may be related to

a particular product line,operating division, or geographicarea, for example. Projectshaving a common customer mayalso be grouped within aprogramme, as another example.A UK definition of the term

programme (in the projectmanagement arena) is "a set ofrelated projects with a common

strategic goal or aim " (Harpham


56/106

Harpham (2002)Programme management as practiced

in the UK and its sphere of influence inEurope and elsewhere is essentially

the same as project portfoliomanagement in North America andelsewhere.

"Programme management exists to

bridge the gap between CorporateStrategy and Projects. It enables thatfundamental question to be askedbefore starting the project 'wheredoes it fit into the cor orate strate ?'

A portfolio is a handleless


57/106

Aportfoliois a handlelesscase for carrying in the

hand or under the arm.


58/106

Portfolio

In finance, aportfoliois a collection ofinvestments held by an institution or anindividual.

Holding a portfolio is a part of an

investment and risk-limiting strategycalled diversification. By owning severalassets, certain types of risk (in particularspecific risk) can be reduced.

The assets in the portfolio couldinclude bankaccounts, stocks, bonds, options, warrants, gold certificates, real

estate, futures contracts, production

Pro ect port o o


59/106

Pro ect port o omanagementA major development in the state of the

art of project management has been therecognition that projects, like otherinvestments, must be managed on a

portfolio basis in most largeorganizations.

Programme management is a step in theright direction, but more formalized

project portfolio management goesbeyond what is usually termed programmanagement. However, a commonunderstanding and use of the terms

program, programme and project


60/106

A project portfolio consists of theprogrammes and projects

supporting a given higher-levelstrategy. There could be only oneoverall corporate project portfolio,

but it generally makes more senseto define more than one portfolioon a strategic basis in large

organizations to reflect productline, geographic or technologicaldivisions of the organization,industry or market.

Combe and Githens (1999)

Three types of


61/106

Three types ofproject portfolios:

1.Value creating: Strategic orenterprise projects.

2.Operational: Projects that makethe organization more efficientand satisfy some fundamental

functional work.3.Compliance: "Must-do " projects

required to maintain regulatory

compliance.

lti l j t


62/106

multiple projectmanagement

ProjectPortfolio Management

MultipleProjectManagement

Purpose Project selection andprioritization

resource allocation

Focus Strategic

Planning Emphasis Long & medium-term(annual/quarterly)

Responsibility Executive/seniormanagement

Tactical

Short-Term (Day-to-day)

Project/resourcemanagers

ro ect ort o o anagementProcess:


63/106

1. Define the project portfolios required.

2. Define the project categories withineach portfolio based on uniformcriteria.

3. Identify and group all current andproposed projects within appropriatecategories and programs.

4. Validate all projects with theorganization's strategic objectives.

5. Prioritize projects within programs andportfolios.

6. Develop the project portfolio master

schedule.

Process:

12 steps

7. Establish and maintain a key resources datab k


64/106

bank.8. Allocate available resources to programsand projects within portfolios.

9. Compare financial needs (primarily cashflow) with availability.10. Decide how to respond to shortfalls inmoney or other key resources and approve list

of funded projects and their priorities.11. Plan, authorize, and manage each programand project using the organization's projectmanagement process and supporting systemsand tools for each project category. This step

comprises the entire practice of what hastraditionally been thought of as "projectmanagement.12. Periodically reprioritize, reallocate

resources to, and reschedule all programs and
http://www.google.ba/imgres?imgurl=http://www.thelazyprojectmanager.com/USERIMAGES/I%27M_A_LAZY_PROJECT_MANAGER(1).JPG&imgrefurl=http://www.thelazyprojectmanager.com/page2.htm&usg=__whOWqUmYblu9KuzKiLJbBsM1aOQ=&h=339&w=333&sz=28&hl=hr&start=22&zoom=1&tbnid=mF2WBiCUKN8HEM:&tbnh=119&tbnw=117&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1


65/106

Project managerA project manager is the personresponsible for accomplishing thestated project objectives.

Key project managementresponsibilities include creating clearand attainable project objectives,

building the project requirements,and managing the triple constraintfor projects, which are cost, time,and quality (also known as scope).

Project manager as a
http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://cdn.content.compendiumblog.com/uploads/user/816e3956-4847-41c0-b671-82cfea7863e0/5fbdb1d0-0e0a-4406-b415-bd0dd28be40f/Image/ab8a19c79f4dfd91dbc6ec162c333329.jpg&imgrefurl=http://blogs.attask.com/blog/project-management-success&usg=__6LcXkUY7WIhUXDco8bXmzc35LQA=&h=368&w=400&sz=28&hl=hr&start=41&zoom=1&tbnid=TLBmHz43A4gWEM:&tbnh=114&tbnw=124&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://www.thelazyprojectmanager.com/USERIMAGES/I%27M_A_LAZY_PROJECT_MANAGER(1).JPG&imgrefurl=http://www.thelazyprojectmanager.com/page2.htm&usg=__whOWqUmYblu9KuzKiLJbBsM1aOQ=&h=339&w=333&sz=28&hl=hr&start=22&zoom=1&tbnid=mF2WBiCUKN8HEM:&tbnh=119&tbnw=117&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1


66/106

Project manager as aclient representative

A project manager is often a clientrepresentative and has to determine and

implement the exact needs of the client,based on knowledge of the firm they arerepresenting.

The ability to adapt to the various

internal procedures of the contractingparty, and to form close links with thenominated representatives, is essentialin ensuring that the key issues of cost,

time, quality and above all, client

anager,
http://www.google.ba/imgres?imgurl=http://www.netcomuk.co.uk/~rtusler/images/firebad.gif&imgrefurl=http://www.netcomuk.co.uk/~rtusler/project/riskphas.html&usg=__nBAjThJynFCKqg6xFH2iN1NZXzA=&h=363&w=450&sz=5&hl=hr&start=35&zoom=1&tbnid=_O18Cl9qDnHQ_M:&tbnh=102&tbnw=127&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1http://www.google.ba/imgres?imgurl=http://www.netcomuk.co.uk/~rtusler/images/firebad.gif&imgrefurl=http://www.netcomuk.co.uk/~rtusler/project/riskphas.html&usg=__nBAjThJynFCKqg6xFH2iN1NZXzA=&h=363&w=450&sz=5&hl=hr&start=35&zoom=1&tbnid=_O18Cl9qDnHQ_M:&tbnh=102&tbnw=127&ei=n_XMTYD6I4-LswaHlOmdCw&prev=/search%3Fq%3Dproject%2Bmanager%2Bphotos%26hl%3Dhr%26sa%3DX%26biw%3D994%26bih%3D600%26tbm%3Disch%26prmd%3Divns&itbs=1


67/106

g ,Owner andStakeholders

P & j t


68/106

Programme & project

managerThe responsibilities of a programmemanager are similar to but broaderthan those of a project manager, sincethe programme manager givesdirection to and integrates the effortsof two or more project managers.

The programme manager role is oflonger duration than that of any of hisproject managers, since theoverlapping projects within a

programme rarely, if ever, start and


69/106

Harpham (2002, p. 3)

"Unlike projects,programmes had no

distinctive start or end,rather the strategy could beaccelerated or slowed down,

by introducing new projects,speeding up old existingones, or slowing up projects,

or stopping existing or


70/106

Team

Team comprises a group ofpeople or animals linked in acommonpurpose. Teamsare especiallyappropriate forconducting tasksthat are high

in complexity and have manyinterdependentsubtasks.


71/106

A group in itself does not necessarilyconstitute a team. Teams normally have

members with complementary skills andgenerate synergy through a coordinatedeffort which allows each member tomaximise his or her strengths and minimisehis or her weaknesses.Team members need to learn how to helpone another, help other team members

realize their true potential, and create anenvironment that allows everyone to gobeyond their limitations
http://www.google.ba/imgres?imgurl=http://jaibeermalik.files.wordpress.com/2010/07/greenhopper-red-green-blue-as-single-team.jpg%3Fw%3D640%26h%3D480&imgrefurl=http://jaibeermalik.wordpress.com/2010/07/22/using-greenhopper-to-manage-multiple-teams-in-agile/&usg=__7t-9GgemBbfYuU9Fvn4JiaJ8fl0=&h=480&w=640&sz=41&hl=hr&start=133&zoom=1&tbnid=q15OQdV_c_FCkM:&tbnh=103&tbnw=137&ei=1PbMTf6zGoextAaZyqGhCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1http://www.google.ba/imgres?imgurl=http://www.tufts.edu/med/phfm/CAFEH/images/TeamAction.JPG&imgrefurl=http://www.tufts.edu/med/phfm/CAFEH/Project_Team.html&usg=__aPOVIeeLOmfZRe4vP1XgFmGF_Rs=&h=2592&w=3872&sz=4281&hl=hr&start=122&zoom=1&tbnid=nmR-15U20CKkpM:&tbnh=100&tbnw=150&ei=4_bMTZSKHI35sgbEs6SlCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1


72/106
http://www.google.ba/imgres?imgurl=http://www.project-css.eu/home/team_at_kick-off.jpg&imgrefurl=http://www.project-css.eu/&usg=__pE9sEaKCTcduVG376mW6PEz2uLE=&h=323&w=610&sz=50&hl=hr&start=174&zoom=1&tbnid=HZEyxVws_8GNuM:&tbnh=72&tbnw=136&ei=qffMTfL-Mc-Uswa6t4WnCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1http://www.google.ba/imgres?imgurl=http://jaibeermalik.files.wordpress.com/2010/07/greenhopper-red-green-blue-as-single-team.jpg%3Fw%3D640%26h%3D480&imgrefurl=http://jaibeermalik.wordpress.com/2010/07/22/using-greenhopper-to-manage-multiple-teams-in-agile/&usg=__7t-9GgemBbfYuU9Fvn4JiaJ8fl0=&h=480&w=640&sz=41&hl=hr&start=133&zoom=1&tbnid=q15OQdV_c_FCkM:&tbnh=103&tbnw=137&ei=1PbMTf6zGoextAaZyqGhCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1http://www.google.ba/imgres?imgurl=http://www.tufts.edu/med/phfm/CAFEH/images/TeamAction.JPG&imgrefurl=http://www.tufts.edu/med/phfm/CAFEH/Project_Team.html&usg=__aPOVIeeLOmfZRe4vP1XgFmGF_Rs=&h=2592&w=3872&sz=4281&hl=hr&start=122&zoom=1&tbnid=nmR-15U20CKkpM:&tbnh=100&tbnw=150&ei=4_bMTZSKHI35sgbEs6SlCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1http://www.google.ba/imgres?imgurl=http://www.kantei.go.jp/jp/asophoto/2009/07/images/30jyakunenkoyou2.jpg&imgrefurl=http://www.kantei.go.jp/foreign/asophoto/2009/07/30jyakunenkoyou_e.html&usg=__9LQs-sGoL7pNBxTTUq-GoSJc910=&h=330&w=500&sz=103&hl=hr&start=94&zoom=1&tbnid=GkEVQ1DJIpl8UM:&tbnh=86&tbnw=130&ei=1PbMTf6zGoextAaZyqGhCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1http://www.google.ba/imgres?imgurl=http://image.shutterstock.com/display_pic_with_logo/2700/2700,1228294450,7/stock-photo-business-meeting-team-working-on-project-21501706.jpg&imgrefurl=http://www.shutterstock.com/pic-21501706/stock-photo-business-meeting-team-working-on-project.html&usg=__5X3h96leMSnFDVpjJOU1ES3ykFs=&h=470&w=419&sz=87&hl=hr&start=78&zoom=1&tbnid=-kMiDjl1neN92M:&tbnh=129&tbnw=115&ei=1PbMTf6zGoextAaZyqGhCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1


73/106

Team building
http://www.google.ba/imgres?imgurl=http://www.paths-project.eu/var/ezwebin_site/storage/images/about/project-team-individual/695-1-eng-GB/Project-team-individual_imagelarge.jpg&imgrefurl=http://www.paths-project.eu/eng/About/Project-team-individual&usg=__--8JFBtLpc1O3KsKX6PtXS3pHsw=&h=330&w=550&sz=47&hl=hr&start=74&zoom=1&tbnid=wFgK84LHSCYBSM:&tbnh=80&tbnw=133&ei=3_bMTb73HYL1sgbgqOCiCw&prev=/search%3Fq%3Dproject%2Bteam%2Bphotos%26hl%3Dhr%26biw%3D994%26bih%3D600%26tbm%3Disch&itbs=1


74/106

Project teams


75/106

Project teamsA team used only for a defined period of

time and for a separate, concretelydefinable purpose, often becomes knownas a project team.

Managers commonly label groups of

people as a "team" based on having acommon function. Members of theseteams might belong to different groups,but receive assignment to activities for

the same project, thereby allowingoutsiders to view them as a single unit.

Setting up


76/106

g pa teamIn this way, settingup a team allegedlyfacilitates thecreation, trackingand assignment of

a group of peoplebased on theproject in hand.

The use ofthe"team" label in this

instance often hasno relationship towhether theemployees areworking as a team.

Sides Now -


77/106

The JobInterview

In the dayswhen I wasresponsible forhiring folks,Ididn't rely on

personalityassessments,structuredinterviews or alist of pre-

writtenquestions.

My style wassimply to chatwith the job

candidate andrel com letel


78/106

Be sensitive to international culturaland business differences

F nctions and c lt re


79/106

Functions and cultureWhen working in the

global commercialenvironment,knowledge of theimpact of culturaldifferences is one of thekeys to internationalbusiness success.

Improving levels ofcultural awareness canhelp companies buildinternational

competencies and

Culture


80/106

Singapore is probably the most heavilyWestern-influenced of all the major Asianeconomies and, as such, presents asometimes confusing mix of solidly

traditional Asian values and ultramodern business techniques.

Business structures tend towards thehierarchical with decisions made at the

top by senior management before beingcascaded down the chain.

It is unusual for people to display opendisagreement with a decision made. Any

debate would be held in private.

Singapore is an eclectic mix of ethnic Chinese Malays


81/106

Singapore is an eclectic mix of ethnic Chinese, Malays,Indians and global expatriates and is therefore difficult tocategorise. What is true of the ethnic Chinese approach may

be very different in an Indian-oriented company or theregional headquarters of a major MNC. Ensure that people of a similar status deal with senior people.

Do not show disrespect by expecting them to deal withyounger, more junior colleagues.

Managers expect and receive respect. In return for that

respect they take a holistic interest in the all-round well beingof subordinates.

Performance determines promotion within an organisation -except within family firms where family bonds are stronglyfelt.

Harmony is sought in meeting situations and everythingshould be done to promote and maintain that harmony.

Remember the importance of safeguarding 'face'.Relationships are the key in Singapore and relationshipsbecome difficult if people have lost face.

ome use u ps anhi


82/106

phints

Teams work on a consensus decision-making basis, which can be lengthy andfrustrating. Patience is definitely a virtue inthese situations.

Remember that diplomatic and codedlanguage is the norm and that what is saidis not what is necessarily meant. Try tolook for the meaning beneath the actual

words. If in doubt return to the issue later.No' does not always mean 'no' and 'yes'

may merely be an indication ofcomprehension. Always try to explore

beneath the surface level as to what may

Teams


83/106

TeamsBasically group oriented, Singaporeans

make highly effective team players if theteam environment engendered promotesthe harmonious interaction of individualsrather than a competitive approach.

A good team leader will strive hard todevelop an atmosphere of consensus-style decision making within the team inwhich individual members are shielded

from the possibility of 'losing face'.Decisions are team ones and thereforesuccess or failure is also team oriented.


84/106

Due to theconsensual nature

of team decisions,external agents cansometimes feelfrustration at the

lack of progress. Itis difficult to speedalong this processfrom the outside andany seeming

interference couldbe resented, leadingto even slowermovement.

Britain


85/106

The British are almost Asian in their use

of diplomatic language. Almost alone inEurope, (with the possible exception ofthe Belgians), they strongly placediplomacy before directness in

communication.Being very non-confrontational in

business situations, the British equatedirectness with open confrontation and

fear that bluntness will offend the otherparty. This can often lead the British toseem evasive in meeting situations whenthey are really searching for a way of

saying something negative in a positive


86/106

In addition to beingdiplomatic, the British alsouse language in a coded

manner preferring to sayunpalatable things usingmore acceptable, positivephrases. Thus, "I disagree"

becomes "I think you havemade several excellent pointsthere but have you everconsidered...." And a lack of

interest in an idea is often

H mo r


87/106

HumourHumour is virtually all-

pervasive in businesssituations. Indeed, themore tense and difficult asituation is, the morelikely the British are touse humour. This does notimply that the British arenot taking the situation

seriously - it is merely thathumour is used as atension releasemechanism in the UK and

hel s to kee situations


88/106

Never underestimate a Britishbusinessperson because he orshe uses humour in a seemingly

inappropriate situation. Humouris a very important andrespected communication tool at

all levels and in all contexts.

British Teams


89/106

The British like decisions to be made in a

team environment and a good managerwill work hard to ensure 'buy-in' from hisor her team. The team environmentaspires to being friendly and

companionable with individuals withinthe team being seen to be supportiveand helpful of each other.

If, however, something goes wrong, it is

not uncommon for the team to look foran individual within the team to blame.('Blame culture' is something that seemsto permeate working life and many

organisations work hard to try to change


90/106

Team members often bring with theminto the team a certain level of

specialisation, but are expected to take ageneralist view of the project and theirrole within the project team. Being seenas a 'good all-rounder' is definitely

positive.

ace- o- aceti


91/106

meetings

Meetings are an important part of thebusiness transactions. This is becauseface-to-face (FTF) interaction is thetraditional standard on which we base our

communication with clientele groups andadvisory boards.

However, FTF meetings may be aninefficient and costly way to conduct

business, particularly when participantsmust travel a great distance. Over thepast few years, travel-related costs(lodging, airfare, meals), have increased

at a rate frequently greater than that of

An alternative


92/106

An alternative

meeting formatAn alternative meeting formatcalled teleconferencing may be a

solution.

e econ erenc ng


93/106

gTeleconferencing is interactive group

communication (three or more people in two

or more locations) through an electronicmedium. In general terms, teleconferencingcan bring people together under one roofeven though they're separated by hundreds

of miles.

Great development in


94/106

Great development in

50 yearsTeleconferencing was first introduced inthe 1960's with American Telephone andTelegraph's Picturephone. At that time,

however, no demand existed for the newtechnology.

Travel costs were reasonable andconsumers were unwilling to pay the

monthly service charge for using thepicturephone, which was regarded asmore of a novelty than as an actualmeans for everyday communication. But

things have changed in the past 10


95/106

Basic Types


96/106

Basic Types

1. Video conferencing-television-likecommunication augmented withsound.

2. Computer conferencing-printedcommunication through keyboardterminals.

3. Audio-conferencing - verbalcommunication via the telephonewith optional capacity for

telewriting or telecopying.


97/106

Advantages


98/106

Advantages

One of the major advantages ofteleconferencing is its potential to reducethe cost of group meetings. Savings come

primarily from reduced travel costs. Infact, teleconferencing can reduce nationalbusiness travel-associated costs by about

30% annually-a $4 5 billion savings

advantages:


99/106

advantages:People (including outside guest speakers) who

wouldn't normally attend a distant FTF meetingcan participate.

Follow-up to earlier meetings can be done withrelative ease and little expense.

Socializing is minimal compared to an FTFmeeting; therefore, meetings are shorter andmore oriented to the primary purpose of themeeting.

Some routine meetings are more effectivesince one can audioconference from anylocation equipped with a telephone.

Communication between the home office andfield staffs is maximized.

Participants are generally


100/106

p g ybetter prepared than for FTF

meetings.It's particularly satisfactoryfor simple problem solving,

information exchange, andprocedural tasks.Group members participate

more equally in well-moderated teleconferencesthan in an FTF meeting.

Disadvantages


101/106

Disadvantages

Technical failures with equipment,including connections that aren'tmade.

Unsatisfactory for complexinterpersonal communication, such asnegotiation or bargaining.

Impersonal, less easy to create an

atmosphere of group rapport.Lack of participant familiarity with

the equipment, the medium itself, andmeeting skills.


102/106

Acoustical problems within


103/106

Acoustical problems withinthe teleconferencing rooms.

Difficulty in determiningparticipant speaking order;frequently one person

monopolizes the meeting.Greater participantpreparation and preparation

time needed.Informal, one-to-one, socialinteraction not possible.


104/106

Pros & ConsTeleconferencing can only facilitatethe linking of people-it does not alterthe complexity of group

communication.Although it may be easier for us to

communicate with teleconferencing, it

may also be easier for us tomiscommunicate.

efficiency of human


105/106

efficiency of human

communicationTeleconferencing has vast potential forincreasing the efficiency of humancommunication. It means less time away

from home, more money to devote to otheractivities, and more time to spend on otherprojects.

Yet, teleconferencing for all it's worth cannever totally replace FTF meetings. FTFinteraction is an important part of humancommunication.

Ready to do your


106/106

Ready to do yourshare?

unit 12 project management

Documents