Department of Management Faculty of Business Studies 2 23.9.2014 University of Vaasa | Deparment of Management | Project Management Agenda 1. The history of projects & project management 2. Projects so what? 3. The art of project management 4. Project life cycle 5. Organizing projects 23.9.2014 3 1. The history of projects and project managment University of Vaasa | Department of Management Project Management 4 23.9.2014 University of Vaasa | Department of Management | Project Management From pyramids to business environments We are not sure what was the first project in the history however since from the beginning there are still similarities how the projects are carried out. Research about project management is a pretty new field. First scientific article came out in 50s.Most of the scientific work has been done within the project management field in 80s and 90s. It is a very new field altough projects have existed for ages. 23.9.2014 University of Vaasa | Deparment of Management | Project Management 5 Time Project characteristics ~ 2650 B.C. Construction, lasted for a long time 500-1500 A.D. Construction, aesthetic values, long time 15th to 17th century Time & contracts 1960 CPM, PERT 1970 Organization, leadership, teams 1980 Models & computerized solutions 1990 Multi-projects, processes 2000 Creativity & learning, strategic perspectives of projects Present Projects as parts of the business environment (Artto et al. 2011) 23.9.2014 6 2. Projects so what? University of Vaasa | Department of Management Project Management 7 23.9.2014 University of Vaasa | Deparment of Management | Project Management A project a unique activity that adds value, expends resources, has beginning and end dates, and has constraints and requirements that include scope, cost, schedule performance, resources, and value. (Vaidyanathan, 2013)
... the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholders needs and expectations from a project. (PMBOK)
... the process of integrating everything that needs to be done as the project evolves through its life cycle in order to meet the projects objectives. (Peter Morris)
... the process of guiding a project from its beginning through its performance to its closure. Project management requires planning, organizing, and controlling. (Portny et al. 2008)
8 23.9.2014 University of Vaasa | Deparment of Management | Project Management a unique set of processes consisting of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective. Achievement of the project objective requires deliverables confirming to specific requirements, including multiple constraints such as time, cost and resources. (ISO 21 500)
A project is a unique entity formed of complex and interrelated activities, having a predefined goal that must be completed by a specific time, within a budget, and according to specification. (Artto et al. 2011)
9 23.9.2014 University of Vaasa | Deparment of Management | Project Management Characteristics A temporary organization Unique and non-repetitive A work structure and interrelated activities A start and finish A life-cycle Limited by time, cost and scope The outcome may be tangible or intangible
10 23.9.2014 University of Vaasa | Deparment of Management | Project Management Types of projects 1. Projects delivering value-added solutions to external customers 2. Projects developing solutions for the companys own business 3. Investment project 4. Delivery project 5. Research project 6. Development project 23.9.2014 11 2. The art of project management University of Vaasa | Department of Management Project Management 12 23.9.2014 University of Vaasa | Deparment of Management | Project Management Project management project management is the act of collaborating with people using other required resources such that a project is planned, organized and controlled effectively to accomplish its goals and objectives. (Vaidyanathan, 2013)
... the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholders needs and expectations from a project. (PMBOK)
... the process of integrating everything that needs to b done as the project evolves through its life cycle in order to meet the projects objectives. (Peter Morris)
... the process of guiding a project from its beginning through its performance to its closure. Project management requires planning, organizing, and controlling. (Portny et al. 2008)
13 23.9.2014 University of Vaasa | Deparment of Management | Project Management the application of methods and tools, techniques and competences to a project. Project management includes the integration of the various phases of the project life cycle. Project management is accomplished through processes. (ISO 21500)
Project management is the application of management practices aimed at achieving the project goal and objectives. (Artto et al. 2011, p. 25) 14 23.9.2014 University of Vaasa | Deparment of Management | Project Management Managing a project - Identifying requirements - Addressing the needs, concerns and expectations of stakeholders - Setting up, maintaining and carrying out communications among stakeholders - Managing stakeholders towards the goal of the project - Balancing the competing project constraints (time, scope and cost) 15 23.9.2014 University of Vaasa | Deparment of Management | Project Management Three perspectives on project management (Artto et al. 2011) - Project management as: - Knowledge areas and processes - Competences and characteristics - Tools and communication 23.9.2014 16 4. Project life cycle University of Vaasa | Deparment of Management | Project Management 17 23.9.2014 University of Vaasa | Deparment of Management | Project Management Definition Project lifecycle refers to the chain of phases in which the ideas, expectations, and opportunities for a project are identified; the project is executed; and the benefits resulting from the use of the project product are gained and product use is supported. (Artto et al. 2011, p. 35) The process Conceptualization Planning Implementation Control Closing 23.9.2014 University of Vaasa | Deparment of Management | Project Management 18 Phase 1: CONCEPTUALIZATION Identify need Gather data Establish: goals, basic economics, stakeholders, risk level, strategy, potential team Guesstimate resources Identify alternatives A preliminary project plan Appoint project team Present proposal Obtain approval for next phase Phase 2: PLANNING Develop scope baseline: end product(s), quality standards, resources, activities Establish: master plan, budget, cash flow, WBS, policies and procedures Obtain approval to proceed Phase 3: IMPLEMENTING Establish work packages, detailed schedule, information control systems Procure goods and services Execute work packages Phase 4: CONTROL
Direct/monitor/forecast/control scope, quality, cost and time Compare performance with specifications Reporting Change management
Phase 4: CLOSING Finalize product(s) Review and accept Transfer product responsibility Evaluate project Document results Release/redirect resources Reassign project team 23.9.2014 24 5. Organizing projects University of Vaasa | Department of Management Project Management A. Pure project organizations Companies are structured by grouping peopel into project teams on temporary assignments Each project is a self-contained business unit The project manager has sole control over resources Board of directors Project board A Project manager A Project board B Project board C Project manager B Project manager C Contractors (bought in as needed) Strengths and weaknesses of project structures STRENGTH WEAKNESSES Assigns authority solely to the project manager Promotes effective and fast decision making Flexible labour force Encourages rapid response to market opportunities Weak commitment to a projects success. It may be difficult to get the human resources needed Concern among project team members about the future once the project ends. B. Matrix organizations Companies are structured by creating a dual hierarchy in which functions and projects have equal prominence Suitable when There is a pressure to share scarce resources across project opportunities There is a need to emphasize two or more different types of output The environment of the organization is complex and dynamic General manager VP Marketing VP Operations VP Finance VP R&D VP Engineering PM 1 PM 2 Staff P1 Staff P1 Staff P1 Staff P1 Staff P1 Staff P2 Staff P2 Staff P2 Staff P2 Staff P2 STRENGTHS WEAKNESESS Suited to dynamic environments Emphasizes the dual importance of project management and functional efficiency Promotes coordination accross functional units Maximizes scarce resources between competing project and functional responsibilites Two bosses Difficult to share or split resources Long-term projects tend to erase the line organization Lessons-learned may not be reported to new projects Strengths and weaknesses of matrix structures 29 23.9.2014 University of Vaasa | Deparment of Management | Project Management Projects should be a part of the organizations strategy - Portfolio management - Different strategies require different project structures - Cost leadership flexible structure that takes advantage of economies of scale - Differentiation flexible structure with highly qualified expert resources
30 23.9.2014 University of Vaasa | Deparment of Management | Project Management Project Management Office - The PMO is the department or group that defines and maintains the standards of the process related to project management within the company - Assits PMs and project teams - General support - Training - Software tools - Project control - Standardizes and maintains project management knowledge