Proj MGT Intro 12th Mar

Project Management
Introduction
Professor Dr. Azhar Mansur Khan; Ph.D(USA), PE, PMP
Business Management Consultants, Texas USA

Executive Director Institute of Program/ Project Management and Emotional Intelligence
Your Projects Cannot Afford to Fail

66% of all IT projects fail, come in over budget or run past the original deadline Every year, $55 billion is wasted on failed IT projects in the U.S. Business Impacts:

Source: Chaos Chronicles 2003, The Standish Group
Succeed 34%
Fail 15%
Over time or over budget 51%
Reduced profitability Inability to fund new projects Poor customer satisfaction
Why Project Management?

Knowledge expansion Demand for more complex and customized goods and services Force from worldwide markets Intense competition Projects that command public attention tend to be large, complex and multidisciplinary Time, Cost, Scope
Basic Ingredients in Project Management
General Functions of Project Management

1. Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants. 2. Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan. 3. Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process. 4. Development of effective communications and mechanisms for resolving conflicts among the various participants.
Modern Management
In recent years, major developments in management reflect the acceptance to various degrees of the following elements: (1) Consensual Management (2) The management process approach, (3) The management science and decision support approach, (4) The behavioral science approach for human resource development, and (5) Sustainable competitive advantage. (6) Flexible (Velcro) approaches (7) Systems Approach
What is a Project ?
A project is a sequence of temporary, unique, complex and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to scope. Creation of Business Value Important
Fulfilling the Needs
Projects are the Building Blocks of an Investment Plan Types of Investments?

Azhar & Sassone
What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service or an output.
- PMBOK Guide Project Management Institute
Operations are ongoing and repetitive Projects are temporary and unique
1. 2.
3. 4. 5.
A project is a one-time effort with specific objectives and deliverables. A project requires a commitment of personnel, capital, and other resources over a period of time. Has a defined start and end date. Executed by an organized team. Has an amount of complexity and is not "business as usual (operations)
Operations are ongoing and repetitive Projects are temporary and unique
A strategic project is focused on expanding or changing your organization's objectives, capabilities, or direction in order to achieve a higher level of success. (e.g., build a new facility; reengineer a business process or workflow.) A tactical project is designed to produce a specific deliverable (e.g., develop a new sales brochure; choose a replacement for an aging computer).
Contd.
A project is a group of activities that are to be undertaken with limited resources to yield specific objectives in a specific time in a specific locality. A project has a specific starting point, and a specific ending point. An investment on which resources are used to create assets that will produce benefits over an expanded period of time. PMI has defines the project as single effort undertaken in order to create unique product, service or an output. ISO 10006 Standard defines the project as, unique processes, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost and resources.
Time & Cost Limits

Project Inputs Project Output(s)
Scope Constraint
Processes
Operations
VALUE ADDITION
Features of a project
A start and a finish Is a unique activity with a visible output May involve uncertainty and risk Involves a team coming together specifically for the project A budget Non repetitive tasks, sequential order Use of resources (including human resources) A single point of ultimate responsibility Clearly defined team roles Clear aims, objectives, goals
What can go wrong !
What is a Project (Contd)

Unique Activities
The project has never happened before and will never happen again under the same conditions.
Complex Activities
Not simple, repetitive acts, such as mowing the lawn, running the weekly payroll, washing the car, or loading the delivery truck
Connected Activities
There is some order or sequence Output from one activity is input to another.
Temporary Activities
Start and Finish Dates
What is a Project (Contd) One Goal

Projects must have a single goal as compared to a program.
Specified Time
Projects have a specified completion date
Within Budget
Projects also have resource limits (people, money, machines)
According to Scope, Quality and Risk

The customer or recipient expectation Self-imposed

What is a Program ?
The coordinated management of a system of related projects to achieve a set of business objectives. Programs are larger in scope and comprise multiple projects. Word program may also refer to a series of projects which make up one large project. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
What is a Portfolio?
The constituent projects within a program, which will deliver the products needed to move the business forward from the current business operations to those described in the blueprint. The projects or programs in a Portfolio may not necessary be interdependent or directly related, but are strategically selected and managed toward specific goals.
Project Parameters
Cost Time Scope

The Scope Triangle: Time, Cost, Scope
Balancing competing constraints like scope, quality, schedule, budget, resources and risk
Cost
Time
Quality Balances these

Scope
Categories of Projects
Derivative Projects: Projects with objectives or deliverables
that are only incrementally different in both product and process from existing offerings
Platform Projects: The planned outputs of these projects

represent major departures from existing offerings in terms of either the product/ service itself or the process used to make and deliver it or both.
Breakthrough Projects: Involves newer technology than

platform projects.
R&D Projects:
These are blue-sky visionary endeavors oriented toward newer developed technologies.
Classification of Project Types

Projects can be classified as Social Sector and Infrastructure. Some examples are: Transportation Highways, mass transit, airports Utilities Electric power, gas, telephones Education Schools, colleges, dormitories Public Safety Police, fire, National guard Recreation Parks, playgrounds, historic sites Development Harbors, dams, irrigation, Research Health, space, agriculture Defense Military equipment and systems Conservation Forests, shorelines, pollution
Project Management
Project Management is an organized venture for managing projects. It involves scientific application of modern tools and techniques in planning, financing, implementing, monitoring, controlling and coordinating unique activities or tasks to produce desirable outputs in consonance with pre-determined objectives, within the constraints of time, cost, quality.
The application of knowledge, skills, tools and techniques to project activities to meet the project requirements
Project Management
Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, risk, resources and participation satisfaction.
Why do we need project management tools & techniques?

Because we live in a world of limited resources and not enough time. There will always be more to do than time and resources will allow. Project Management tool & techniques, if used regularly & appropriately, help us make more effective use of our time.
Modern Tools - Technique

Leadership Paradigm PERT/CPM (Program Eval & Review Tech) VERT/GERT (Venture/Graphical) Linear Responsibility Charts Gantt Charts, Gozinto Charts Milestone Charts Work Breakdown Structures Project Action Plans Computers Earned Value Management
Why do organizations use Project Management? To sum it up.. 1. Improve results Value 2. Decrease costs 3. Improve customer service 4. Time
PMI Knowledge Areas

Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management
PMI Process Groups

Initiation Planning Executing Controlling Closing
Mapping: Process Groups to Knowledge Areas

Process Groups Initiating Knowledge Areas 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 4.1 Dev Project Charter 4.2 Develop Project Management Plan 5.1 5.2 5.3 6.1 6.2 6.3 6.4 6.5 Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Est. Activity Resource Est. Activity Duration Dev. Schedule 4.3 Direct & Manage Project Execution Planning Executing Monitoring & Controlling 4.4 Mon/Ctrl Proj Work 4.5 Perform Integrated Change Control 5.4 Verify Scope 5.5 Control Scope 6.6 Control Schedule Closing 4.6 Close Project Or Phase
7. Project Cost Management 8. Project Quality Management 9. Project Human Resource Management 10. Project Communications Management 11. Project Risk Management
7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality 9.1 Develop Human Resource Plan 10.1 Identify Stakeholders 10.2 Plan Communications 8.2 Perform Quality Assurance 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.3 Distribute Information 10.4 Manage Stakeholder Expectations
7.3 Control Costs 8.3 Perform Quality Control
10.5 Report Performance
PMBOK 4th Edition, Table 3-1, Page 43
(42 Processes)
12. Project Procurement Management
11.1 Plan Risk 11.6 Monitor and Control Management Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Response 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements
12.4 Close Procurements
Page 17
PMP Certification Test Preparation

PMBOK 3rd Edition, Section 1.6, Page 17-18 (Go through these pages)
Project Management Office PMO

A PMO is an organizational unit to centralize and coordinate the management of projects, programs or a combination of both. PMOs can:
- Provide PM support (training, software, standardized policies and procedures, or - Direct management for projects - Be a decision maker during initiation - Terminate projects - Manage personnel
A project manager is responsible for delivering specific project objectives within the constraints of the project, while the PMO is an organizational structure with specific mandates that can include an enterprise-wide perspective.
PMO
The acronym PMO can be used for three different types of offices within an organization: Project Management Office Program Management Office Portfolio Management Office The Project Management Office (PMO) is a mechanism used to address common project management issues in an organization in order to support and facilitate project success.
Business Management Consultants
A PMO is a department within an organization Responsibility of improving project management Equips PMs with the best methodologies and tools Ensures adherence to standards and processes. It may manage many projects, assigning project managers and overseeing their work directly. The key point is that its not formed for the purpose of supporting a single project, as that is the job of a Project Office. All PMOs share the common goal of improving project performance. A successful PMO will enable more projects to deliver high quality results on time and within budget.
March 31, 2008
According to PMBOK The PMI formally defines a Project Management Office as "an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.
Key Features of a PMO

Shared and coordinated resources across all projects administered by the PMO Identification and development of project management methodology, best practices, and standards Clearinghouse and management for project policies, procedures, templates, and other shared documentation Centralized configuration management for all projects administered by the PMO Centralized repository and management for both shared and unique risks for all projects Central office for operation and management of project tools, such as enterprise-wide project management software Central coordination of communication management across projects A mentoring platform for project managers Central monitoring of all PMO project timelines and budgets, usually at the enterprise level Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.
Differences between a Project Manager and a PMO

Project managers and PMOs pursue different objectives and are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization. A project manager is responsible for delivering specific project objectives within the constraints of the project, while a PMO is an organizational structure with specific mandates that can include an enterprise-wide perspective. The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives. The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects. The project manager manages the scope, schedule, cost, and quality of the products of the work packages, while the PMO manages overall risk, overall opportunity, and the interdependencies among projects. The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
Project Management Life Cycle

The defined Sequence of events that constitute a project.
Conception/selection Planning Implementation Control Evaluation Termination
Project Selection Models

Non-numeric Models
The sacred cow The operating necessity The competitive necessity The product line extension Comparative benefit model
Numeric Models:
Payback period IRR Discounted cash flow, NPV Benefit Cost Ratio
What is Project Planning ?

It is complete road-map to go from point A to B. Project planning is a rational determination of how to initiate, sustain, and terminate a project Project planning starts with the development of a vision - the ability to see something that is invisible to others
Why Plan a Project ?

To eliminate or reduce uncertainty To improve efficiency of the operation To obtain a better understanding of the objectives To provide basis for monitoring and controlling work
Project Management Processes

Initiating Processes Planning Processes
Controlling Processes
Executing Processes
Closing Processes
Planning provides documented executing plans and the updates as the project progresses
Project Planning Considerations

Too often people perceive project planning as only techniques or concepts such as PERT, CPM, and GANTT charts. However, project planning is much wider activity with following key considerations
Cost estimating and budgeting Technology strategies scheduling Specification of deliverables Resource usage estimating Delineation of organizational structure Information and control system sign Risk Identification
Control and Evaluation

Discrepancies are called variances The acceptable levels of variance should be determined at the outset of the project Control entails continual monitoring of project progress, while evaluation involves periodic stock-taking Control focuses on the details of what is occurring in the project, whereas evaluation is more concerned with the big picture Control activities are the responsibility of the project manager, while evaluations are typically carried out by an individual or group not directly working on the project (so as to maintain objectivity)
Project Implementation
Procure Materials, Vehs, Equipt etc. Establish Field Offices (Build and test Facilities) Teams go Out to Work (Data Collection, survey etc) Develop support requirements Produce system Verify performance Modify as required
Termination
When to Terminate? Very Important
Exit Strategy (Donors are Extremely Interested) Transfer materials Transfer responsibility Release resources Reassign project team members Sustainability Aspects Warranty/ Guarantee
Contract Closure/Administrative Closure
Project Manager
Project Manager is responsible for the project from cradle to grave This person will take responsibility for planning, implementing, and completing the project The PM can be chosen and installed as soon as the project is selected for funding or at any earlier point PM is chosen late in the project life cycle, usually to replace another PM
Project Manager (Contd)

The PMs first set of tasks is typically to prepare a preliminary budget and schedule, to help select people to serve on the project team, to get to know the client, to make sure that the proper facilities are available, to ensure that any supplies required early in the project life are available when needed, and to take care of the routine details necessary to get the project moving.
360o Responsibility of a Project Manager
Leadership Team Steering Group Project Director Sponsors Internal Liaison External Liaison Project Line Departments Manager Trading Partners Other Projects Suppliers Contractors Project Team Participants Deliverables Tasks
Responsibilities of Project Manager

To complete the project within time, within budget and according to specifications To act as an intermediary between top management and project team To obtain feedback for learning lessons To train and educate the project staff
FM Vs PM
Functional manager is in charge of one of a firms functional departments such as marketing, engineering, or finance. Such department heads are usually specialists in the areas they manage. They are analytically oriented and they know something of the details of each operation for which they are responsible. They know how to analyze and attack a problem.
FM Vs PM (Contd)
A PM, by contrast, is usually a generalist with a wide background of experience and knowledge. A PM must oversee many functional areas PM has an ability to put many pieces of a task together to form a coherent whole Project manager must be more skilled at synthesis Functional manager must be more skilled at analysis Functional manager uses the analytical approach and the PM uses the systems approach
Stakeholders Include:

Exam Tip
Project Manager (whose job is to proactively manage stakeholders and their needs) Team members Customer Performing organization, management, owners, etc. Sponsor (the champion) Internal/external, suppliers/contractors, citizens/society. PMO
Exam questions deal with matrix forms.

The balance of power rests with the project manager. The balance of power rests with the functional manager. The power is balanced between the functional and the project managers. Beware here. It has nothing to do with the matrix organization. It refers to locating the project teams offices in the same room. Watch for this one!
Strong matrix: Weak matrix: Balanced matrix: Tight Matrix:
Pages 6 & 7
Project Organization
Functional Organization Project is made a part of one of the functional divisions of the firm Major Advantages
Maximum flexibility in the use of staff Individual experts can be utilized by many different projects Specialists in the division can be grouped to share knowledge and experience.
The functional division also serves as a base of technological continuity when individuals choose to leave the project and even the parent firm. Functional division contains the normal path of advancement for individuals whose expertise is in the functional area
Functional Organization (Contd)
Disadvantages
Client is not the focus of activity and concern Functional division tends to be oriented toward the activities particular to its function
Functional Organization (Contd)

Occasionally in functionally organized projects, no individual is given full responsibility for the project. Response to client needs is slow and arduous Project issues that are directly within the interest area of the functional home may be dealt with carefully, but those outside normal interest areas may be given short shrift, if not totally ignored Motivation of people assigned to the project tends to be weak. Such an organization arrangement does not facilitate a holistic approach to the project.
Group Work no. 1 : Project Stakeholders
Read the case study Identify the stakeholders for your project Write their names as well as their roles (15 minutes)

Organizational Theory
There are five organizational types: CEO CEO
Project A Engineering Marketing IT/IS Project B Project C
CEO
Engineering Expeditor Marketing IT/IS
CEO
VP Proj. Mgt. Engineering Marketing Proj. Mgr. IT/IS
CEO
Coordinator Engineering
Page 8
Proj. Mgr.
Marketing
IT/IS

Organizational Structure Influences on Projects
Organizational Structure Project Characteristics
Functional
Matrix
Weak Matrix Balanced Matrix Low to Moderate Low to Moderate Mixed Strong Matrix Moderate to High Moderate to High Project Manager
Projectized
Project Managers Authority Resource Availability Who Controls the Budget? Project Managers Role Project Management Administrative Staff PMO?
Little or None Little or None Functional Manager
Limited
High to Almost Total High to Almost Total Project Manager
Limited Functional Manager
Part-Time
Part-Time
Full-Time
Full-Time
Full-Time
Part-Time
Part-Time
Part-Time
Full-Time
Full-Time
Could
Often
Almost Always
Page 8
Organizational structure
PMBOK Fourth Edition, Page 28
Functional Organization
Chief Executive
Project Coordination
Functional Manager Staff Staff Staff
Staff engaged in project activities
Page 23
Weak Matrix
Chief Executive
Page 24
Balanced Matrix
Chief Executive
Functional Manager Staff Staff Project Manager
Page 24
Strong Matrix
Chief Executive
Manager of Project Managers Project Manager Project Manager Project Manager Project Coordination
Page 25
Project Organization (Contd)

Pure Project Organization (Projectized or Product)
The project is separated from the rest of the parent system. It becomes a self-contained unit with its own technical staff, its own administration, tied to the parent firm by the tenuous strands of periodic progress reports and oversight Advantages
The project manager has full line authority over the project. All members of the project work force are directly responsible to the PM
Pure Project Organization

Presendent Program Manager V.P. Marketing V.P. Manufacturing V.P. R&D
Manager, Project A
Marketing Manufacturing R&D Finance Personnel Marketing Manufacturing R&D Finance Personnel
Manager, Project B
Pure Project (Projectized) Organization

The lines of communication are shortened and PM communicates management. The project team that has a strong and separate identity of its own tends to develop a high level of commitment from its members. Because authority is centralized, the ability to make swift decisions is greatly enhanced. Unity of command exists. directly with senior corporate
Pure Project Organization (Contd)

Pure project organizations are structurally simple and flexible which makes them relatively easy to understand and to implement.
Disadvantages
When the parent organization takes on several projects, it is common for each one to be fully staffed. This can lead to considerable duplication of effort. PM may stockpile equipment and technical assistance in order to be certain that it will be available when needed Pure project groups seem to foster inconsistency in the way in which policies and procedures are carried out.
In pure project organizations, the project takes on a life of its own. Team members form strong attachments to the project and to each other. Technology is not deposited Worry about life after the project ends The Matrix Organization (Weak, Balanced, Strong) It couples some of the advantages of the pure project organization with some of the desirable features of the functional organization, and to avoid some of the disadvantages of each, the matrix organization was developed. In fact, the functional and the pure project organizations represent extremes.
Matrix Organization
President
Program manager Manufacturing Marketing Finance R&D Personnel
PM1 PM2 PM3
3 1 0
1 1/2 4 1/2
1/2 1/4 3
4 1 1/2 1/2
1/2 1/4 1
Matrix Organization
Advantages
The project is the point of emphasis. PM takes responsibility for managing the project, for bringing it in time, within cost, and to specifications There is less anxiety about what happens when the project is completed Response to client needs is as rapid as in the pure project case Consistency with the policies, practices, and procedures of the parent firm tends to be preserved
Matrix Organization (Contd)

Where there are several projects simultaneously under way, matrix organization allows a better company wide balance of resources to achieve the several different time/cost/performance targets of the individual projects.
Disadvantages
The movement of resources from project to project in order to satisfy the several schedules may foster political infighting among the several P.Ms.
Matrix Organization (Contd)

For strong matrices, problems associated with shutting down a project are almost as severe as those in pure project organizations. Division of authority and responsibility inherent in matrix management is complex. Matrix management violates the management principle of unity of command. Project workers have at least two bosses.
Why do so many projects fail to meet expectations?

A study by Hughes (1986) identified three main reasons for projects failing. 1. Lack of understanding of project management tools and an over reliance on project management software 2. Communication problems 3. Failure to adequately adjust to changes that occur during the course of the project
Why do so many projects fail to meet expectations?

Hughes notes that many managers are apt to lose sight of the project. By focusing on the project management software and managing this rather than the actual project! Michalski (2000) observes that good communication is the key successful project management.
Remember
If you fail to plan, you fail to do. Proper Planning Prevents Poor performance
Causes of Project Failure

Projects can and do fail for many reasons that are predictable and avoidable. Projects failures fall into three broad categories: Project process-related factors, Projectrelated factors, and Uncontrollable factors. Some common project process-related factors include:
Too many concurrent projects, Too few individuals who can manage projects effectively, Poorly defined roles and reporting relationships among those engaged in a project, Wavering priorities and resource commitments to the project,
Projects that have failed generally display several of the following characteristics:
The customers conditions of satisfaction have not been negotiated. The project no longer has a high priority. No one seems to be in charge. The schedule is too optimistic The project plan is not used to manage the project. Sufficient resources have not been committed. Project status is not monitored against the plan.
Causes of Failure Contd

No formal communications plan is in place. The project has lost sight of its original goals. There is no change management process in place. Foreign aided projects: Sluggishness and bureaucracy of the Government.
Project Management - 20 Steps to

Initiating 1. 2. Ensure the viability of your project Develop the Project Charter
Executing 6. 7. 8. 9. 10. Execute the Project Plan Carry out Quality Assurance Develop your Project Team Issue Status Reports Manage Procurement of External Resources
Success
Planning 3. 4. 5. Establish the Project Notebook/Extranet Hold the Project Kickoff Meeting Develop the Project Plan
5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 Develop the Scope Statement Develop the Work Breakdown Structure Define Project Activities Sequence Project Activities Estimate Project Activity Durations Develop the Project Schedule Estimate Project Costs Determine Resource Requirements Develop the Risk Response Plan
Monitoring and Controlling 11. 12. 13. 14. 15. 16. 17. Control Project Changes Manage Project Issues Ensure Formal Acceptance of all Deliverables Control the Project Scope, Schedule and Cost Control the Project Quality Report Project Performance Control Project Risks
Subsidiary Management Plans 5.a Develop the Scope Management Plan 5.b Develop the Schedule Management Plan 5.c Develop the Cost Management Plan 5.d Develop the Quality Management Plan 5.e Develop the Staffing Management Plan 5.f Develop the Communications Management Plan 5.g Develop the Risk Management Plan 5.h Develop the Procurement Management Plan
Closing 18. 19. 20. Document Lessons Learned Close the Project Celebrate Project Success
SAP
Lessons Learned Controlling Scope, Schedule and Cost

Success
1912
April 14
April 13
April 12
April 11
April 10
RMS Titanic left Queenstown at 1:30pm on April 11, 1912 Received ice warnings on April 12, 13 and six on April 14, from 9am to 9:40pm. (Not known if messages were delivered to the bridge, or ignored). Iceberg hit at 11:40pm on April 14, causing holes in 5 bulkheads. Ship finally starts sinking just after 2am on April 15.
Reference: www.titanic.com
Titanic
Lessons Learned The Value of Risk Management The importance of Communications

Success
Project Team
A Project Team is thus a group of dedicated persons who work together to complete the project within time, within budget and according to the scope.
Team Efficiency
L = out put/ input What a team is capable of achieving and what it actually achieves.
Matrix Based Frictions

Temporarily Borrowed Staff Staff Continuity Lack of Project Commitment Project Managers lack of direct control
Tweed coat management
Matrix Based Frictions (Contd)

Because the project is, by definition, a temporary entity and must come to an end, the PM must be concerned with the future of the people who serve on the team. If the PM does not get involved in helping project workers with the transition back to their functional homes or to new projects, then as the project nears completion, project workers will pay more and more attention to protecting their own future careers and less to completing the project on time. (Shown by SCurve)
Communication Channels
Two people, one channel
Three people, three channels
Four people, six channels
Five people, ten channels
Poor Communication
Information communication to project staff is very vital for project success No. of Channels = n(n-1)/2 Communications as an End Rather than a Means Information Atherosclerosis Clogging of important information Poor Integration
Isomorphic Team Structure

If project team closely reflects the physical structure of deliverables Risk of projects quality integration PM functions as an integrator Duplication, linking, styles etc to be standardized by the PM Its a simple structure Best suited to independent modules Simplicity is best suited to new comers and novices
Isomorphic Team Structure

Technical Report Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5
Structure of the Deliverable Project Manager Team Member A Team Member B Team Member C Team Member D Team Member E
Structure of the Project Team
Specialty Team Structure

Team members apply their special expertise across a wide array of tasks Emphasis towards their specialty and not deliverables Responsibility is more diffused and problem diagnosis is difficult Integration problems are greater than those of the isomorphic structure It fits in nicely with matrix system
Special Team Structure
PROJECT MANAGER
Specialist A
Specialist B
Specialist C
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Egoless Team Structure

Egos may have ill-effects Ego-less team structure is a truly collaborative effort that makes it hard to find who produced what portion of the product No leader but consensus Team members collaborate jointly and ego problem is minimized Encourages interactivity and communication Due to lack of leadership Ego-less team could drift State of the art projects
Egoless Team Structure

Team Member A
Team Member B
Team Member C
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Surgical Team Approach
Administrative Buffer
Chief Writer
Special Assistant
Specialist A
Project Administrator Editor
Specialist B Specialist C
Demands on project staff time coming from other project
End of the First Part

Proj MGT Intro 12th Mar

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Project Management

Business Management Consultants, Texas USA

Your Projects Cannot Afford to Fail

Over time or over budget 51%

Reduced profitability Inability to fund new projects Poor customer satisfaction

Why Project Management?

Basic Ingredients in Project Management

General Functions of Project Management

Fulfilling the Needs

Projects are the Building Blocks of an Investment Plan Types of Investments?

Time & Cost Limits

What can go wrong !

What is a Project (Contd)

What is a Project (Contd) One Goal

According to Scope, Quality and Risk

What is a Project (Contd)

What is a Project (Contd)

Quality Balances these

Platform Projects: The planned outputs of these projects

Breakthrough Projects: Involves newer technology than

Classification of Project Types

Why do we need project management tools & techniques?

Modern Tools - Technique

PMI Knowledge Areas

PMI Process Groups

Mapping: Process Groups to Knowledge Areas

7.3 Control Costs 8.3 Perform Quality Control

10.5 Report Performance

PMBOK 4th Edition, Table 3-1, Page 43

12. Project Procurement Management

12.4 Close Procurements

PMP Certification Test Preparation

Project Management Office PMO

Business Management Consultants

March 31, 2008

Key Features of a PMO

Differences between a Project Manager and a PMO

Project Management Life Cycle

Project Selection Models

What is Project Planning ?

Why Plan a Project ?

Project Management Processes

Project Planning Considerations

Control and Evaluation

Contract Closure/Administrative Closure

Project Manager (Contd)

360o Responsibility of a Project Manager

Responsibilities of Project Manager

Exam questions deal with matrix forms.

Strong matrix: Weak matrix: Balanced matrix: Tight Matrix:

Functional Organization (Contd)

Functional Organization (Contd)

Group Work no. 1 : Project Stakeholders

PMP Certification Test Preparation

PMP Certification Test Preparation

Little or None Little or None Functional Manager

High to Almost Total High to Almost Total Project Manager

Limited Functional Manager

PMBOK Fourth Edition, Page 28

Functional Manager Staff Staff Staff

Functional Manager Staff Staff Staff

Functional Manager Staff Staff Staff