PROJECT MANAGEMENT

USTH 2014

INTRODUCTION TO PROJECT MANAGEMENT

OUTLINE
1.Definition of project
2.Project management
Triple constraint in project management
Project phases
Project management framework

3.Project management tools and techniques

1. Project definition

A project is a temporary endeavor undertaken

to create a unique product, service, or result.
A project ends when its objectives have been
reached, or the project has been terminated.
Projects can be large or small and take a short
or long time to complete.
Repetitive activities are not considered as
project.
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1.1 Project examples

Building of the Egyptian pyramid

Creation of new car model in 2014 is a project.

Automation activities in car factory is not a

project but a repetitive activity.

Example: painting the car.

1.2 Project attributes

A project:

Has a unique purpose.

Is temporary.

Is developed using progressive elaboration.

Requires resources, often from various areas.

Should have a primary customer or sponsor.

The project sponsor usually provides the direction and

funding for the project.

Involves uncertainty.
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1.3 R&D project

R&D project is a project which has:

Complexity and less known elements

Less similarity

More innovative

Outcome: long-term or even difficult to define

Benefits may be basis for other projects

Questions
Project or not project?
1.Construction of a new house seems to be very
similar to a past house construction. Why we
still consider the new house construction is a
project but not a repetitive activity?
2.R&D team of a car company is called to study
if they can replace the existing painting
process by a new one because there are
some health problem with concerning worker
recently. Does this can be considered as
project?
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2. Project Management

Project management is the application of

knowledge, skills, tools and techniques to
project activities to meet project requirements.
Triple constraint of project management:

Scope

Time

Cost.

2.1 Project Management in R&D

Specifications in R&D area:

Research or policy environment may change rapidly

New breakthroughs or problems affect the relevance
of the project

Management of research projects is challenging,

projects may be at high risk
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Advantages of Using Formal Project

Management

Better control of financial, physical, and human resources

Improved customer relations

Improved customer relations

Shorter development times

Lower costs

Higher quality and increased reliability

Higher profit margins

Improved productivity
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2.2 Triple constraint

Every project is constrained in different ways by

its:

Scope goals: What work will be done?

Time goals: How long should it take to complete?

Cost goals: What should it cost?

It is the project managers duty to balance

these three often-competing goals to get the
expected Quality.
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2.2 Triple constraint

Co
st

Successful project
management
means meeting all
three goals
(scope, time, and
cost) and
satisfying the
projects sponsor!

Tim
e

Quality

Scope
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2.3 Project life cycle

Project life cycle:

Initiating

Planning

Executing

Monitoring and Controlling

Closing

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2.3 Project life cycle: Initiating

Initiating

Identify the stakeholders

Determine the project objectives

Select the project manager

Create the project charter

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2.3 Project life cycle: Planning

Planning:

Decompose the general scope into deliverables (work

packages) and activities

Develop the schedule and the budget baseline

Build the project team

Set the responsibilities

Identify the risks

Get the formal approval of the project plan

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2.3 Project life cycle: Executing

Executing:

Select the sellers (when applicable)

Complete the work (assign tasks, etc)

Implement the changes

Exchange information between the stakeholders

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2.3 Project life cycle: Monitoring &

Controlling

Monitoring & Controlling:

Measure the progress and the deviations

Audit the risks

Report the project status

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2.3 Project life cycle: Closing

Closing:

Get the formal acceptance that the project objectives

are met

Record the project lessons learned

Release the team

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2.3 Project life cycle

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2.3 Project phases

Phases of a project greatly depend on the
industry, on company and its history, and the
project culture in company.
Generally:

INITIAL: Idea, Requirement analyse

INTERMEDIATE: Detail requirement, Plan, Realization, Test
FINAL: Approval, Handover

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2.4 Project management framework

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2.4 Project management framework

4 core knowledge areas lead to specific project

objectives (scope, time, cost, and quality).
4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management).
1 knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas.
All knowledge areas are important!
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3. Tools and techniques in PM

Project management tools and techniques

assist project managers and their teams in
various aspects of project management.
Specific tools and techniques include:

Project charters, scope statements, and WBS (scope).

Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time).
Cost estimates and earned value management (cost).

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3. Tools and techniques

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3. Tools and techniques

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3. Tools and techniques

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3. Tools and techniques

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Program

Program:

Group of some projects which have

dependencies or constraints between
themselves
A program manager provides leadership and
direction for the project managers heading the
projects within the program

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Portfolio

Portfolio:

A project portfolio is only a consolidated view

of some projects that are not necessarily
related to each other
For strategic / management objective
Portfolio managers help their organizations
make wise investment decisions by helping to
select and analyze projects from a strategic
perspective
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Project Management Office (PMO)

A department that centralizes the management

of projects. A PMO usually takes one of three
roles:

Project Support: Provide project management

guidance to project managers in business units.

Project Management Process/Methodology:

Develop and implement a consistent and
standardized process.

Training: Conduct training programs or collect

requirements for an outside company.
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Project Manager

The Project Manager is the person responsible for

accomplishing the project objectives.
Project managers strive to meet the triple constraint by
balancing project scope, time, and cost goals
Depending on the organization structure , a project
manager may report to functional manager.
In other cases project manager may be one of the several
project managers who report to a portfolio or program
manager that is ultimately responsible for enterprise wide
projects . In this type of structure, the project manager
works closely with the portfolio or program manager to
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achieve the project objectives

Ten Most Important Skills and

Competencies for Project Managers

1. People skills

2. Leadership

3. Listening

4. Integrity, ethical behavior, consistent

5. Strong at building trust

6. Verbal communication

7. Strong at building teams

8. Conflict resolution, conflict management

9. Critical thinking, problem solving

10. Understands, balances priorities

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Other concepts

Stakeholders:

All people who participate in the project

Sponsor
Project manager
Worker
Communal authority
Suppliers

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