GENERAL SYSTEMS MANAGEMENT

• General systems theory can be classified as a management approach

that attempts to integrate and unify scientific information across many
fields of knowledge.
• Systems theory attempts to solve problems by looking at the total
picture, rather than through an analysis of the individual components.
• Today we use the PMBOK® Guide, the Project Management Body of
Knowledge, to satisfy this need for project management.
PROJECT MANAGEMENT: EVOLUTIONS
Years Characteristics
1945–1960 Line managers used the concept of over-the-fence
management to manage projects.
Customer had no single contact point for questions.
Aerospace and defense industries were using project
management
1960–1985 Maintained an informal method for managing projects.
Most projects were handled by functional managers and
stayed in one or two functional lines.
In 1980s more companies departed from informal project
management and restructured to formalize the project
management process
PROJECT MANAGEMENT: EVOLUTIONS (CONT)
 PROJECT MANAGEMENT: EVOLUTIONS (CONT)
Years Characteristics
1985–2009 companies had begun to realize that implementing project
management was a necessity, not a choice.
There are six driving forces that lead executives to recognize the need
for project management:
● Capital projects
● Customer expectations
● Competitiveness
● Executive understanding
● New project development
● Efficiency and effectiveness
PROJECT MANAGEMENT: EVOLUTIONS (CONT)
BENEFITS OF PROJECT MANAGEMENT
 SYSTEMS, PROGRAMS, AND PROJECTS:
A DEFINITION
• Business practitioner defines a system as:
A group of elements, either human or nonhuman, that is organized and
arranged in such a way that the elements can act as a whole toward
achieving some common goal or objective.
• Systems are collections of interacting subsystems that, if properly
organized, can provide a synergistic output.
• Systems are characterized by their boundaries or interface conditions.
• Closed system - if the business firm system were completely isolated from
the environmental system.
• Open system - If the business system reacts with the environment.
• Extended system - If a system is significantly dependent on other systems
for its survival.
WHAT IS PROJECT MANAGEMENT?
• Project management may now be defined as the process of
achieving project objectives through the traditional organizational
structure and over the specialties of the individuals concerned.
• Project management is applicable for any ad hoc (unique, one-
time, one-of-a-kind) undertaking concerned with a specific end
objective.
• In order to complete a task, a project manager must Set
objectives, Establish plans, Organize resources, Provide staffing,
Set up controls, Issue directives, Motivate personnel, Apply
innovation for alternative actions, Remain flexible.
 PRODUCT VERSUS PROJECT MANAGEMENT:
A DEFINITION
• Project scope defines the work that must be accomplished to produce a
deliverable with specified features or functions. The deliverable can be a
product, service, or other result.
• Product scope defines the features or functions that characterize the
deliverable.
PRODUCT VERSUS PROJECT MANAGEMENT:
A DEFINITION (CONT)
MATURITY AND EXCELLENCE: A DEFINITION
• Maturity in project management is the implementation of a
standard methodology and accompanying processes such that
there exists a high likelihood of repeated successes.
• Maturity implies that the proper foundation of tools, techniques,
processes, and even culture, exists.
• Organizations excellent in project management are those that
create the environment in which there exists a continuous
stream of successfully managed projects and where success is
measured by what is in the best interest of both the company
and the project (i.e., customer).
MATURITY AND EXCELLENCE: A DEFINITION
(CONT)
 INFORMAL PROJECT MANAGEMENT: A
DEFINITION
• Informal project management does have some degree of formality but
emphasizes managing the project with a minimum amount of
paperwork.
• Informal project management is based upon guidelines rather than the
policies and procedures.
• Effective communications, cooperation, teamwork and trust become
four elements that are absolutely essential for effective informal
project management.
PROJECT LIFE CYCLES
• Life-cycle phases of a system can be applied to a project. These
phases include:
 Conceptual
 Planning
 Testing
 Implementation
 Closure
PROJECT LIFE CYCLES
 PROJECT MANAGEMENT METHODOLOGIES:
A DEFINITION
• Achieving project management excellence, or maturity, is more likely with a
repetitive process that can be used on each and every project. This repetitive
process is referred to as the project management methodology.
• The characteristics of a good methodology based upon integrated processes
include: A recommended level of detail, Use of templates, Standardized
planning, scheduling, and cost control techniques, Standardized reporting
format for both in-house and customer use, Flexibility for application to all
projects, Flexibility for rapid improvements, Easy for the customer to
understand and follow, Readily accepted and used throughout the entire
company, Use of standardized life-cycle phases (which can overlap) and end
of phase reviews, Based upon guidelines rather than policies and procedure,
Based upon a good work ethic
PROJECT MANAGEMENT METHODOLOGIES:
A DEFINITION (CONT)

Methodology inputs.