Advanced Project and Process Management

Ho Thi Thanh Huong, MA Spring 1012

Todays topic: What is a Project?

Who needs to possess PM skills? What will we cover in this course? How will the course be conducted? Group forming Project vs. Process vs. Routine Operations Stakeholders Project management Project managers PM skills. Triple constraints. Organizational structures Project life cycle What is a successful project?

Who needs to possess PM skills?

What will we cover in this course?

Characteristics of social systems Process- and project-orientation as organizational strategies Cultures and structures of project-oriented organizations Linkages between process and project management Project management: objectives, tasks, methods and roles in project start, project planning, project executing, project controlling and project close down processes.

How will the course be conducted?

In-class activities (30%)

Project proposal (30%)

Mid term & Final exam (40%)

Bonus mark for clear English (5% at most)

Group Forming
ASSIGNMENT GROUP
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Full name Nguyn Th Hng i Nguyn Vit Chnh Phan Th Ngc Dip Vng Vn Duy V Nguyn Nh H Nguyn Th Ngn H Phan Th Hng Hu Dng Thu Hin H c Hip Nguyn V Thanh Hip Dng ng Ha Nguyn Th Hu ng Tun Hng ng Thnh Hng Khut Th Lan Phan Th Thu Hng Hng Group
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 L Th Hoi Nguyn Th L Nguyn Gia Lu Thy Ng Thanh La Th Thanh Mai Thanh Phm Vit Nguyn Th Nguyn Vn Trn Th Lng Vn Nguyn Vn Phm Vit Ng Th Hoi T Xun Trn Minh Nguyn Thin Kiu Th Phng Trn Vn L Th Chu ng Quc Hng Hng Khnh Linh Long Luyn Nga Ngoan Nguyt Oai Phong Ph Phc Phng Sinh Sn Tn Thnh Tho Tin Trinh Tun

Project or Process?
Ford Motor planned to design Ford Model A in 1926, marketed in December 1927. YES Ford Motor planned to assembles Ford Model A in 1927. NO Hue University was contracted to deliver a joint master program with Krems IMC from June 2011 to April 2013. YES

Project or Process?
Temporary endeavor undertaken to create a unique product, service or result.

Project or Process?
What makes a project a project (not a process)?
Unique Temporary & Definite start date and end Completed when the project goals are achieved Successful when stakeholders requirements satisfied

Project or Process?
Process
Repeatable Routine Not project-worthy By units of a permanent organization Efficiency

Clarifying terminology and concepts

What is a program vs. a project vs. a process?

Program: (semi)-permanent staff; annual goals and objectives; activities are repeatable, similar in structure and intended outcomes

Project management processes

Project: temporary organization; specific,unique objectives

PM Process: Repeatable procedures; generally applicable

Other projects

Why projects?
Complex External Environment:
Globalization of markets New technological developments New cooperative relationships with Cs & Suppliers

Maintain a certain level of complexity to deal with complexity Stay competitive A difference that makes a difference

Why projects?
Complex External Environment:
Customers: complex products+Networking with suppliers+Internationalization Competitors: International Competition+shorter product life cycles+Competitors are also partners+Partners Employees: Participation, empowerment+Attractive assignments+Virtual Workplace Politics, public interest: New laws+Ecological Interests Establish organizational flexibility Assure the quality of the results

Stakeholders
A project is successful when it meets or exceeds the expectations of the stakeholders. Those who have vested interest in the project. Have something to either gain for lose as a result of the project.

Stakeholders
-identify up front. -Do not ever leave out an important stakeholder or their departments function.
Figure 1.1: Project stakeholders ((PMBOK Guide, 2003 Edition)

Project management
A process/discipline Involves
planning, putting the project plan into action, and measuring progress and performance.

Triple Constraints

Scope/ Quality

Schedule/ Time

Budget/Money

Project management skills

Communication: the single most important Organizational & time mgt: probably the 2nd most important
Combining these two with excellent communication skills is almost a sure guarantee of your success in the project management field.

Budgeting Problem Solving Negotiation and Influencing Leading Team Building and Human Resources A Mile Wide and an Inch Deep

Organizational Structures
functional, projectized, or matrix. Variations and combinations exist among these three structures, such as a projectized structure within a functional organization, and weak matrix, balanced matrix, and strong matrix organizations.

Functional Organization
CEO HR Staff Finance Staff Marketing Staff IT Production

Staff

Staff
Staff

Staff

Staff

Staff

Staff

centered on expertise and grouped by function

Functional Organization
Advantages Enduring organizational structure. Clear career path with separation of functions allowing specialty skills to flourish. Employees have one supervisor with a clear chain of command. Disadvantages Project manager has little to no formal authority. Multiple projects compete for limited resources and priority. Project team members are loyal to the functional manager.

Projectized Organization
Advantages Disadvantages
Project managers have Dys-functional ultimate authority over the project. The organizations resources Multiple projects compete for are focused on projects and limited resources and priority. project work.

Team members are collocated.

Loyalties are formed to the project, not to a functional manager.

Staff issue after project closing

Matrix Organizations
project objectives fulfilled while hierarchical structure maintained.

Strong Matrix Organization

CEO Mnger of PMers P. Staff Finance Staff Marketing Staff IT Production

Staff

Staff
Staff

P. Staff

Staff

Staff

Staff

Power rests with Project manager.

Weak Matrix Organization

CEO Human Resources Finance Staff Marketing Staff IT Production

Staff

Staff

Staff
Staff

Staff/P. Coordinator

Staff

Staff

Staff

Project managers have little to no authority, just like in the functional organization.

Balanced Matrix Organization

CEO Human Resources Finance Staff Marketing Staff IT Production

Staff

Staff

Staff
Staff

P. Manager

Staff

Staff

Staff

Power is balanced between project managers and functional managers.

Comparing Matrix Structures

Weak Matrix Balanced Matrix Strong Matrix Project Managers Title: Project coordinator, project leader, or project expeditor Project manager Project manager

Project Managers Focus:

Split focus between project and functional responsibilities

Projects and project work

Projects and project work

Project Managers Power:

Minimal authority and power

Balance of authority and power

Full authority and power

Project Managers Time:

Part time on projects

Full time on projects

Full time on projects

Organization Style:

Most like functional organization

Blend of both weak and strong matrix

Most like a projectized organization

Project Manager Reports to:

Functional manager

A functional manager, but shares authority and power

Manager of project managers

The project management life cycle

Similar across projects. Handoffs: The end of one phase typically marks the beginning of the next. Deliverable: each phase has a specific result Fast tracking phases are overlapped to shorten or compress the project schedule.

The project management life cycle

Initiation Cancel the project

Planning Executing

Controllin g Closing

(PMP Study Guide)

The project management life cycle

Charter the project Plan the project Execute project plan Close project Evaluate the project Cancel the project

IT systems development life cycle

Charter the project Plan the project Analyze requirements Design System Implement system Cancel the project

IT systems development life cycle

Charter project Plan the project Analyze requirements Design System Implement system

Maintain and Support

The Project Management Body of Knowledge (PMBOK)

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

Technology
Super-high tech

High-tech

Medium-tech

Low-tech

Complexity
Regular

Novelty

Fast/Competitive

Time-critical

The Diamond Model

by A. Shenhar and D. Dvir (p. 14 of Reinventing Project Management) Blitz

Pace

What do we mean by project success?

Meet or exceed stakeholders expectations Premise: Project success is not one-dimensional nor is it only about schedule and budget. Project efficiency Impact on customer Impact on the team Business results Preparation for the future Success may vary over time
An inefficient project may eventually have great business results and prepare the firm for its future An efficient project may fail to deliver significant business results (more about this later)

Todays topic: What is a Project?

Projects Stakeholders Project management Project managers PM skills. Triple constraints. Organizational structures Project life cycle

Review
20 minutes to prepare. One group member of 2 groups will be called to answer 10 questions. These groups will receive grade for in-class activities. Other groups can answer when the assigned group does not have the correct answers to receive bonus marks.