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UNDERSTANDING PROJECT MANAGEMENT

Rishi Kumar, P.Eng., PMP, CMCPresident and CEOGlobal Educational and Consulting ServicesWeb: www.gecssolutions.comE-mail: [email protected]: 905-501-8128/Fax: 905-501-1978

http://www.gecssolutions.com/

mailto:[email protected]

PROJECT &PROJECT MANAGEMENT

PROJECT-SERIES OF ACTIVITIES & TASKS:• Have a specific objective to be

completed within certain specifications• Have defined start and end dates• Have funding limits (if applicable)• Consume resources (i.e., money,

people, equipment)


PROJECT MANAGEMENT• Project planning

• Definition of work requirements• Definition of quantity and quality of work• Definition of resources needed

• Project monitoring• Tracking progress• Comparing actual outcome to predicted

outcome• Analyzing impact• Making adjustments


SUCCESSFUL PROJECT MANAGEMENT• Within time• Within budget• At the desired performance• While utilizing the assigned resources

effectively and efficiently• Accepted by the customer


WHAT IS A PROJECT?• Either operations or projects

• Operations are ongoing and repetitive• Projects are temporary and unique

• Project-Generally Temporary• To create a unique product or service• Has a definite beginning and a definite end• Product or service different in some

distinguishing way from all similar products or services.


Projects-performing organization’s business strategy; Examples:• Developing a new product or service• Effecting a change in structure, staffing or style

of an organization• Designing a new transportation vehicle• Developing or acquiring a new modified

information system• Constructing a building or facility• Running a campaign for political office• Implementing a new business procedure or

process


WHAT IS PROJECT MANAGEMENT?• Application of knowledge, skills, tools

and techniques to project activities in order to meet or exceed customer needs and expectations from a project

• The planning, organizing, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives


• Art of creating the illusion that any outcome is the result of a series of predetermined, deliberate acts when, in fact it was dumb luck

• Some times called• Organizational approach of ongoing

operations • Management by project


ROLE OF PROJECT MANAGER• Responsible for coordinating and

integrating activities across multiple, functional lines

• Needs strong communicative and interpersonal skills• Familiar with the operations of each line organization• General knowledge of the technology being used • May have increasing responsibility, but very little

authority• May involve in negotiation with upper-level

management, functional management for control of company resources required for the project


• Managing human interrelationships in the project organization

• Maintaining the balance between technical and managerial project functions

• Coping with risk associated with project management

• Surviving organizational restraints


Project manager must provide:• Complete task definition• Resource requirement definitions• Major timetable milestones• Definition of end-item quality and

reliability requirements• The basis for performance

measurement

PROJECT TEAMS

What is a Team?

•Two or more persons who must co-ordinate with each other in order to get some job done….and know it!

PROJECT TEAMSWhy a Team Approach to Managing

Projects?• To improve the project’s effectiveness

• Better management of task demands, relationship demands and group process demands

• Creates the opportunity for people• To come together and share their issues and

concerns about the project• Discuss their ideas for effectively dealing with these

issues and concerns• To contribute to the development of a project plan

which manages the issues and concerns in an organized, collectively agreed upon plan

PROJECT TEAMS

• Appropriate to managing projects when the project being examined is complex and requires the knowledge and experience of many individuals

• Appropriate when a high quality project plan is needed

• Appropriate when high commitment is needed to implement the project plan

PROJECT TEAM OBJECTIVES

To be effective as a project team as individuals

Relies on those involved, sharing their experiences and knowledge to achieve common tasks or goals

A person is a member of a project team if that person’s contribution has an effect on the output of the project and its team…a significant effect

PROJECT TEAM CHARACTERISTICS

A Formal Charter• Formal, defined responsibility for the

project• A vision of what results are to be

achieved, and why Interdependence

• Project team tasks cannot be achieved by one alone

• Project team members need support from each other

PROJECT TEAM CHARACTERISTICS

Commitment to “Synergy”• Individual efforts complement each other

resulting in added value to the quality of the work and therefore the project

• Project team members willingly collaborate to meet project objectives

Accountability for Outcomes• A measurable quality project must be

produced• Everyone is 100percent accountable for the

project and the project team’s success

PROJECT TEAM

ESTABLISHING THE PROJECT TEAM’S RRSP• ROLES

• Various levels of expertise• Own strengths and weaknesses as they

pertain to the Project and its Scope

• RULES• Basic ground rules for operating assists a

Project team to keep on track and in focus

PROJECT TEAM

SELF-EVALUATION• Simple yet powerful tool for getting a

Project Team back on track

PROJECT SCOPE STATEMENT • Develop their Scope Statement

PROJECT SCOPE STATEMENT

Documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

May need to be revised or refined to reflect changes to the scope of the project

Should include either directly or by reference to other documents


Project Justification• Business need • Basis for evaluating future trade-offs• Answers the “why this project is

important to the organization”• A statement of the overall purpose or

goal


Project Objectives• List of “what” the project will

accomplish• What are the major deliverables? • What are the measurements attached

to each objective? May include a flow diagram of the process (i.e.; for software development projects)

• Project Definition phase will deal “how” the project will do each stated objective


In Scope and Out of Scope• Defines the project parameters• In Scope- is what the project will include

and what may be considered a part of the project

• What is not a part of this project included in the “Out of Scope” section


Project Deliverables/Requirements• List of the summary level sub-products or

services, generally broken down into three sections:• Mandatory requirements• Optional requirements, and• Nice to have requirements

Benefits• List of the benefits, as seen by the project

team, of moving forward with this project


Assumptions• in moving forward with the project, what

assumptions is the project team making?Constraints/Dependencies

• List of any constraints on the project or dependencies on resources or funding committed to other projects

Organization• Key resources required to ensure the successful

completion of the project? • Include members of the project team and additional

resources as might be required.

STAGES OF PROJECT TEAM DEVELOPMENT

The four stages are:• Forming: Little or no measurable project

accomplishments• Storming: Minimal project performance• Norming: Average to good project

accomplishment• Performing: High project performance

(plan successfully implemented)

STAGES OF PROJECT TEAM DEVELOPMENT

Dynamics of project management depends• The tasks• The characteristics of the project

members• The manager’s style• The setting• The past history of working together

• How previous projects have been handled?

PROJECT ORGANIZATION

CONCERNS OF PROJECT MANAGER• ARCHITECTURAL AND/OR ENGINEERING

SERVICES• MATERIALS• EQUIPMENT• SUPPLIES

TO BE SUCCESSFUL & ENSURE SUCCESS >>> CONTRACTING & NEGOTIATION SKILLS?

ORGANIZATIONAL ISSUES

OBJECTIVESPRODUCTSENVIRONMENTOTHER FACTORSFUNCTIONAL ORGANIZATION

• TALL STRUCTURE• COMMUNICATION PROBLEMS• COMPLEX • DIFFICULT TO MANAGE

ORGANIZATIONAL ISSUES

ORGANIC OR SYSTEM TYPE• SPECIFIC MANAGER

• PROJECT MANAGEMENT APPROACH• FLEXIBILITY• ACCOUNTABILITIES• VISIBILITY

• PROJECT MANAGED AS AN ENTITY• WITHIN GOAL/POLICIES/PROCEDURES

PROJECT MANAGEMENT SYSTEM

PROJECTIZED FORM OF ORGANIZATION

MATRIX FORM OF ORGANIZATION

ORGANIC OR SYSTEMS ORGANIZATION

PROJECTIZED FORM

PERSONNEL DIRECTLY ASSIGNED FROM VARIOUS DEPARTMENTS• CREATE SENSE OF PURPOSE• OPEN COMMUNICATION CHANNELS• HIGHER ADMINISTRATION COST?• POSSIBLE DUPLICATION OF EQUIPMENT

AND RESOURCES• ONCE PROJECT COMPLETED :

PERSONNEL ISSUE?

MATRIX FORM

PERSONNEL NOT DIRECTLY ASSIGNED TO PROJECT MANAGER• FLEXIBILITY IN RESOURCE ALLOCATION• FUNCTIONAL DEPARTMENT SUPPORTS

THE PROJECT…SHARING• PEOPLE MAINTAIN JOBS AFTER

COMPLETION• FLEXIBILITY >>>> CHANGE, CONFLICT,

PROJECT NEEDS?

ORGANIC OR SYSTEMS

MIXTURE OF FUNCTIONAL, MATRIX AND PROJECTIZED• COMPETING DEMAND• OBJECTIVES• MANAGEMENT NEEDS• ENVIRONMENTAL CONDITIONS

ISSUE OF CONTRACTING FUNCTION …. CENTRALIZED OR DECENTRALISED

CENTRALIZED CONTRACTING

ECONOMICAL…EFFICIENCY AND EFFECTIVENESS

MANAGEMENT CONTROL DUPLICATIONRECEIVING AND INSPECTION COSTCONTRACTING SPECIALIZATIONFACE-TO-FACE COMMUNICATIONEASY TO MANAGE/DEALPROJECT MANAGER> NO CONTROL

DECENTRALIZED CONTRACTING

PROJECT MANAGER CONTROLSCONTRACTING PERSONNEL FAMILIAR

WITH THE PROJECTCONTRACTING TAILORED TO A SINGLE

PROJECTRESPONSIBILITY AND

ACCOUNTABILITY ISSUESDUPLICATION EFFORTS?COST, STANDARD POLICIES?

ORGANIZING THE CONTRACTING EFFORT

PROJECT ORGANIZATION• IMPACT ON CONTRACTING

ORGANIZATION?FLEXIBLE, MEET THE NEEDSCOMBINATION OF VARIOUS TYPESDEMANDS OF THE PROJECTECONOMICS OF THE STRUCTURECOMPANY POLICIES, PROCEDURES

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