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[The report intends to bring out the importance of projects in organizations and why effective program
and project management has become imperative for any organization for doing business in todays
dynamic global market place]
Executive Summary
A.
Projects are essential to the growth and survival of organizations today. They create value in the form
of improved business processes, are indispensable in the development of new products and services
and make it easier for companies to respond to changes in the environment, competition and the
marketplace.
A project is a temporary endeavour, having a defined beginning and end (usually constrained by date,
but can be by funding or deliverables, undertaken to meet particular goals and objectives, usually to
bring about beneficial change or added value.
Project management is the discipline of planning, organizing, and managing resources to bring about
the successful completion of specific project goals and objectives.
Programme management is the process of managing several related projects with common objective
and with the intention of improving an organization's performance
Portfolio Management is analyzing and collectively managing a group of projects or programme. The
fundamental objective of the portfolio management is to determine the optimal mix and sequencing of
projects and programmes to best achieve the organization's overall goals - typically expressed in
terms of economic measures, business strategy goals, or technical strategy goals - while considering
the internal and external constraints.
B.
Project management has emerged as a strong discipline as organizations have started realizing that
they cannot stay in business if they cannot manage their projects efficiently. However, many
companies are still limiting the application of project management to the tactical level.
Project failures happen mainly due to following reasons:
The root cause of these failures is due to lack of understanding of business requirement from strategic
point of view.
Strategic project management is the management of those projects that are of critical importance to
organization as a whole to have competitive advantage. It is the process of managing complex
projects by combining enterprise strategy and project management techniques in order to implement
the business strategy and to achieve organizational goals. The focus is to move from individual project
management to project management at organizational level or effective program management. All
projects in an organization compete for resources and support, strategic program management views
all of the organizations projects together and makes strategic choices in their support.
C.
Organizations that deliver products and services through projects have increasingly introduced a new
organizational entity called the project management office. The impetus for introducing project
management offices (PMOs) is to improve project management performance and to reduce the
number of runaway projectsthose that fail to meet customer expectations, run over budget, or
become compromisingly delayed. The trend toward implementing PMOs in organizations will only
continue as projects become a way of life for more and more organizations
Scope Management
Schedule Management
Budget Management
Quality Management
Facilitating Processes
Team Management
Stakeholder Management
Information Management
Risk management
Contract Management
The project management processes are interrelated with the Project Management phases during the
entire project cycle (as shown in the diagram below).
(Source:- The Project Management Processes :- pm4dev, 2007 management for development series )
Figure 1-1: The increasing share of projects (Source:- Reinventing Project Management: The Diamond
Approach to Successful Growth and Innovation-By Aaron J. Shenhar and Dov Dvir: Publisher: Harvard
Business School Publishing)
Market globalization has also forced businesses to respond to fierce competition around the world.
Information technology (IT) and Internet revolution have added speed to way of doing things.
During most of the twentieth century, organizations focused more on improving their operations
rather than their projects.] Efforts to improve operational efficiency still continue with more recent
concepts such as just in time, lean manufacturing, reengineering, supply-chain management, six
sigma etc are stealing the limelight.
Now that the world, in particular the developing countries are witnessing tremendous growth in
infra-structure projects it is high time that projects and superior project management are given due
importance. Projects are also the engines that drive innovations from idea to commercialization.
The time has come to recognize that project management is everyones business.
Projects are a part of overall business strategies of an organization. However the common
objectives in all projects undertaken across an enterprise are its alignment with the strategic
objectives of an enterprise.
Project is an endeavour in which human, financial and material resources are organized in a
novel way to undertake a unique scope of work of a given specification, within constraints of cost
and time, so as to achieve beneficial change defined by quantitative and qualitative objectives.
Project management is the discipline of planning, organizing, and managing resources to bring
about the successful completion of specific project goals and objectives. The primary challenge of
project management is to achieve all of the project goals and objectives while honouring the
preconceived project constraints. Typical constraints are scope, time, and budget. The secondary
and more ambitiouschallenge is to optimize the allocation and integration of inputs necessary
to meet pre-defined objectives
Constraints:
Time, Cost, Quality,
Technical, Legal,
environment etc
Inputs- Business
need
andrequirement
Output: Project
Deliverables,
Products and /or
services
Management of
Projects
Mechanism
People,
techniques, tools,
equipment,
organisation
Scope
Organization
Cost
Time
Quality
Scope
Time
Organisation
Qualit
y
Cost
Figure 1.3: Functions of project management
The scope and the organization are the essential functions of project management. The remaining
three - time, quality and cost are the constraints under which the project is to be executed and
managed.
Project management provides the 'single point of integrative responsibility' needed to ensure that
everything on the project is managed effectively to ensure successful project completion and delivery.
Program Management
A programme is a set of related projects and organisational changes put in place to achieve a
strategic goal. A programme is a series of specific, interrelated projects and additional tasks which
together achieve a number of objectives within overall strategy or strategic goal. It articulates the
organizations business strategy, which is required to be implemented through projects.
Benefits of Program Management
- The elimination of risk arising from interfaces between the projects
- The successful completion of individual projects through coherent prioritization and optimization of
resources.
- A reduction in management effort
Portfolio Management:
A Portfolio is a set of projects and/or programmes which are not necessarily related to each other, but
are brought together for the sake of control, co ordination and optimisation. Portfolio Management of
projects and/or programmes cover the prioritisation of projects and/or programmes within an
organization.
B. Strategic Role of Programme and Project Management
For years, companies have been using the principles of project management to get work
accomplished. Yet, very few attempts were made to recognize project management as a core
competency for the company. There were three reasons for this resistance to project management.
First, project management was viewed as simply a scheduling tool for the workers. Second, since this
scheduling tool was thought to belong at the worker level, executives saw no reason to look more
closely at project management, and thus failed to recognize the true benefits it could bring. Third,
executives were fearful that project management, if viewed as a core competency, would require them
to decentralize authority, to delegate decision-making to the project managers, and thus to diminish
the executives power and authority base.
Business-Focused, Success-Oriented Projects
It is important to consider the strategic as well as the tactical aspects of project performance in the
short and the long term. It is important to focus on more than just meeting time, budget and quality
goals.
Specifically, the strategically success criteria for any project involve at least five dimensions:
Project efficiency: meeting time, budget and quality goals
Impact on the customer: meeting requirements and achieving customer satisfaction, benefits, and
loyalty
Impact on the team: satisfaction, retention, and personal growth
Business results: return on investment, market share, and growth
Preparation for the future: new technologies, new markets, and new capabilities
Organizations now need to use project management as a tactical tool to execute projects. Projects are
essential to the growth and survival of organizations today. Project management creates value in the
form of improved business processes and makes it easier for companies to respond to changes in the
environment, competition and the marketplace.
Project management is emerging as a strong discipline practiced by highly trained, certified
professionals as organizations have come to realize they cannot stay in business if they cannot
manage their projects. It is vital to the very survival of the enterprise to ensure products are designed,
created and delivered to internal and external customers efficiently and effectively. Organizations are
now recognizing that project management is a critical strategic tool. They practice program and
portfolio management to select, manage and support a program/ portfolio of projects that have the
best chance of moving the enterprise forward, keeping it vibrant in the marketplace and returning
maximum shareholder value.
This panoply of competitive advantage, strategic capabilities, and tacit knowledge management
constitute the new lens through which organization should envisage Strategic Project Management.
Basics of Project Program Management
Program management is the centralized management of one or more projects, an approach to
achieving strategic goals by selecting, prioritizing, assessing, and managing projects, programs, and
other related work based upon their alignment and contribution to the organizations strategies and
objectives. Program management combines
(a) Organizations focus of ensuring that projects selected for investment meet the program strategy
with
(b) Project management focus of delivering projects effectively and within their planned contribution to
the program.
The steps of program project management would include assessing merits of the organizations
various proposed projects, weighing them against each other, selecting and supporting those projects
whose execution will deliver the greatest value to the bottom line.
The drivers of a program of projects are:
1. Where the company wants to go and what it needs to do to achieve the goal (e.g., improve its
return on investment, increase shareholder value or gain market share).
2. Tactical concerns, such as improvement projects individual departments need to undertake in order
to become more efficient or effective; e.g., cost reduction, staff reduction, getting to market faster.
3. Problems whose correction requires a project or program; e.g., lost data to support decisions, poor
customer service, slow time to market.
4. The need for organizational change management initiatives that prepare people to move in the
desired direction along with the organization.
The application of program management permits the sharing of goals and the allocation of resources
among these drivers so that projects can achieve their strategic intent.
Project goal
Project plan
Planning
Managerial approach
Project work
Unpredictable, uncertain,
nonlinear, complex
Environment effect
Project control
Distinction
Projects differ
Management style
(Source:- Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation-By
Aaron J. Shenhar and Dov Dvir: Publisher: Harvard Business School Publishing )
Projects are not just a collection of activities that need to be completed on time. Instead, projects are
business-related processes that must deliver business results. Many projects involve a great deal of
uncertainty and complexity. They must be managed in a flexible and adaptive way. Thus, planning can
not be considered as rigid or fixed, instead, it must have the flexibility to adjust itself as per the
requirement of the project at any given point of time.
As per the Standish Group Chaos Report, 1995, 90% of projects do not meet time/cost/quality targets.
Only 9% of large, 16% of medium and 28% of small company projects were completed on time, within
budget and delivered measurable business and stakeholder benefits. There are many reasons for
such failures. As per a KPMG survey of 252 organizations, technology is not the most critical factor.
Inadequate project management implementation constitutes 32% of project failures, lack of
communication constitutes 20% and unfamiliarity with scope and complexity constitutes 17%. Thus,
about 69% of project failures are due to lack of and/or improper implementation of project
management methodologies.
support successful project performance and it provides for administration of facilities and
equipment needed to accomplish project objectives.
3.
4. Technical support: provides project management advice, counsel, and support to project
managers and project teams. This PMO function area leverages the skill, knowledge, and
experience of available project management experts to provide mentoring in the project
management environment; provides a range of project planning, facilitation, and support
activities.
5. Business alignment: introduces the organization's business perspective into the project
management environment. This PMO function area oversees project portfolio/ program
management, facilitates executive involvement in project management to include overseeing
project management.
PMO and Project Managers
Project managers and the PMO pursue different objectives and, as such, 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 the PMO is an organizational structure with specific mandates that can
include an enterprise-wide perspective.
The project manager focuses on the specific project objectives, while the PMO manages major
project scope changes and can view them as potential opportunities to better achieve business
objectives.
The project manager controls the assigned project resources for meeting 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
Benefits of PMO
While project managers have a view of each project they are responsible for, the PMO
encompasses a wider view of the projects since they have a whole view of all the company
projects. Therefore, the PMO provides support to higher management so that they can more
effectively implement corporate governance procedures.
As we can see, project management is essential. It is a bridge between strategy and success.
Company higher management counts on the PMO for supporting planning & control, data
collection and analysis, documentation and reporting, for each project and to all projects, as well
as identification, selection, prioritization of projects, data collection, analyses and communication
of results by project and/or by department, consolidated to all company with the comparison
between the planned values and the real values.
Fig 1.5 given below depicts the relationship of Business Strategy, Projects, resources, Application
and the management..
Business Strategy
Management
Management
Projects
Resources
Application
Figure 1.6: Stages of PMO development (Source: The Complete Project Management Office Handbook
by Gerald M. Hill: Auerbach Publications 2008)
Facilitating processes
1. Scope Management
2. Schedule Management
3. Budget Management
4. Quality Management
1. Team Management
2. Stakeholder Management
3. Information Management
4. Risk management
5. Contract Management
Depending on the scope, large, complex projects will require a more rigorous application of project
management processes than small, noncomplex projects. The Project Manager assesses the
project characteristics to determine how to customize the processes for a specific project and
determine which project management processes will be required.
Project Management Processes are overlapping activities that occur at varying levels of intensity
throughout each phase of the project. A process is defined as a set of activities that must be
performed to achieve a goal, in this case the project goal.
Brief description of Project Management Processes is as below:
1. Scope Management
Includes the processes involved in defining and controlling what is or is not included in the project.
Scope is the way to describe the boundaries of the project.
2. Schedule Management
This process includes the actions required to ensure the timely completion of the project. Schedule
management is the development of a project schedule that contains all project activities, the
project schedule is a communication tool that informs project stakeholders the status of the project
and gives project team members information, in the form of graphs and charts, as to when each
activity must begin and end.
3. Budget Management
Budget management processes are required to ensure the project is completed within the
approved budget. This is the area that receives a lot of scrutiny before, during and after the project
is completed. Risks have the highest impact to the project, the organization and to the
beneficiaries. Thus, it calls for a very disciplined budget management.
4. Quality management
Quality management is the process to ensure that the project will satisfy the needs of the
beneficiaries. Quality is defined as a commitment to deliver the project outputs and meet the
expectations of the beneficiaries.
5. Team Management
During the definition of the project activities a list is created that identifies the skills needed by the
project. These range from highly technical to administrative and support functions. The project
team is after all the team responsible for the project. Project Organization is defined at the
beginning of the project, which identifies the structure and key functional areas of the project.
Team management includes the processes required to make the most effective use of the people
involved in the project. The first step is identifying the roles, responsibilities and reporting
relationships. The second step is getting the people that will be assigned to the project
6. Stakeholder Management
Stakeholder management is one of the areas that receive the least amount of thought and
planning in development projects, this is due to the limited understanding and agreement on who
are the stakeholders and their role in the project.
Stakeholders are all the people who have an interest in the project and they are the most critical
element for the success of the project. Managing stakeholders is not an easy task; the projects
objective is to improve the way the relationships between the project and the stakeholders are
managed, this is achieved by taking a proactive approach that builds trust.
7. Information Management
Includes the processes required to ensure timely and appropriate generation, collection,
dissemination, storage, and ultimate disposition of project information. 80% of a project managers
time is spent communicating via reports, email, telephone, meetings and presentations. The first
step of the plan is to define the informations needs of the stakeholders, determine when they
need it, how the information will be distributed and how to evaluate the relevance and
effectiveness of the information.
8. Risk Management
Risk Management includes the processes concerned with identifying, analyzing, and responding to
project risk. Risk in projects is defined as something that may happen and if it does, will have an
adverse impact on the project. There are four stages to risk management planning, they are: risk
identification, risk analysis and quantification, risk response, risk monitoring and control.
Risk identification deals with finding all possible risks that may impact the project, it involves
identifying potential risks and documenting their characteristics. The project team members
identify the potential risks using their own knowledge of the project, its environment, similar
projects done in the past. Risk identification results in a deliverable, the project risk list
9. Contract Management
Contract management or contract administration is the management of contracts made with
customers, vendors, partners, or employees. Contract management includes negotiating and
managing the terms and conditions in contracts and ensuring compliance. This includes
documenting and agreeing on any changes that may arise during its implementation or execution.
It can be summarized as the process of systematically and efficiently managing contract creation,
execution, and analysis for the purpose of maximizing financial and operational performance and
minimizing risk.
E. Conclusion
Project Management has experienced an extraordinary growth in the last decade. The growth of
the profession can be attributed to globalization, implementation of mega or highly complex
projects with high risks. Modern project management is emerging as a separate discipline and is
crucial today for enterprises to maintain a competitive edge in businesses. Project Management is
fast becoming a way of life in executing projects successfully and to the satisfaction of all its
stakeholders.
F. References
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