Mr Jeanne Rossouw PrTech Eng (Civil)

041 504 2130

Jeanne.Rossouw@nmmu.ac.za

Mr Johann van der Merwe PrTech Eng (Civil)

041 504 3309
Johann.vanderMerwe@nmmu.ac.za

PRACTICAL PROJECT
MANAGEMENT
Course contents
1. Introduction
2. Programming Tools
3. Cost vs. Time
4. Resource levelling
5. Cash Flow
6. Project Control
7. Financial Feasibility
8. Risk
9. Computer applications
10. Evaluation

PRACTICAL PROJECT
MANAGEMENT

10 weeks contact time at 2.5hrs/week

Separate date for final evaluation
Weekly assignments/exercises
Final evaluation
Weekly evaluations
Marks combined for overall result

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 Management and Systems Thinking
a theoretical background

What is management?

Management in business and organizations is the

function that coordinates the efforts of people to
accomplish goals and objectives using available
resources efficiently and effectively Wikipedia 2015

"the art of getting things done through people".

Mary Parker Follett

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 Management Functions

Planning function
Organizing function
Control function
Assessing and change function

Nicholas and Steyn, Project Management for Engineering, Business and Technology,
fourth edition 2012

Management Viewpoints

Classical
Behavioral
Systems
Contingency

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 Soft Skills?

Motivation
Leadership
Communication
Influence
Emotional intelligence

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 MANAGEMENT STYLES
HIGH
CONCERN FOR PEOPLE
1.9 Management 9.9 Management
Thoughtful attention to
needs of people for satisfying Interdependence through a
relationships leads to a comfortable common stake in organization
friendly organization atmosphere and work tempo purpose leads to
relationships of trust & respect
5.5 Management
Adequate organization
Performance is possible though balancing
the necessity to get out word with maintaining
morale of people at a satisfactory level

9.1 Management
1.1 Management
Efficiency in operations results from
Exertion of minimum
arranging conditions of work in such an
Effort to get work done is
way that human elements interfere to a
appropriate to sustain organization membership
minimum degree

LOW HIGH
CONCERN FOR PRODUCTION

Blake and Moutons leadership grid

high

Country club Team leader

leader 1.9 9.9
Concern for relationship

Communication
Middle of the Decision making
road leader 5.5 Conflict resolution

Impoverished Task master 9.1

low

leader 1.1
low high
Concern for task

Management Styles

X vs Y
STYLE X STYLE Y

1. STATIC MANAGERIAL STRATEGY 1. DYNAMIC MANAGERIAL STRATEGY

2. HUMAN GROWTH AND DEVELOPMENT 2. HUMAN GROWTH AND DEVELOPMENT

ARE NOT POSSIBLE ARE POSSIBLE

3. SINGLE, ABSOLUTE CONTROL 3. NEED FOR SELECTIVE ADAPTATION IS

RECOGNIZED

4. WORKER PARTICIPATION IN THE 4. WORKER PARTICIPATION IN THE

ORGANIZATION IS LIMITED BY HUMAN ORGANIZATION IS LIMITED BY
NATURE MANAGEMENTS ABILITY TO LEAD

5. INEFFECTIVE ORGANIZATIONAL 5. INEFFICIENT PERFORMANCE IS THE

PERFORMANCE IS DUE TO THE NATURE RESULT OF POOR MANAGEMENT
OF THE HUMAN RESOURCES WITH WHICH
MANAGEMENT MUST WORK

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Theory X-beliefs Theory Y-beliefs

Lazy Hardworking
Dislike work Have a need to work
Need carrot and stick Want achievement
Immature Mature
Need direction Creative
Cannot take responsibility Want responsibility

What about Project Management?

Example of a systems approach

Example of a contingency approach

A management philosophy and methodology

orientated towards a single undertaking -
PROJECTS

PROJECT MANAGEMENT IS CONCERNED WITH THE

MANAGEMENT OF RESOURCES TO COMPLETE A SERIES
OF TASKS WITHIN THE CONSTRAINTS OF

TIME
COST
QUALITY

SUCH THAT THE OBJECTIVES OF THE CLIENT ARE MET

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PROJECT MANAGEMENT IS CONCERNED WITH THE
MANAGEMENT OF RESOURCES TO COMPLETE A SERIES
OF TASKS WITHIN THE CONSTRAINTS OF

TIME
COST
QUALITY

SUCH THAT THE OBJECTIVES OF THE CLIENT ARE MET

Major Constraints

TIME

PREFERENCE

COST QUALITY

Secondary Constraints

CLIENTS NEEDS

INTERNAL PROJECT CONSTRAINTS

EXTERNAL CONSTRAINTS

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 Characteristics of Projects

Single definable goal or purpose with well

defined deliverables
Unique
Unfamiliar and risky
Multiple stakeholders
Temporary
Something at stake
Process of reaching a goal
How is this different from non-project activities?

Characteristics of Project Management

Single person working independently of

functional management
PM takes ownership
Multiple, cross functional resources may be
required
PM has integrator function

Characteristics of Project Management

PM has authority to negotiate with managers

and contractors
Potential for conflict with functional managers
Teams may have two chains of command
Shared project responsibility and rewards
Temporary collaboration of resources

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 Characteristics of Project Management

Horizontal hierarchy is possible

Emphasis on project goals as opposed to
performance of functional unit
Resources are assigned

Types of Project Managers

Expediters speed up work

Coordinators unity of control
Matrix managers unity of direction
Pure project managers unity of command

Discuss these styles?

Where is Project Management appropriate

Elements of unfamiliarity
Escalated magnitude of effort
Changing environment
Necessity for integration
Reputation at stake

Why?

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 Forms of Project Management

Basic project management

Program management
New venture management
Product management

Where do projects happen?

Commercial / for profit environment

Government and nonprofit environment
Military

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