Project Management

12/21/09
Slide 1.1 Slide 1.2
Factors Leading to Increased use of Projects

In
tr -  Compression of the product life cycle
o -  Globalisation and competition
d -  Knowledge explosion
u Project Management
-  Corporate downsizing and restructuring
ct
io Click to edit Master subtitle style
-  Increased customer focus
n -  Rapid development of Third World and closed
economies
-  Small projects that represent big problems
Project Management Project Management

Chandana Unnithan Chandana Unnithan
Slide 1.3 Slide 1.4
Project Management and Productivity Overview
CO
TIM
ST
RESOURCES
PERFORMANCE/TECHNOLOGY
Project Management and productivity

are related!
Slide 1.5 Slide 1.6
Project Characteristics Project Management

•  Project Planning
•  Have a specific objective (which may be unique or
one-of-a-kind) to be completed within certain -  Definition of work requirements
specifications -  Definition of quantity and quality of work
•  Have defined start and end dates -  Definition of resources needed
•  Have funding limits (if applicable) •  Project monitoring
•  Consume human and nonhuman resources (i.e., -  Tracking progress
money, people, equipment) -  Comparing actual outcome to predicted
•  Be multifunctional (cut across several functional outcome
lines)
-  Analyzing impact
-  Making adjustments
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Slide 1.7 Slide 1.8
Benefits
•  Identification of functional responsibilities to ensure that all
Main Considerations or Obstacles
activities are accounted for, regardless of turnover - Planning
•  Minimizing the need for continuous improvement – Managing
•  Project complexity
Scope Creep/ Establishing Quality Standards •  Customer’s special requirements and scope
•  Identification of time limits for scheduling - Managing Scope changes (Scope Creep)
Creep.
•  Identification of a methodology - trade-off analysis •  Organizational restructuring
•  Measurement of accomplishment against plans – Post •  Project and Market Risks
implementation analysis/ Knowledge management / managing
turnovers •  Changes in technology
•  Early identification of problems so that corrective action may •  Unprecedented pricing changes as a result of
follow – Risk Planning
•  Improved estimating capability for future planning economic fluctuations
•  Knowing when objectives cannot be met or will be exceeded –
Linking to strategic objectives
Slide 1.9 Slide 1.10
Classical Management Resources

•  Planning •  Money
•  Organizing •  Manpower
•  Staffing •  Equipment
•  Controlling •  Facilities
•  Directing •  Materials
Information/technology
Which of the above is Usually NOT
• 
performed by the project manager?

Top of the Three Legged Stool

Three Legged Stool
ORGANIZATIONAL ORGANIZATIONAL
Sponsor STRUCTURE BEHAVIOR
PM
LM
•    Maturity
Click to inedit
Project Management
the outline is like a three
text format
legged stool which represent the Project Manager
  Second Outline Level
(s), Line Manager (s) and the Project Sponsor or TOOLS &
-  Third Outline Level cannot exist without TECHNIQUES
Senior Executive. Maturity
stability  Fourth Outline Level
-  Fifth Outline
Chandana Level
Unnithan Chandana Unnithan
-  Sixth Outline Level
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Interface Management
Integration Management
•  Managing human interrelationships
-  within the project team
Integration
between the project team and the functional Management
- 
Resources
organization
-  between the project team and senior management Capital
•  Integrated Products
-  between the project team and the customer’s Materials
•  Processes Services
organization, whether an internal or external Inputs •  Equipment Profits Outputs
organization •  Facilities
As part of interface management, the project •  Information

manager’s role also includes integration •  Personnel
management.
Multiple Boss Reporting

The Functional Role
SPONSOR GM
•  The functional manager has the responsibility to
define how the task will be done and where the
task will be done (i.e., the technical criteria)
•  The functional manager has the responsibility to
PM L L L
M M M
provide sufficient resources to accomplish the
objective within the project’s constraints (i.e.,
APM who will get the job done)
APM
PM = Project Manager
APM = Assistant Project
Manager Project Management Project Management
LM = Line or Functional
Manager
Functional Obstacles
•  Unlimited work requests (especially during competitive

bidding) Most projects also have a
Predetermined deadlines
project sponsor which may
• 
•  All requests having a high priority

• 
• 
Limited number of resources
Limited availability of resources
or may not reside at the
•  Unscheduled changes in the project plan executive levels of
Unpredicted lack of progress
management.
• 
•  Unplanned absence of resources

•  Unplanned breakdown of resources
•  Unplanned loss of resources
•  Unplanned turnover
ProjectofManagement
personnel Project Management
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The Project Sponsor Interface Project Necessities

Project Sponsor: •  Complete task definitions
Priority Projects Senior Management
•  Resource requirement definitions (and possibly
Project Sponsor:
Maintenance Projects Lower/Middle Management skill levels needed)
•  Major timetable milestones
Relationship:
•  Objective Setting
•  Definition of end-item quality and reliability
Project •  Up-Front Planning requirements
Sponsor •  Project Organization
Project •  Key Staffing •  The basis for performance measurement
Manager •  Master Plan
•  Policies
Monitoring Execution
Project
• 
Project •  Priority-Setting
Team Manager
Project Management
•  Conflict Resolution
Project Management
•  Executive-Client Contact

The tip-of-the-iceberg Syndrome
When to Use Project Management
DELEGATION
OF AUTHORITY TO
PROJECT MANAGER
•  Are the jobs complex?
EXECUTIVE
•  Are there dynamic environmental
MEDDLING considerations?
LACK OF UNDERSTANDING OF HOW PROJECT •  Are the constraints tight?
MANAGEMENT SHOULD WORK
•  Are there several activities to be integrated?
•  Are there several functional boundaries to be
LACK OF TRAINING IN COMMUNICATIONS /
INTERPERSONAL SKILLS crossed?
MANY OF THE PROBLEMS ASSOCIATED WITH PROJECT MANAGEMENT WILL

SURFACE MUCH Project Management
LATER IN THE PROJECT AND RESULT IN MUCH HIGHER COSTS Project Management
Life Cycle Phases for Project Management

The Need For Restructuring Maturity
•  Accomplish tasks that could not be

effectively handled by the traditional
Executive
structure Embryonic Management
•  Accomplish onetime activities with Acceptance
minimum disruption to routine business
Line
Management Growth Maturity
Acceptance
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Slide 1.25 Slide 1.26 Life Cycle Phases for Level 2

Life Cycle Phases for Level 2 Project Management Maturity
Project Management Maturity
Embryonic Executive
Recognize need Executive
Management
Executive
EmbryonicAcceptance
• 
•  Recognize Management Management

Visible executive
Acceptance supportAcceptance
• 
benefits
•  Recognize •  Executive
Line
applications Line understanding of
Management Maturity Management project management
Maturity
Recognize Growth
•  what Growth
Acceptance
must be done
Acceptance •  Project sponsorship
Project Management Willingness to change
Project • Management
way of doing business
Slide 1.27 Life Cycle Phases for Level 2 Slide 1.28 Life Cycle Phases for Level 2
Project Management Maturity Project Management Maturity
Line Management
Acceptance Growth
Development of a
•  Line management Executive • 
methodology
Executive
Embryonic
support Management Embryonic Management
Use of life cycle phases
•  Line management Acceptance • 
Acceptance
Commitment to
commitment
• 
planning
Line management
Line
• 
education Minimization of
• 
• 
Growth
Willingness to release Maturity Management“creeping scope”
Growth Maturity
employees for project Acceptance Selection of a project
• 
management tracking system

Projecttraining
Management Project Management
Life Cycle Phases for Level 2 Driving Forces for Maturity = The
Project Management Maturity Components of Survival
Maturity Efficiency and

Effectiveness
Capital
Projects
Development of a
Executive
• 
management cost/
Embryonic Management
schedule control
Acceptance
system New Product Customer
SURVIVAL Expectations
•  Integrating cost and
Development
Line schedule control

Management Maturity
Growth Developing
•  an
Acceptance educational program Executive Competitiveness
to enhance project Understanding
Project Management management skills Project Management
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Slide 1.31 Project Management Costs Slide 1.32

Versus Benefits
Project -Driven
Project -Driven Hybrid Non-

Cost of Project
Project-Driven
Management Additional PM has P&L
• 
•  Production driven Very few projects
Profits from
• 
responsibility but with many
Profitability from
Better Project •  PM is a projects
• 
production
Management recognized •  Emphasis on new
Large brick walls
profession product develop. Past
• 
Present
$
Multiple career Short product life Long life cycle
Pegged
•  • 
• 
paths products
cycles
•  Income comes •  Marketing-orient.
from projects
•  Need for rapid
develop. process
? Management
Project Time Project Project Management
Program Product
Chandana Unnithan Management Management
Chandana Unnithan Management
New Processes Supporting Project

From Hybrid to Project-Driven Management
1960 -1990 1990 -2001 1991-
Hybrid Hybrid 1960- 1985 1990 1992 1993 1994
1985
Empower-
Total
Traditional Project Modern Project No Quality
Concurrent ment and
Re-
Life
Engineer- Self- Cycle
Management Management Allies Manage-
ing Directed Engineering
Costing
ment
Teams
•  Entrance via   Entrance via
project-driven marketing, sales,
divisions such as Increasing Support
engineering and
MIS and R&D
Project ManagementR&D Project Management
New Processes Supporting Project New Processes Supporting Project

Management (Continued) Management (Continued)
1995 1996 1997- 1999 2000 2001 2002 2003 2004 2005
1998
Strategic
Project
Scope Co- Multi- Planning Intranet Capacity
Risk Offices Maturity
Change Located National For Status Planning
Management And Models
Project
????
Reports Models
Control Teams Teams
COEs Management
Increasing Support
Project Management
Increasing Support
Project Management
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Why is a Project Management

System Necessary? DEFINITION OF A PROJECT LIFE CYCLE
CONCEPTUAL FEASIBILITY AND DETAILED IMPLEMENTATION CONVERSION
PHASE PRELIMINARY PLANNING PHASE PHASE OR TERMINATION
PLANNING PHASE PHASE
RESOURCES
Resource
Utiliz
PMO
PMO
s ed
*
TIME
The Challenge of Project Managers

Project Life Cycle
• Manages temporary, non-repetitive activities and
frequently acts independently of the formal
organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration to the
project team.
• Is responsible for performance and success of the
project.
• Must induce the right people at the right time to
address the right issues and make the right decisions.

Success: Point Or Cube? Success

•  Critical Success Factors (CSFs) [Focuses
on the Deliverables]
•  Key Performance Indicators (KPIs)

[Focuses on the Execution Metrics of the
Cost
ty
u ali e) Process]
Q p
sco
(or
Time
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Resistance to Change
Change Process
High
Support
Support for Change

Neutral Denial
Exploration
Resistance
Low Resistance
Sales Finance H.R. Eng. I.T.
Marketing Procurement Manu. R&D
Project Management Time
Project Management
Integrated Processes for The 21st Century

Types of Cultures
•  Cooperative Project Management
•  Non-cooperative
Concurrent Total Quality
•  Isolated (large companies) Engineering Management
•  Fragmented (multinational)
Change Risk
Project Management
Management

Multi-project Management
Yrs: 1990-2000
Are the project objectives the same?

Current
• 
Yrs: 1990-2000 Yrs: 2000-2010
Integrated -  For the good of the project?

Integrated Integrated
Processes Processes Processes -  For the good of the company?
Supply chain
•  Is there a distinction between large and small
Project
projects?
•  • 
management management
•  Total quality •  Business •  How do we handle conflicting priorities?
management processes
-  Critical versus critical projects
Concurrent Feasibility
Critical versus non-critical projects
•  • 
engineering studies - 
•  Scope change •  Cost-benefit -  Non-critical versus non-critical projects

management analyses (ROI)
•  Risk management Project Management •  Capital Project Management
Chandana Unnithan budgeting Chandana Unnithan
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Project Organization Which Structure Is Best For

Project Management?
FUNCTIONAL
MANAGERS
ASST. PROJ.
MGRS.
PROJEC
MANAGE
T
R EMPLOYEE
S
PROJECT
OFFICE
ProjectPROJECT
TEAM
The Classical Management Departmental Project Management

Structure
General Division Manager
Manager
Director Level Engineering Production Sales Marketing Admin.

Department Department
Department
X Y Z
Division Level
Department Level Project Leaders Project Leaders Project Leaders
Section Level
Functional Responsibility
Section Level Section Level Section Level
Project Expeditor Project Coordinator
DIVISION
ENGINEERING MGR.
DIVISION LEGEND
FORMAL FLOW PROJECT
LIAISO PIPING HVAC CHEMICA DRAFTIN MGR.
N L G INFORMAL FLOW
DEPT.
legend DEPT. DEPT.

MANAGER MANAGER
Formal authority / reporting flow
Project
InformalManagement
authority / reporting flow Project Management
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Pure Project Structure

Project Coordinator Weaknesses
•  Upper-level management was not ready to cope
with the problems arising from shared authority. General Manager
•  Upper-level management was reluctant to

relinquish any of its power and authority to
project managers. Project A Project B Project C
Manager Manager Manager
•  Line-staff project managers who reported to a
division head did not have any authority or
control over those portions of a project in other
divisions; that is, the project manager in the ENG. MFG. ENG. MFG. ENG. MFG.
engineering division could not direct activities in

the manufacturing division.
Projectised Structure Advantages Advantages (Continued)

•  It provides complete line authority over the •  Personnel demonstrate loyalty to the project;
project (i.e., strong control through a single better morale with product identification.
project authority). •  A focal point develops for out-of-company
•  The project participants work directly for the customer relations.
project manager. Unprofitable product lines are •  There is flexibility in determining time (schedule),
easily identified and can be eliminated. cost, and performance trade-offs.
•  There are strong communications channels. •  Interface management becomes easier as unit
•  Staffs can maintain expertise on a given project size is decreased.
without sharing key personnel. •  Upper-level management maintains more free
•  Very rapid reaction time is provided. time for executive decision making.
Projectised Structure Disadvantages Disadvantages (Continued)

•  Cost of maintaining this form in a multi- •  Technology suffers because, without strong
product company would be prohibitive due to functional groups, outlook of the future to
improve company’s capabilities for new
duplication of effort, facilities, and personnel;
programs would be hampered (i.e., no
inefficient usage perpetuation of technology).
•  There exists a tendency to retain personnel •  Control of functional (i.e., organizational)
on a project long after they are needed. specialists requires top-level coordination.
Upper-level management must balance •  There is a lack of opportunities for technical
workloads as projects start up and are phased interchange between projects.
out •  There is a lack of career continuity and
opportunities for project personnel.
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Matrix Development Matrix Development (Continued)

•  Participants must spend full time on the •  All managers must have input into the planning
project; this ensures a degree of loyalty. process.
•  Horizontal as well as vertical channels •  Both horizontally and vertically oriented
must exist for making commitments. managers must be willing to negotiate for
resources.
•  There must be quick and effective methods
for conflict resolution. •  The horizontal line must be permitted to operate
as a separate entity except for administrative
•  There must be good communication
purposes.
channels and free access between
managers.
The Matrix Management Structure

Matrix Structure Advantages
General •  The project manager maintains maximum
Manager
project control (through the line managers)
over all resources, including cost and
Engineerin Operation Finance Others personnel
g s
Policies and procedures can be set up
Functional Responsibility
• 
Project Responsibility
Project
Mgr.
independently for each project, provided that
X they do not contradict company policies and
Project
Mgr. procedures
Y
Project
Mgr.
Z Project Management Project Management
Matrix Structure Advantages (Continued) Matrix Structure Advantages (Continued)

•  The project manager has the authority to •  Each person has a “home” after project
commit company resources, provided that completion. People are susceptible to
scheduling does not cause conflicts with motivation and end-item identification. Each
other projects person can be shown a career path
•  Rapid responses are possible to change, •  Because key people can be shared, the
conflict resolution, and project needs. program cost is minimized. People can work
•  The functional organization exists primarily as on a variety of problems: that is, better people
support for the project control is possible

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Matrix Structure Advantages (Continued) Matrix Structure Advantages (Continued)

•  A strong technical base can be
developed, and much more time can be •  Rapid development of specialists and
devoted to complex problem-solving. generalists occurs
Knowledge is available for all projects on •  Authority and responsibility are shared
an equal basis
Stress is distributed among the team (and
Conflicts are minimal, and those requiring
• 
• 
hierarchical referral are more easily the functional managers)

resolved
•  There is a better balance between time,
cost and performance
Matrix Structure Disadvantages Matrix Structure Disadvantages (Continued)

•  Multidimensional information flow •  Company-wide, the organizational structure
•  Multidimensional work flow is not cost-effective because more people
than necessary are required, especially
•  Dual reporting
administrative
•  Continuously changing priorities
•  Each project organization operates
Management goals different from project
independently. Care must be taken that
• 
goals
duplication of efforts does not occur
•  Potential for continuous conflict and
More effort and time are needed initially to
conflict resolution
• 
define policies and procedures, compared to

•  Difficulty in monitoring and control the traditional organizational form
Matrix Structure Disadvantages (Continued) Matrix Structure Disadvantages (Continued)

•  Functional managers may be biased
according to their own set of priorities •  Employees and managers are more
•  The balance of power between the project susceptible to role ambiguity than in the
and functional organizations must be traditional organizational form.
watched •  Conflicts and their resolution may be a
•  The balance of time, cost and performance continuous process (possibly requiring
must be monitored support of an organizational specialist).
•  Although rapid response time is possible for •  People do not feel they have any control over
individual problem resolution, the reaction their own destiny when continuously
time can become quite slow reporting to multiple managers.
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The Matrix Management Structure (With a

Matrix Structure Disadvantages (Continued) Director of Project Management)
•  Employees and managers are more General Manager
susceptible to role ambiguity than in the
traditional organizational form. Director: Director: Director: Director:
•  Conflicts and their resolution may be a Project Engineerin Manufacturin Finance/
Mgmt. g g Admin.
continuous process (possibly requiring
support of an organizational specialist).
•  People do not feel they have any control over
their own destiny when continuously Project Mgr.
X
reporting to multiple managers. Project Mgr.
Y
Project Management Project Mgr.Project Management
Chandana Unnithan Z Chandana Unnithan
Management Plan Data Project Management Responsibilities

•  To produce the end-item with the available
resources and within the constraints of time,
cost, and performance/technology
•  To meet contractual profit objectives
EMPLOYEE: EXPERTISE:
•  To make all required decisions whether they
EDWARD be for alternatives or termination
WIGGINS
•  To act as the customer (external) and upper-
0 20 40 60 80 100
PERCENT TIME ON PROJECT

level and functional management (internal)
communications focal point
Note: A responsibility assignment

Project matrix may accompany this data.
Project Management Skills Responsibility Matrix

•  Flexibility and adaptability
•  General management responsibility
•  Preference for significant initiative and
leadership •  Operations management responsibility
•  Aggressiveness, confidence, persuasiveness, •  Specialized responsibility
verbal fluency •  Who must be consulted
•  Ambition, activity, forcefulness •  Who may be consulted
•  Effectiveness as a communicator and integrator •  Who must be notified
•  Broad scope of personal interests •  Who must approve
•  Poise, enthusiasm, imagination, spontaneity

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Responsibility Assignment Matrix People Roles Which Undermine Project

(An Example) Management Implementation
Pr nag
Te
Pr fice
M
De t ager
oje er
Of ct
The
a
oje
a
Pr nesonr
pa
ct
Srptm
M ber
M
oje
Aggressor
an
o
em
ct The
Raw Material
Blocker Dominator
Procurement
Prepare bill of materials
Contact vendors LEGEND
Visit vendors Destructive
Prepare purchase General Management The Roles Devil’s
orders responsibility Withdrawer Advocate
Authorize expenditures Specialized Responsibility
Place purchase orders Must be consulted
Inspect raw materials May be consulted Recognition Topic
ManagementJumper
Seeker
Must be notified
Quality control testing Project Management Project
Must approve
Update inventory file Chandana Unnithan Chandana Unnithan
Prepare inventory
Destructive Roles Destructive Roles
The Aggressor Dominator
•  Always Tries to Take Over

•  Criticizes Everybody and Everything on
Project Management •  Professes to Know Everything About
Project Management
•  Deflates Status and Ego of Others
•  Tries to Manipulate People
•  Always Aggressive
•  Will Challenge Your Leadership

Devil’s Advocate Topic Jumper
•  Must Be the First with a New Idea/Approach

•  Finds Fault in All Areas of Project for Project Management
Management •  Continuously Changes Topics
•  Refuses to Become a Believer Unless •  Cannot Focus on Issues for a Long Time
Threatened Unless It Is His/Hers
•  More Devil Than Advocate •  Project Management Implementation
Remains an “Action Item” Forever
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Recognition Seeker The Withdrawer

•  Always Argues in Favor of His/Her Own
Ideas
•  Is Afraid of Criticism
•  Is Very Status Conscious
•  Volunteers to Become the Project Manager
•  Will Not Participate Openly
If Status Is Recognized •  Withholds Information
•  Continuous Talks (Likes to Hear Himself/ •  May Become a Back-Stabber
Herself Speak) •  May Be Shy

•  Often Boasts Rather Than Providing
MeaningfulProject
Information
Destructive Roles People Roles Which Support

Project Management Implementation
Initiators Information
The Blocker Seekers
•  Likes to Criticize Gate Information

Keepers Givers
•  Rejects the Views of Others
•  Cites Unrelated Examples and Personal Supportive
Experiences Consensus Roles
Takers Encouragers
•  Has Multiple Reasons Why Project
Management Will Not Work
Harmonizers Clarifiers
Supportive Roles Supportive Roles
Initiators Information Seekers
•  “Have We Tried Anything Like This Before?”

•  “Is There a Chance That This Might Work?” •  “Do We Know Other Companies Where
This Has Worked?”
•  “Let’s Try This!”
•  “Can We Get This Information?”

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Information Givers Encouragers
“Your Idea Has a Lot of Merit.”

“Other Companies Found That …..”
• 
• 
“The Idea Is Great But We May Have to
“The Literature Says That …..”
• 
Make a Small Change.”

• 
“Benchmarking Studies Indicate That …...”

“What You Said Will Really Help Us.”
• 
• 

Clarifiers Harmonizers
•  “Are We Saying That …..”

•  “Let Me State in My Own Words What I •  “We Sort of Agree, Don’t We?”
Think You Said.” •  “Your Ideas and Mine Are Close Together.”
•  “Let’s See if We Can Put This Into •  “Aren’t We Saying the Same Thing?”
Perspective.”

Consensus Takers Gate Keepers
•  “Who Hasn’t Given Us Their Opinions on

•  “Let’s See if We Are in Agreement.” This yet?”
•  “Let’s Take a Vote on This.” •  “Should We Keep Our Options Open?”
•  “Let’s See How the Rest of the Group Feels •  “Are We Prepared to Make a Decision or
About This.” Recommendation, or Is There Additional
Information to Be Reviewed?”
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Types of Authority Types of Authority (Continued)
The focal position for information

Selection of subcontractors
• 
• 
•  Conflict between the project manager and
functional managers •  Rights in resolving conflicts
•  Influence to cut across functional and •  Voice in maintaining integrity of the
organizational lines project team
•  Participation in major management and
technical decisions •  Establishment of project plans
•  Collaboration in staffing the project •  Providing a cost-effective information
•  Control over allocation and expenditure of system for control
funds
•  Providing leadership in preparing
Project Management operational requirements
Project Management
Types of Authority (Continued) Types of Power

•  Maintaining prime customer liaison and contact •  Legal authority: the ability to gain support
because project personnel perceive the
•  Promoting technological and managerial
project manager as being officially
improvements
empowered to issue orders
•  Establishment of a project organization for the
Reward power: the ability to gain support
duration of the project
• 
because project personnel perceive the

•  Cutting red tape project manager as capable of directly or
indirectly dispensing valued organizational
rewards (i.e., salary, promotion, bonus, future
work assignments)
Types of Power (Continued) Types of Power (Continued)
•  Penalty power: the ability to gain support •  Expert power: the ability to gain support
because the project personnel perceive the because personnel perceive the project
manager as possessing special knowledge or
project manager as capable of directly or
expertise (that functional personnel consider
indirectly dispensing penalties that they as important)
wish to avoid. Penalty power usually •  Referent power: the ability to gain support
derives from the same source as reward because project personnel feel personally
power, with one being a necessary attracted to the project manager or his
condition for the other project

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Conflict Resolution Modes (Continued) Conflict Resolution Procedures

•  Forcing. Exerting one’s viewpoint at the •  Pausing and thinking before reacting
potential expense of another. Often •  Building trust
characterized by competitiveness and a •  Trying to understand the conflict motives
win-lose situation •  Keeping the meeting under control
•  Confrontation. Facing the conflict •  Listening to all involved parties
directly, which involves a problem-solving •  Maintaining a give-and-take attitude
approach whereby affected parties work •  Educating others tactfully on your views
through their disagreements •  Being willing to say when you were wrong
•  Not acting as a superman and leveling the
Project Management discussion onlyManagement
Project once in a while
Slide 1.105
The Conflict Manager

•  Knows the organization
•  Listens with understanding rather than
evaluation
•  Clarifies the nature of the conflict
•  Understands the feelings of others
•  Suggests the procedures for resolving
differences
•  Maintains relationships with disputing parties
•  Facilitates the communications process
•  Seeks resolution
Project Management
Chandana Unnithan
18

Project Management

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12/21/09

Slide 1.1 Slide 1.2

Factors Leading to Increased use of Projects

Project Management Project Management

Slide 1.3 Slide 1.4

Project Management and Productivity Overview

Project Management and productivity

Slide 1.5 Slide 1.6

Project Characteristics Project Management

Slide 1.7 Slide 1.8

Slide 1.9 Slide 1.10

Classical Management Resources

performed by the project manager?

Project Management Project Management

Slide 1.11 Slide 1.12

Top of the Three Legged Stool

- Sixth Outline Level

Slide 1.13 Slide 1.14

As part of interface management, the project • Information

Slide 1.15 Slide 1.16

Multiple Boss Reporting

Slide 1.17 Slide 1.18

• Unlimited work requests (especially during competitive

• All requests having a high priority

• Unplanned absence of resources

Slide 1.19 Slide 1.20

The Project Sponsor Interface Project Necessities

Slide 1.21 Slide 1.22

MANY OF THE PROBLEMS ASSOCIATED WITH PROJECT MANAGEMENT WILL

Slide 1.23 Slide 1.24

Life Cycle Phases for Project Management

• Accomplish tasks that could not be

Slide 1.25 Slide 1.26 Life Cycle Phases for Level 2

• Recognize Management Management

management tracking system

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Maturity Efficiency and

Line schedule control

Slide 1.31 Project Management Costs Slide 1.32

Project -Driven Hybrid Non-

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New Processes Supporting Project

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New Processes Supporting Project New Processes Supporting Project

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Why is a Project Management

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The Challenge of Project Managers

• Is linked directly to the customer interface.

• Provides direction, coordination, and integration to the

address the right issues and make the right decisions.

Slide 1.41 Slide 1.42

Success: Point Or Cube? Success

• Key Performance Indicators (KPIs)

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Support for Change

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Integrated Processes for The 21st Century

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Are the project objectives the same?

Integrated - For the good of the project?

• Scope change • Cost-benefit - Non-critical versus non-critical projects

Slide 1.49 Slide 1.50

-  Sixth Outline Level

As part of interface management, the project •  Information

•  Unlimited work requests (especially during competitive

•  All requests having a high priority

•  Unplanned absence of resources

•  Accomplish tasks that could not be

•  Recognize Management Management

• Is linked directly to the customer interface.

• Provides direction, coordination, and integration to the

•  Key Performance Indicators (KPIs)

Integrated -  For the good of the project?

•  Scope change •  Cost-benefit -  Non-critical versus non-critical projects

•  Upper-level management was reluctant to

•  Always Tries to Take Over

•  Must Be the First with a New Idea/Approach

•  Continuous Talks (Likes to Hear Himself/ •  May Become a Back-Stabber

Herself Speak) •  May Be Shy

•  Likes to Criticize Gate Information

•  “Have We Tried Anything Like This Before?”