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Project Management:
Introduction
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Group Discussion
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Project
A unique set of co-ordinated activities, with definite
starting and finishing points, undertaken by an
individual or organization to meet specific objectives
within defined schedule, cost and performance
parameter (BS 6079-1 ‘Guide to Project Management)
A project is a sequence of unique, complex, and
connected activities having one goal or purpose and
that must be completed by a specific time, within
budget, and according to specification
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Project management
project management is essentially management of change,
while running a functional or ongoing business is managing a
continuum or ‘business-as-usual’
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Project Management
Managing a project typically includes, but is not
limited to
Identifying requirements
Addressing the various needs, concerns, and expectations of
the stakeholders in planning and executing the project
Setting up, maintaining, and carrying out communications
among stakeholders that are active, effective, and
collaborative in nature
Managing stakeholders towards meeting project
requirements and creating project deliverables
Balancing the competing project constraints, which include,
but are not limited to:
• Scope • Budget
• Quality • Resources, and
• Schedule • Risks
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Project Management Framework
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Project objectives
Must meet three fundamental criteria safely :
1. The project must be completed on time
2. The project must be accomplished within the budgeted cost
3. The project must meet the prescribed quality requirements
In certain industries like airlines, railways and mining ,safety, is
considered to be equally important, if not more so (project
diamond)
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The Relationships Among Portfolios, Programs, and Projects
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Industrial Projects
Lasting Legacy Of Project Management
Project management has had more direct impacts on human
development than any other single discipline of study in the history of the
world
From the time of ancient history and Mesopotamia’s early development
to the modern times (Pyramids, Stonehenge)
The ancient projects using gears and pulleys required extreme
preparation, labor coordination, and cooperation
processes of planning, organizing, scheduling and control were used
Elements Of Industrial Operations
to achieve and sustain industrial development, both the technical and
managerial aspects of industrial projects must come into play
The primary goal of any industry is to plan operations ahead and allocate
resources appropriately to improve industrial project efficiency,
effectiveness, and productivity while reducing production waste (Lean)
and improving product quality (Six Sigma)
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Industrial Projects
Using a formal project management approach makes it
possible to achieve this goal
Manufacturing is the process of creating a product by
processing raw materials from an initial point through to the
end product
It encompasses several functions that must be strategically
planned, organized, scheduled, controlled, and terminated
A manufacturing cycle includes such functions as forecasting,
inventory control, process planning, machine sequencing,
quality control, decision analysis, production planning, cost
analysis, process control, facility layout, work analysis, and
others
All of these are functions that fall within the process of
planning, organizing, scheduling, and control cycles of project
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Industrial Projects
Industrial projects can be characterized by a combination of
the following attributes:
Large external stakeholders, customers, owners
Internal stakeholders
Short product life cycle (in high-tech industries)
Variable investment sources
Narrow margins for success
All of these fall within the purview of a formal project management approach
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Project management interfaces in industrial organizations
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Growth of Industrial Project Management
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Project Life Cycle
Definition/initiation : identify the need costs benefits, and risks
Planning: who, how long, what to do?
Execution/control: doing and checking the project
Termination/closing: ending the project
Level of Effort
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Managing the Project Scope
The scope of the project determines the boundaries of
the project
The scope specifies what features/ a characteristic of the
project product is included and what is not included
In project management there are actually two different
scopes
Product Scope: which is what the end result of the project will
create
The product scope is what customers focus on—what they are envisioning the
firm to create
The product scope describes the thing or service that will exist as a result of
undertaking the project.
Project Scope: on the other hand, describes all the work to
create the product scope
It includes all of the work, and only the required work, to complete the project
deliverable
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Project Context
Projects cannot be run in isolation
Projects are influenced by a multitude of factors
which can be external or internal
Project managers should recognize what these factors
are and how they impact on the project during the
various phases
These external or internal influences are known as the
project context or project environment
The external factors making up this environment are the
client or customer (see figure below)
Internal influences include
organization’s management, the project team, internal
departments, and possibly the shareholders
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The project environment
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Organizational Structures
Organizational structure is an enterprise environmental factor,
which can affect the availability of resources and influence
how projects are conducted
Organizational structures range from functional to projectized,
with a variety of matrix structures in between
Three basic organizational structures
Functional: functional managers report to the CEO
Project: program managers report to the CEO
Matrix: middle ground between functional and project
structures; personnel often report to two or more bosses;
structure can be weak, balanced, or strong matrix
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Functional Organization
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Projectized Organization
Influence of Organizational Structures on Projects
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Organizational Culture
Organizational culture
is a set of shared assumptions, values, and behaviors that
characterize the functioning of an organization
Many experts believe the underlying causes of many
companies’ problems are not the structure or staff, but the
culture
Characteristics of Organizational Culture
Member identity* Risk tolerance*
Group emphasis* Reward criteria*
People focus Conflict tolerance*
Unit integration* Means-ends orientation
Control Open-systems focus*
*Project work is most successful in an organizational culture where these items are
strong/high and other items are balanced.
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Types of projects in project management
Project scope: amount of people involved and the scale of the impact of its
outcomes(big or small )
Timeframe: A project’s timeframe is defined from its initiation or
conception until result evaluation
Organization: how tasks and activities are organized and prioritized
Cost: Projects can be expensive or relatively cheap depending on their
overall cost
Communication: What are the types of project that require
communication?
Stakeholder Management: Projects can vary depending on the number of
stakeholders involved
Task assignation: completed by individual members or groups and how
responsibilities will be defined
Quality of results: Results of projects vary among the different types of
projects
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Project Classification
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Advantages of Using Formal Project Management
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Recent Trends in Project Management
Increased Emphasis on Project Management Soft Skills
interpersonal communication, leadership, negotiation skills, influencing,
and personnel management
Social Responsibility and Planning for Sustainability in
Projects
Globalization
Outsourcing:
Outsourcing is when an organization acquires goods
and/or sources from an outside source. Offshoring is
sometimes used to describe outsourcing from another
country
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Emerging Trends in Project Management
Team diversity—cognitive, cultural, and geographic
Innovation: Technology development
Virtual teams:
A virtual team is a group of individuals who work across
time and space using communication technologies
Agile project management:
able to move quickly and easily
References
1. Lester, A.( 2007). Project Management, Planning and Control. 5th ed.
Elsevier Ltd.
2. Adedeji B., Abi, B. and Ade B. (2008). Industrial Project Management:
Concepts, tools and techniques. Taylor and Francis.
3. Project Management Institute (2013). A Guide to the Project
Management Body of Knowledge. 5th ed.
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Assignment #1
Why is project management a separate
branch of study, away from the general
management?
Describe the Characteristics of project
management in Ethiopia (failure
/success)
One page each
Two-three References
Ten minute presentation
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