Trends in Project Management

⚫ Achieving Strategic Goals

⚫ Achieving Routine Goals
⚫ Improving project effectiveness
⚫ Virtual projects
⚫ Dynamic and Quasi-projects

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Projects Tend to be Large

⚫ Projects tend to be large

– The Channel Tunnel, or Chunnel
– Denver International Airport
– Panama Canal expansion project
– Three Gorges Dam, China
⚫ Projects are getting larger over time
– Flying: balloons → planes → jets → rockets →
reusable rockets
⚫ The more we can do, the more we try to do

1-17
Project Management Also Getting
smaller

⚫ More people are seeing the advantages

of project management techniques
⚫ The tools have become cheaper
⚫ The techniques are becoming more
widely taught and written about
⚫ Hence more works are being taken up
in Project Management way.

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Project Management Areas of
Responsibility

⚫ Establish objectives that can be

achieved
⚫ Identify the requirements for the project
⚫ Satisfy everyone’s needs
⚫ Balance scope, time and cost (Triple
Constraint)
Three Project Objectives: The “Triple
Constraint”

⚫ Time
⚫ Cost
⚫ Scope

⚫ Time, cost, and performance are all

related to a project

1-20
The Triple Constraint
 Direct Project Goals: Scope, Cost,
Time

Figure 1-1 1-22

Scope Creep

⚫ Add Time- delay the project to give you more

time to add the functionality ($)

⚫ Add Cost- recruit, hire or acquire more people

to do the extra work ($)

⚫ Cut Quality- trade off some non-essential

requirements for the new requirements ($)
Project Success

⚫ Project efficiency
⚫ Impact on the customer
⚫ Business impact on the organization
⚫ Opening new opportunities for the future

1-24
Who are the stakeholders?
Project Manager

⚫ Project manager is the key individual on a

project
⚫ Project manager is like a mini-CEO

1-26
Key functions of a Project
Manager
Responsibilities of the Project
Manager

⚫The project manager’s responsibility is to ensure the

customer is satisfied that the work scope is completed
in a quality manner, within budget, and on time.

⚫ Provides leadership in planning, organizing, and

controlling the work effort
⚫ Coordinates the activities of various team members
⚫ Does not try to do it alone
⚫ Involves the project team to gain their commitment
5
Responsibilities of the Project
Manager (Cont.)

Planning
⚫ Clearly defines the project objective and reaches
agreement with the customer
⚫ Communicates this objective to the project team

6
Responsibilities of the Project
Manager (Cont.)

Organizing
⚫ Secures the appropriate resources
⚫ Decides which tasks should be done in-house and
which by subcontractors or consultants
⚫ Assigns responsibility and delegates authority
⚫ Creates an environment in which individuals are
highly motivated

7
Responsibilities of the Project
Manager (Cont.)

Controlling
⚫ Tracks actual progress and compares it with
planned progress
⚫ Takes immediate action if progress or costs change

8
Skills of the Project Manager

The project manager is a key ingredient in the

success of a project.
⚫ Strong leadership ability
⚫ Ability to develop people
⚫ Excellent communication skills
⚫ Good interpersonal skills
⚫ Ability to handle stress
⚫ Problem-solving skills
⚫ Time management skills
9
Leadership Ability

Leadership is getting things done through others.

⚫ Inspire the people assigned to the project

⚫ Create vision of the result and benefits of the
project
⚫ Participative and consultative leadership style
⚫ Establishes the parameters and guidelines for what
needs to be done
⚫ Does not tell people how to do their jobs 10
Leadership Ability (Cont.)

⚫ Involves and empowers the project team

⚫ Involves individuals in decisions affecting them
⚫ Empowers individuals to make decisions within
their assigned areas
⚫ Understands what motivates team members and
creates a supportive environment
⚫ Does not create situations that cause individuals to
become discouraged
⚫ Fosters motivation through recognition

11
Leadership Ability (Cont.)

⚫ Sets the tone of trust, high expectations, and

enjoyment
⚫ Has high expectations of themselves and of each
person on the project team
⚫ Is optimistic and positive
⚫ Encourages the same positive attitude
⚫ Is highly motivated and sets a positive example
⚫ Has self-confidence and inspires confidence
⚫ Leads by making things happen

12
Ability to Develop People

⚫ Committed to the training and development of people

⚫ Uses the project to add value to each person’s
experience base
⚫ Believes that all individuals are valuable to the
organization
⚫ Stresses the value of self-improvement

13
Ability to Develop People (Cont.)

⚫ Provides opportunities for learning and

development by encouraging individuals to assume
the initiative, take risks, and make decisions
⚫ Provides assignments that require individuals to
extend their knowledge
⚫ Identifies situations in which less experienced
people can learn from more experienced people
⚫ Has people attend formal training sessions
⚫ May provide coaching
14
Communication Skills

Effective and frequent communication is crucial.

⚫ Communicate regularly with the project team,
subcontractors, customer, and own upper
management
⚫ A high level of communication is especially
important early in the project
⚫ Good oral and written communication skills
⚫ Spend more time listening than talking

15
Communication Skills (Cont.)

⚫ Establish ongoing communication with the customer

⚫ Communication should be timely, honest, and
unambiguous
⚫ Effective communication establishes credibility
and builds trust
⚫ Provide timely feedback to the team and customer
⚫ Create an atmosphere that fosters timely and
open communication

16
Interpersonal Skills

⚫ Good interpersonal skills are essential

⚫ Develop a relationship with each person on the
project team
⚫ Try to learn about the personal interests of each
individual without being intrusive
⚫ Should use open-ended questions and do a lot of
listening
⚫ Empathize with individuals when special
circumstances arise

17
Interpersonal Skills (Cont.)

⚫ Maintain relationships throughout the duration of

the project
⚫ Use good interpersonal skills to try to influence
the thinking and actions of others
⚫ Use good interpersonal skills to deal with
disagreement or divisiveness

18
Ability to Handle Stress

⚫ Cannot panic; remain unruffled

⚫ Able to cope with constantly changing conditions
⚫ Act as a buffer between the project team and the
customer or upper management
⚫ Have a good sense of humor
⚫ Stress is likely to be high when a project is in
jeopardy of not meeting its objective

19
Problem-Solving Skills

⚫ Early identification of a problem or potential

problem is important
⚫ Encourage project team members to identify
problems early and solve them on their own

20
Time Management Skills

⚫ Have self-discipline
⚫ Be able to prioritize
⚫ Show a willingness to delegate

21
4
P
r PM-Types of Project Managers
5
o
f ⚫ Project Expeditors
. ⚫ Project Coordinators
V ⚫ Matrix Managers
. ⚫ Pure Project Managers
S
e Ref.1
s
h
4
6 Forms of Projects

A collection of projects, or programs and

other work that are grouped together to
facilitate effective management of that work
to meet strategic objectives

Portfolio
group of related projects
managed in a coordinated way
to obtain benefits and control
not available from managing
them individually
Programs

A temporary endeavour
Projects undertaken to create a
unique product, service or

result .
4
P
r Programme Management
7
o
f Programme Management
. is a means of organising
V a range of projects
. Programme Management
S can be defined as 'A
e group of projects
s managed together for
h added benefit' (Turner
4
P
r Programme Management –contd.
8
o As an example, to achieve a strategic objective
f of offering Value for Money, projects may be
started to:
. ⚫ implement a new information system to
increase efficiency in administration
V ⚫ set up a new team to co-ordinate Business
. ⚫ and Community Engagement activities
build a new library to replace an existing
S outdated and inadequate library space
These seemingly unconnected projects can all
e contribute to the strategic aim of the
programme.
s Source: jisc infonet

h
4
P
r Mumbai New Metro Lines Plan
9
o
f ⚫ The Maharashtra Urban Development
. (UD) Department has approved 118km of
Metro lines, which will connect various
V parts of the Mumbai suburbs. The move
. is aimed to ease traffic congestion.
S
e
s
h
5
P
r Portfolio Management
0
o
f
•Portfolio Management is about deciding which
. programmes and projects to run in order to
V support your strategic objectives (and
therefore which ones not to run).
. •Portfolio Management is about making sure
S your organisation makes the right investments
and gets the returns it needs for organisational
e growth and delivery of its Mission.
Source: Internet –JISC infonet
s
h
Other Forms of Projects-
Non –Projects

⚫ Non –Projects: Some tasks may be very

difficult, may have several uncertain
aspects (selling property) or risks (riot
police) or involve a lot of people
(managing daily rail traffic from control
room). These are called Non Projects,
since they are routine.

1-51
Forms of Projects- Quasi Projects

⚫ Quasi Projects: Tasks assigned to

individuals or groups of employees for
carrying out some job. Ex: Boss – John –
”ensure that this machine is set up
promptly. It is your responsibility”
In such case, there is no single authority, no clear budget,
no specific deadline. It is not John’s full time job. However,
there is a start and end time, and a team needs to work on
completion. This is a quasi project.

1-52
Quasi Project examples

⚫ “Judy, we need to finish a new template

by Friday morning”
⚫ “Can you find out about this and prepare
a detailed report before we meet the
customer?”

1-53
Project Management Organizations

⚫ The Project Management Institute,

founded in 1969, is the major project
management organization
⚫ Grew from 7,500 members in 1990 to
over 320,000 in 2010
⚫ Other organizations
– Association for Project Management
– International Project Management
Association

1-54
Trends in Project Management

⚫ Achieving strategic goals

⚫ Achieving routine goals
⚫ Improving project effectiveness
⚫ Virtual projects
⚫ Dynamic and quasi-projects

1-55
Recent Changes in Managing
Organizations

⚫ Consensual management
⚫ Systems approach
⚫ Projects are established in order to
accomplish set goals

1-56
 The Project Life Cycle

Figure 1-3 1-57

 Another Possible Project Life Cycle

Figure 1-5 1-58

PM Fundamentals

Copyright 2012 John Wiley & Sons, Inc.

Project Life Cycle

5. Requirements
Project Life Cycle
 Risk During at the Start of the Life Cycle

Figure 1-6 1-62