Project-Management-Introduction.ppt
- 1. Copyright 2009 John Wiley & Sons, Inc. Chapter 1 Projects in Contemporary Organizations
- 2. Introduction Much of project management developed by the military – Navy’s Polaris program – NASA’s space program – Strategic defense initiative Project management has found wide acceptance in industry It has many applications outside of construction – Managing legal cases – Managing new product releases
- 3. Introduction Continued Main forces in driving the acceptance of project and other forms of management: 1. The exponential growth of human knowledge 2. The growing demand for a broad range of complex goods and services 3. Increased worldwide competition All of these contribute to the need for organizations to do more and to do it faster Project management is one way to do more faster
- 4. 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
- 5. Main Goals of Project Management 1. Time 2. Cost 3. Performance Time, cost, and performance are all related on a project
- 6. Direct Project Goals: Performance, Cost, Time Figure 1-1
- 7. Project Management Institute (PMI) The Project Management Institute is the major project management organization Founded in 1969 Grew from 7,500 members in 1990 to over 260,000 in 2007 The Project Management Journal and PM Network are the leading project management journals
- 8. Project Manager Project manager is the key individual on a project Project manager is like a mini-CEO While project manager always has responsibility, may not have necessary authority
- 9. The Definition of a “Project” A ‘Project’ is a temporary endeavour, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables). E.g.- hospital, freeways, new website, movie, insurance policy etc.
- 10. Major Characteristics of a Project Importance Performance Life cycle with a finite due date Interdependencies Uniqueness Resources Conflict
- 11. Why Project Management? The main purpose for initiating a project is to accomplish some goal Project management increases the likelihood of accomplishing that goal Project management gives us someone (the project manager) to spearhead the project and to hold accountable for its completion
- 12. Negative Side to Project Management Greater organizational complexity Higher probability organizational policy will be violated Says managers cannot accomplish the desired outcome Conflict
- 13. The Project Life Cycle Figure 1-3
- 14. Time Distribution of Project Effort Figure 1-4
- 15. Another Possible Project Life Cycle Figure 1-5
- 16. Risk During at the Start of the Life Cycle Figure 1-6
- 17. Risk During the Life Cycle Figure 1-7
- 18. The Structure of this Course Follows the project life cycle Some topics stand-alone Other topics incorporated throughout Exercises Case-studies Tutorials
- 19. Part I: Project Initiation 1. Projects in Contemporary Organizations 2. Strategic Management and Project Selection 3. The Project Manager 4. Negotiation and the Management of Conflict 5. The Project in the Organizational Structure
- 20. Part II: Project Planning 6. Project Activity Planning 7. Budgeting and Cost Estimation 8. Scheduling 9. Resource Allocation
- 21. Part III: Project Execution 10. Monitoring and Information Systems 11. Project Control 12. Project Auditing 13. Project Termination