What is Modern Project Management And Why it is Important - Sameer Mitter
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The document outlines the distinctions between projects and routine work, detailing the characteristics of a project, including its defined objectives and lifespan. It emphasizes the importance of project management, the roles of project managers, and common pitfalls that can hinder project success. Additionally, it presents a holistic and integrative approach to project management, aligning projects with organizational strategy and improving stakeholder communication.
What is Modern Project Management And Why it is Important - Sameer Mitter
- 1. WHAT IS MODERN PROJECT MANAGEMENT AND WHY IT IS IMPORTANT Sameer Mitter
- 2. LEARNING ELEMENTS 1.1 Understand how projects differ from routine operational work. 1.2 Develop an understanding of the background to project management. 1.3 Understand at a broad level the concept of a project life cycle. 1.4 Make the link between an organisation’s strategy and the need for projects.
- 3. WHAT IS A PROJECT? Characteristics • An established objective • A defined lifespan with a defined beginning and end (temporary) • Usually the involvement of several departments and/or professionals • Typically doing something that has never been done before (unique) • Specific time, cost and performance requirements
- 4. WHAT IS NOT A PROJECT? • Routine, repetitive work • Ordinary daily work that typically requires doing the same, or similar work, over and over
- 5. COMPARISON OF ROUTINE WORK AND PROJECTS Routine, repetitive work • Taking meeting notes • Daily entering sales receipts into the accounting ledger • Responding to a supply- chain request • Practising scales on the piano • Routine manufacture of an Apple iPod Projects • Writing a book. • Setting up a sales kiosk for a professional accounting conference • Developing a supply-chain information system • Writing a new piano piece • Designing a new media player
- 6. PROGRAM VERSUS PROJECT • A program is the application of knowledge, skills, tools and techniques to meet specific requirements. • A program obtains benefits and control not available by managing projects individually.
- 7. PORTFOLIO VERSUS PROGRAM • Portfolios provide an overarching umbrella for an organisation to manage all investment activity. • Portfolios may be managed as a mix of programs and/or major projects.
- 8. THE PROJECT LIFE CYCLE
- 9. THE PROJECT MANAGER • Marshals resources for the project and relates directly to the customer • Provides direction, coordination and integration to the project team • Is responsible for the performance and success of the project • Must induce the right people at the right time to address issues, make decisions and carry out the project’s activities • Addresses the right issues and makes the right decisions
- 10. THE IMPORTANCE OF PROJECT MANAGEMENT • Compression of the product life cycle • Complexity • Triple bottom line (planet, people, profit) • Corporate downsizing • Increased customer focus • Organisational change management • Small projects represent big problems
- 11. PROJECT MANAGEMENTTODAY: A HOLISTIC APPROACH Integrative approach • The big picture: how organisational resources are being used • An assessment of the risk to their portfolio of projects • A rough metric for measuring the improvement of managing projects relative to others in the industry • Linkages to senior management • Performance management of projects • A clear definition of benefits
- 12. ALIGNMENT OF PROJECTS WITH ORGANISATIONAL STRATEGY
- 13. PROJECT MANAGEMENT TODAY:A HOLISTIC APPROACH (CONT.) Includes: • Project selection • Monitoring aggregate resource levels and skills • Use of best practices • Balancing projects in a portfolio • Improving communication among all stakeholders • An organisational perspective, beyond silo thinking • Improving management of projects over time
- 14. THE TECHNICAL AND SOCIO-CULTURAL DIMENSIONS OF THE PROJECT MANAGEMENT PROCESS
- 15. COMMON PITFALLS IN PROJECT MANAGEMENT • Not being aligned to organisational strategy • Lack of top management or sponsor support • Political discord or disagreement • Poor or inadequate estimating • Working backwards from a given drop-dead date • Inexperienced project management personnel • Fragmented team and team values
- 16. COMMON PITFALLS IN PROJECT MANAGEMENT (CONT.) •Poorly/vaguely defined requirements (Scope) •Lack of user (customer) involvement •Unrealistic requirements or expectations •Scope creep •Poor communication or lack of communication •Ignoring project warning signs •Poor governance
- 17. KEY TERMS • project • program • portfolio • project life cycle • strategic alignment • socio-technical perspective • common pitfalls