, SPA332:
Project
Management III
, Chapter 1: Essential of
Project Management
Chapter outcomes
• Clarification of project and project management concepts
• Components of projects
• Project management’s triple constraints
• Projects versus functional organisational processes
• Differences between portfolios, programmes and projects
• Different types of projects
• The uniqueness of public sector projects
• The benefits of project management applications
• Reasons for project failure and uncovering key success factors
• Project management processes
• Origins of project management as management application, discipline and
profession
• Methodologies and models for the study and application of projects
• Global trends and international standards for project management
• Project-based management
, Introduction
• The 21st century brought with it tighter budgets, less time to get things done and dwindling resources.
• Rapid change, expanding technologies (e.g. Fourth Industrial Revolution, Artificial Intelligence, Augment
Reality, Big Data, Internet -of -Things) and global marketing are real in this millennium.
• In order to compete, organisations will have to achieve more with fewer resources; computer software,
robotics and automation have eliminated many types of repetitive work, which has liberated people to fo
on new things such as more flexible organisational arrangements, new production processes, and innov
and improved service delivery.
• In this context, project management as management application has moved to the forefront in diverse w
settings. Increasingly, public and private sector institutions and development agencies utilise projects a
vehicles or tools to operationalise their strategic objectives. Projects are extremely useful to get work do
time (i.e. schedule), within budget and according to the quality standards specified for the project delive
(i.e. product or service).
• Purpose: distinguishing between organisational processes and projects; differences between portfolios
programmes and projects and uncover different types of projects; phases in a project’s life –cycle; value
chain in organisational processes.
Project
Management III
, Chapter 1: Essential of
Project Management
Chapter outcomes
• Clarification of project and project management concepts
• Components of projects
• Project management’s triple constraints
• Projects versus functional organisational processes
• Differences between portfolios, programmes and projects
• Different types of projects
• The uniqueness of public sector projects
• The benefits of project management applications
• Reasons for project failure and uncovering key success factors
• Project management processes
• Origins of project management as management application, discipline and
profession
• Methodologies and models for the study and application of projects
• Global trends and international standards for project management
• Project-based management
, Introduction
• The 21st century brought with it tighter budgets, less time to get things done and dwindling resources.
• Rapid change, expanding technologies (e.g. Fourth Industrial Revolution, Artificial Intelligence, Augment
Reality, Big Data, Internet -of -Things) and global marketing are real in this millennium.
• In order to compete, organisations will have to achieve more with fewer resources; computer software,
robotics and automation have eliminated many types of repetitive work, which has liberated people to fo
on new things such as more flexible organisational arrangements, new production processes, and innov
and improved service delivery.
• In this context, project management as management application has moved to the forefront in diverse w
settings. Increasingly, public and private sector institutions and development agencies utilise projects a
vehicles or tools to operationalise their strategic objectives. Projects are extremely useful to get work do
time (i.e. schedule), within budget and according to the quality standards specified for the project delive
(i.e. product or service).
• Purpose: distinguishing between organisational processes and projects; differences between portfolios
programmes and projects and uncover different types of projects; phases in a project’s life –cycle; value
chain in organisational processes.
