Samenvatting Project
Management: A Managerial
Approach
Chapter 1: Projects in Contemporary
Organizations (class 1)
Defi niti on of a “project”
Program Projects Tasks Work packages Work units
Program = an exceptionally large, long-range objective is broken down into a set of
projects
Project = Specific, finite task to be accomplished
Characteristi cs of a project
Have a purpose
Have a life cycle there is a start & an end
Interdependencies some parts or tasks of a project are dependent on previous
tasks, resources, organization/environment more dependnce = more complexity
Uniqueness some degree of complexity (bcs unique)
Conflict
The first 4 ones cause conflict at some point
Projects in Contemporary Organizati ons
Contemporary organization = modern, adaptive entities designed for speed, flexibility,
and innovation in fast-paced, digital, and often unpredictable environments
Project Management has emerged because the characteristics of our turn-of- the-
century society demands the development of new methods of management
Today it is a valuable “career path”
The professionalism of project management
Project Management institute exponential growth in
members indicative of the rapid growth in the use of
projects
,Recent changes in managing organizati ons
3 revolutionary changes that impacted the process of managing organizations:
Participatory management = collaborative leadership style that empowers employees
to actively participate in decision-making, goal setting, and problem-solving
Systems approach (systems engineering)
Projects as preferred way to accomplish specific changes to alter the strategy of the
organzation
Forces of project management
3 Paramount Forces driving Project Management:
Exponential expansion of human knowledge
Growing demand for a broad range of complex, sophisticated, customized goods and
services
Evolution of worldwide competitive markets for the production and consumption of
goods and services
All 3 forces combine to mandate the use of teams to solve problems that used to be
solvable by individuals
Why project management? (slide 10-11)
Objecti ves of a project
3 objectives:
To meet specified performance
Do it within specified costs
Complete on schedule
The project life cycle
Stages of a conventional project:
Slow beginning
Buildup of size
Peak
Begin a decline
Termination
Time distribution of project effort is characterized by slow-
rapid-slow
,Other projects also exist that don’t follow the conventional project life cycle they are
comprised of subunits
Unlike the more conventional life cycle, continued inputs of effort at the end of the project
produce significant gains in returns
!Essential for the project manager is to understan the characteristics of the life cycle curve
for HIS project! The distinction between the two life cycles plays a critical role in the
development of budgets and schedules for the project
Risks during project life cycle
Certain risks during project life cycle:
Ability to meet project goals
Uncertainty of outcome greatest at start of project
More towards completion, uncertainty decreases
Anecdote backpacker and his map “It is perhaps better to have a bad plan than to have no
plan at all”
, Slide 23 structure of course (initiation, implementation, termination)
Chapter 5: Project Organization (class 1)
Growth of project oriented organizati ons
4 general reasons for the rapid growth:
Speed & market responsiveness essential for successful competition
Input from diverse areas of specialized knowledge often required for development
Rapid expansion of technological possibilities in almost every area of enterprise tends
to destabilize the structure of organizations
A majority of senior managers rarely feel much confidence in their understanding and
control of the activities in their areas
Types of project organizati ons
Project as part of a functional organization
o Projects are located within one of the functional divisions of the
firm/organization
o Example slide 6
o Advantages
Maximum flexibility in the use of staff
Individual experts can be utilized by many different projects
Specialists in the division can be grouped to share knowledge and
experience
The functional division also serves as a base of technological continuity
when individuals choose to leave the project
The functional division contains the normal path of advancement for
individuals whose expertise is in the functional area
Management: A Managerial
Approach
Chapter 1: Projects in Contemporary
Organizations (class 1)
Defi niti on of a “project”
Program Projects Tasks Work packages Work units
Program = an exceptionally large, long-range objective is broken down into a set of
projects
Project = Specific, finite task to be accomplished
Characteristi cs of a project
Have a purpose
Have a life cycle there is a start & an end
Interdependencies some parts or tasks of a project are dependent on previous
tasks, resources, organization/environment more dependnce = more complexity
Uniqueness some degree of complexity (bcs unique)
Conflict
The first 4 ones cause conflict at some point
Projects in Contemporary Organizati ons
Contemporary organization = modern, adaptive entities designed for speed, flexibility,
and innovation in fast-paced, digital, and often unpredictable environments
Project Management has emerged because the characteristics of our turn-of- the-
century society demands the development of new methods of management
Today it is a valuable “career path”
The professionalism of project management
Project Management institute exponential growth in
members indicative of the rapid growth in the use of
projects
,Recent changes in managing organizati ons
3 revolutionary changes that impacted the process of managing organizations:
Participatory management = collaborative leadership style that empowers employees
to actively participate in decision-making, goal setting, and problem-solving
Systems approach (systems engineering)
Projects as preferred way to accomplish specific changes to alter the strategy of the
organzation
Forces of project management
3 Paramount Forces driving Project Management:
Exponential expansion of human knowledge
Growing demand for a broad range of complex, sophisticated, customized goods and
services
Evolution of worldwide competitive markets for the production and consumption of
goods and services
All 3 forces combine to mandate the use of teams to solve problems that used to be
solvable by individuals
Why project management? (slide 10-11)
Objecti ves of a project
3 objectives:
To meet specified performance
Do it within specified costs
Complete on schedule
The project life cycle
Stages of a conventional project:
Slow beginning
Buildup of size
Peak
Begin a decline
Termination
Time distribution of project effort is characterized by slow-
rapid-slow
,Other projects also exist that don’t follow the conventional project life cycle they are
comprised of subunits
Unlike the more conventional life cycle, continued inputs of effort at the end of the project
produce significant gains in returns
!Essential for the project manager is to understan the characteristics of the life cycle curve
for HIS project! The distinction between the two life cycles plays a critical role in the
development of budgets and schedules for the project
Risks during project life cycle
Certain risks during project life cycle:
Ability to meet project goals
Uncertainty of outcome greatest at start of project
More towards completion, uncertainty decreases
Anecdote backpacker and his map “It is perhaps better to have a bad plan than to have no
plan at all”
, Slide 23 structure of course (initiation, implementation, termination)
Chapter 5: Project Organization (class 1)
Growth of project oriented organizati ons
4 general reasons for the rapid growth:
Speed & market responsiveness essential for successful competition
Input from diverse areas of specialized knowledge often required for development
Rapid expansion of technological possibilities in almost every area of enterprise tends
to destabilize the structure of organizations
A majority of senior managers rarely feel much confidence in their understanding and
control of the activities in their areas
Types of project organizati ons
Project as part of a functional organization
o Projects are located within one of the functional divisions of the
firm/organization
o Example slide 6
o Advantages
Maximum flexibility in the use of staff
Individual experts can be utilized by many different projects
Specialists in the division can be grouped to share knowledge and
experience
The functional division also serves as a base of technological continuity
when individuals choose to leave the project
The functional division contains the normal path of advancement for
individuals whose expertise is in the functional area
