Samenvatting project management
PART 1 : MANAGING THE CONTEXT
Chapter 1: Modern project management
An overview of PM
What is a project?
• Project Defined
• A complex, non-routine, one-time effort limited by time, budget, resources,
and performance specifications designed to meet ‘customer’ needs.
• Major Characteristics of a Project
• Has an established objective.
• Has a defined life span with a beginning and an end.
• Requires across-organizational participation.
• Involves doing something never been done before.
• Has specific time, cost, and performance requirements.
,Program versus project
• Program Defined
• A series of coordinated, related, multiple projects that continue over an
extended time and are intended to achieve a goal.
• A higher-level group of projects targeted at a common goal.
• Examples:
• Project: completion of a required project management course.
• Program: completion of all courses required for a business major or
masters
Comparison of routine work with projects: examples
Routine, Repetitive Work
• Taking class notes
• Daily entering sales receipts into the accounting ledger
• Responding to a supply-chain request
• Practicing scales on the piano
• Routine manufacture of an Apple iPod
• Attaching tags on a manufactured product
Projects
• Writing a term/bachelor/master paper
• Setting up a sales kiosk for a professional accounting meeting
• Developing a supply-chain information system
• Writing a new piano piece
• Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and
stores 10,000 songs
• Wire-tag projects for GE and Wal-Mart
Project Life Cycle (PLC)
,The challenges of project management
• The Project Manager (also plans, decides, organizes, leads and controls…)
• Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration to the project team.
• Is responsible for performance and success of the project.
• Must induce the right people at the right time to address the right issues and
make the right decisions.
The importance of project management
• Factors leading to the increased use of project management:
• Compression of the product lifecycle (ex. project teams to shorten “time to
market”)
• Knowledge explosion
• Tripple bottom line (planet, people, profit)
• Corporate downsizing
• Increased customer focus
• Small projects represent big problems
Research observation: managing project portfolios by senior management is difficult,
prioritizing of projects within portfolios is often missing
and measuring inefficiencies is largely absent.
Benefits of an Integrative Approach to Project Management
• Integration (or centralization) of project management provides senior management
with:
• An overview of all project management activities
• A big picture of how organizational resources are used
• A risk assessment of their portfolio of projects
• A rough metric of the firm’s improvement in managing projects relative to
others in the industry
• Linkages of senior management with actual project execution management
Integrated Project Management Systems
• Problems resulting from the use of piecemeal/ad hoc project management systems:
• Do not tie together and with the overall strategy of the firm.
• Fail to prioritize selection of projects by their importance of their contribution
to the firm’s strategy.
• Are not integrated throughout the project lifecycle.
• Do not match project planning and controls with organizational culture, to
make appropriate adjustments in support of project endeavors.
, Major Functions of Portfolio Management
• Oversee project selection.
• Monitor aggregate resource levels and skills.
• Encourage use of best practices.
• Balance projects in the portfolio in order to represent a risk level appropriate to the
organization.
• Improve communication among all stakeholders.
• Create a total organization perspective that goes beyond silo thinking.
• Improve overall management of projects over time.
The YING-YANG of Project Management
Example Work breakdown structure (WBS)
PART 1 : MANAGING THE CONTEXT
Chapter 1: Modern project management
An overview of PM
What is a project?
• Project Defined
• A complex, non-routine, one-time effort limited by time, budget, resources,
and performance specifications designed to meet ‘customer’ needs.
• Major Characteristics of a Project
• Has an established objective.
• Has a defined life span with a beginning and an end.
• Requires across-organizational participation.
• Involves doing something never been done before.
• Has specific time, cost, and performance requirements.
,Program versus project
• Program Defined
• A series of coordinated, related, multiple projects that continue over an
extended time and are intended to achieve a goal.
• A higher-level group of projects targeted at a common goal.
• Examples:
• Project: completion of a required project management course.
• Program: completion of all courses required for a business major or
masters
Comparison of routine work with projects: examples
Routine, Repetitive Work
• Taking class notes
• Daily entering sales receipts into the accounting ledger
• Responding to a supply-chain request
• Practicing scales on the piano
• Routine manufacture of an Apple iPod
• Attaching tags on a manufactured product
Projects
• Writing a term/bachelor/master paper
• Setting up a sales kiosk for a professional accounting meeting
• Developing a supply-chain information system
• Writing a new piano piece
• Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and
stores 10,000 songs
• Wire-tag projects for GE and Wal-Mart
Project Life Cycle (PLC)
,The challenges of project management
• The Project Manager (also plans, decides, organizes, leads and controls…)
• Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration to the project team.
• Is responsible for performance and success of the project.
• Must induce the right people at the right time to address the right issues and
make the right decisions.
The importance of project management
• Factors leading to the increased use of project management:
• Compression of the product lifecycle (ex. project teams to shorten “time to
market”)
• Knowledge explosion
• Tripple bottom line (planet, people, profit)
• Corporate downsizing
• Increased customer focus
• Small projects represent big problems
Research observation: managing project portfolios by senior management is difficult,
prioritizing of projects within portfolios is often missing
and measuring inefficiencies is largely absent.
Benefits of an Integrative Approach to Project Management
• Integration (or centralization) of project management provides senior management
with:
• An overview of all project management activities
• A big picture of how organizational resources are used
• A risk assessment of their portfolio of projects
• A rough metric of the firm’s improvement in managing projects relative to
others in the industry
• Linkages of senior management with actual project execution management
Integrated Project Management Systems
• Problems resulting from the use of piecemeal/ad hoc project management systems:
• Do not tie together and with the overall strategy of the firm.
• Fail to prioritize selection of projects by their importance of their contribution
to the firm’s strategy.
• Are not integrated throughout the project lifecycle.
• Do not match project planning and controls with organizational culture, to
make appropriate adjustments in support of project endeavors.
, Major Functions of Portfolio Management
• Oversee project selection.
• Monitor aggregate resource levels and skills.
• Encourage use of best practices.
• Balance projects in the portfolio in order to represent a risk level appropriate to the
organization.
• Improve communication among all stakeholders.
• Create a total organization perspective that goes beyond silo thinking.
• Improve overall management of projects over time.
The YING-YANG of Project Management
Example Work breakdown structure (WBS)
