PROJECT MENAGEMENT FRAME

WORK & TOOLS

EM-504

OVER VIEW OF PROJECT MANAGEMENT

Basic Core of Knowledge
needed to understand
Project Management
6. Time Management
7. Conflicts
8. Special Topics

Support Functions:
Time Management,
Conflicts, special
topics

1. Overview
2. Systems Theory and Concepts
3. Organizational Structures
4. Organizing and Staffing
5. Management Functions

Executive involvement
and the critical success
factors for predicting
project success

9. Variables for Success

10. Working with Executives

11. Planning
Quantitative chapters on
planning, scheduling, cost
12. Network Scheduling Techniques
control and estimation
13.Project Graphics
14. Pricing and Estimating
Deals with trade-off on
15. Cost Control
16. Trade-Off Analysis
time, cost, performance

17. Risk Management

Advanced topics in
project management
and future trends

What is a PROJECT?
A Project can be considered to be any series of activities
and tasks that:
Have a specific objective to be completed within
certain specifications
Have defined start and end dates
Have funding limits (if applicable)
Consume resources (i.e., money, people, equipment)

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Resources

st
Co

Tim
e

Project Management

Performance

INTRODUCTION OF PROJECT MANAGEMENT

Planning
PLANNING

Definition of quantity and quality of work

Scheduling

Definition of work requirements

Routing planned work

Use of optimization
techniques like Gantt

Definition of Resources needed

SCHEDULING

Use of Techniques like

PERT/CPM

Controlling
Tracking Progress
Compare actual with predicted

CONTROL

Analyzing impact
Make adjustments

12

WHAT IS A SUCCESSFUL PROJECT MANAGEMENT

A SUCCESSFUL PROJECT MANAGEMENT CAN BE
DEFINED HAVING ACHIEVED THE PROJECT
OBJECTIVES
Within time
Within cost
At the desired performance/technology level
While utilizing the assigned resources effectively and efficiently
Accepted by the customer
With acceptance by the customer or user
When you can use the customers name as reference

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OBSTACLES IN PROJECT MANAGEMENT

Project Complexity
Customers special requirements
Organizational Restructuring
Project Risks
Changes in Technology
Forward planning and Pricing

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PROJECT MANAGER-FUNCTIONAL MANAGER

INTERFACE

Project managers

Executives

Functional
managers

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PROJECT MANAGER-FUNCTIONAL MANAGER

INTERFACE
Most companies have the following resources,
1. Money

4. Facilities

2. Manpower

5. Materials

3. Equipment

6. Information Technology

Project managers
control only Project Money.

Functional managers
control resources
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PROJECT MANAGER-FUNCTIONAL MANAGER

INTERFACE

Project management is more behavioral than quantitative.

Effective project management requires an understanding of,
Quantitative tools and techniques
Organizational structures
Organizational behavior
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DEFINING PROJECT MANAGERS ROLE

Project Managers have increasing responsibility, but very little authority.
This lack of authority forces them to negotiate with upper level
management as well as functional management.

Interface Management
Managing human interrelationships in the project organization
Maintaining balance between technical and managerial project functions
Coping with risk associated with project management
Surviving organizational restraints

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DEFINING FUNCTIONAL MANAGERS ROLE

Define how the task will be done

Where the task will be done
Provide sufficient resources to accomplish the objective within constraints

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DEFINING FUNCTIONAL MANAGERS CONSTRAINTS

Unlimited work requests especially during competitive bidding
Predetermined deadlines
All requests having a high priority
Limited number of resources
Unscheduled changes in project plan
Unpredicted lack of progress
Unplanned absence of resources
Unplanned loss of resources
Unplanned turnover of personal

20

DEFINING THE EXECUTIVES ROLE

New expectations of and new interfacing role:

Project planning and objective setting
Conflict resolution
Priority setting
Project sponsor

21

WORKING WITH EXECUTIVES

22

Pro
ject

ge r
ana
e M
Lin

Success
Successof
of
PM
PM
Executives

Ma n
ager

WORKING WITH EXECUTIVES

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THE GROWTH OF PROJECT MANGEMENT

PM if properly implemented, can make it easier for executives
to overcome obstacles such as.
Unstable economy
Shortages
Soaring costs
Increased complexity
Heightened competition
Technological changes
Societal concerns
Consumerism
Ecology
Quality of Work

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LOCATION OF THE PROJECT MANAGER

President

60

What salary?
Who to report?

Vice President

50

Director

40

Division

30

Department

20

Section

10

Laborer

1-9
Grades

Ideally project managers

should be at the same pay
scale as the people they
negotiate.
Location depend upon upon
the
Type of organization
Responsibility
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Definition of a Program

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