THE PROJECT MANAGEMENT

PROCESS

CHAPTER 2

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GENERAL MANAGEMENT Vs PROJECT MANAGEMENT
PROCESS

Control
Who judges results and
by what standards?
DIRECTING CONTROL

Directing Planning
Project
Who Resources What are
THE decides we aiming
MANAGEMENT what and for and
PROCESS
MOTIVATION PLANNING when? why?
Motivation Organizing
What What‘s
ORGANIZATION
brings out involved
the best in and why?
people?
1. THE MANAGEMENT 2. THE CORE FUNCTIONS OF 2
PROCESS PROJECT MANAGEMENT
 DIFFERENCE BETWEEN GENERAL MANGEMENT &
PROJECT MANAGEMENT

PROJECT MANAGEMENT GENERAL MANGEMNET

 SPECIFIC COST SCHEDULE AND

TECHNICAL OBJECTIVES  STRATEGIC MANGEMENT OF
 MATRIX/VERTICAL/DEDICATED THE ENTERPRISE
TEAM ORGANIZATIONAL  VERTICAL ORGANIZATIONAL
DESIGN DESIGN
 AD HOC IN NATURE
 FOCAL POINT FOR FUNCTIONAL  COCERNED WITH ENTERPRISE
AND ENTERPRISE INTERFACES MISSION, OBJECTIVES AND
 CONCERNED WITH PRODUCT, GOALS
SERVICE AND ENTERPRISE  ONGOING ENTERPRISE
PROCESS DESIGN AND
DEVELOPMENT  CONCERNED WITH
 SUPPORTS ORGANIZATIONAL ENTERPRISE STAKEHOLDERS
STRATEGIES  SEEKS ENTERPRISE
 CONCERNED WTH PROJECT EFFICIENCY AND
STAKEHOLDERS EFFECTIVENESS
 INTEGRATES FUNCTIONAL
AND PROJECT ACTIVITIES

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 THE PROJECT MANAGEMENT
PROCESS/REPRESENTATIVE FUNCTIONS
 PLANNING:  MOTIVATION:
1. DEVELOP PROJECT OBJECTIVES, 1. ASSESS FACTORS THAT
GOALS AND STRATEGIES MOTIVATE PEOPLE
2. DEVELOP PROJECT WORK 2. PROVIDE COUNSELING,
BREAKDOWN STUCTURE MENTORING e.t.c.
3. DEVELOP PRECEDENCE  DIRECTING:
DIAGRAM 1. ESTABLISH LIMITS OF
4. DEVELOP TIME BASED AUTHORITY
SCHEDULE 2. LEADERSHIP STYLE
5. PLAN FOR RESOURCE SUPPORT 3. INTERPERSONAL SKILLS AND
 ORGANIZING: PARTICIPATVE MANAGEMENT
1. ESTABLIH ORGANIZATIONAL SKILLS ENHANCEMENT
DESIGN 4. CONSENSUS DECISION MAKING
2. ASSIGN PROJECT ROLES TECHNIQUES
3. MAKE POLICIES, PROCEDURES,  CONTROL:
TECHNIQUES 1. ESTABLISH COST SCHEDULE
4. MAKE READY PROJECT AND TECHNICAL PERFORMANCE
MANAGEMENT CHARTER AND STANDARDS
OTHER DOCUMENTS 2. PMIS
5. ESTABLISH AUTHORITY, 3. HOW TO EVALUATE PROJECT
RESPONSIBILITY AND PROGRESS
ACCOUNTIBILITY

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WBS Example

5
Precedence Diagram Example

6
 THE PROJECT LIFECYCLE
(GENERIC MODEL)
PHASES OF PROJECT MANAGEMENT
TIME CONTINUUM

Conceptual
EXAMPLE 2
Phase
The Conceptual Phase,
Definition Validation, Full Scale
Phase Development, Production,
Deployment
Planning
Phase

Production
EXAMPLE 1 Phase

Idea, Research, Design,

Development, Marketing, Operational Phase
Production, After-sales Service
Divestment
Phase

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DOLLARS OF MANHOURS (LEVEL OF EFFORT)
A „TYPICAL“ PROJECT LIFE-
CYCLE

Phase 1: DEFINITION Phase 2: PLANNING Phase 3: EXECUTION Phase 4: TERMINATION

•CONDUCT STUDIES •PROCURE •TRAIN FUNCTIONAL

•IDENTIFY NEED
AND ANALYSES MATERIALS PERSONNEL
• ESTABLISH
•DEVELOP SCHEDULE • BUILD/ TEST • TRANSFER
FEASIBILITY
• DESIGN SYSTEM TOOLING MATERIALS
• IDENTIFY
• BUILD/TEST • DEVELOP SUPPORT • TRANSFER
ALTERNATIVES
PROTOTYPES REQUIREMENTS RESPONSIBILITY
• PREPARE
• ANALYZE RESULTS • PROCURE SYSTEM • RELEASE
PROPOSAL
• OBTAIN APPROVAL • VERIFY RESOURCES
• DEVELOP BASIC
BUDGET AND FOR PRODUCTION PERFORMANCE • REASSIGN PROJECT
• MODIFY AS TEAM MEMBERS
SCHEDULE
REQUIRED 8
• IDENTIFY PROJECT
TEAM Source: David I. Cleland / Lewis R. Ireland
 MANAGERIAL ACTIONS IN THE
PROJECT LIFE-CYCLE PHASES
DEFINITION PHASE PLANNING PHASE EXECUTION PHASE TERMINATION PHASE

DETERMINE THAT A DEFINE THE PROJECT PERFORM THE ASSIST IN

PROJECT IS NEEDED ORGANIZATION WORK TRANSFER OF
APPROACH OF THE PROJECT PROJECT PRODUCT
ESTABLISH GOALS (I.E. DESIGN, CON-
DEFINE THE PROJECT STRUCTION, TRANSFER HUMAN
ESTIMATE THE RESOURCES TARGETS PRODUCTION, AND
THAT THE ORGANIZATION SITE ACTIVATION, NON-HUMAN
IS WILLING TO COMMIT PREPARE THE TESTING, DELIVERY RESOURCES
SCHEDULE ETC.) TO OTHER
„SELL“ THE ORGANIZATION FOR THE EXECUTION ORGANIZATIONS
ON THE NEED FOR A PHASE
PROJECT APPROACH TRANSFER OR
DEFINE AND ALLOCATE COMPLETE
MAKE KEY PERSONNEL TASKS AND RESOURCES COMMITTMENTS
APPOINTMENTS
BUILD THE PROJECT TERMINATE
TEAM PROJECT

REWARD
PERSONNEL

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 PROJECT RESOURCE REQUIREMENTS
OVER TIME
Level of Resource
required

Conceptual Definition Production Operational Divestment

Time
David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 51.

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