Project management Principles of project management

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Project managementPrinciples of project
management
Tigran Hasic KTH 2005
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Project management

• Why am I qualified to present this topic to you?
  
• My Background (fuzzy and shady!)
• Education (I did really well in the 2nd grade!)
• Lack of competent (gray hair) speakers and
  volunteers (YES!)
• Course Time needs to be filled
• somebody has to do it
• Anyone wants to do this?

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Project managementPrinciples of project
management

• PM is the process of managing, allocating, and
  timing available resources to achieve the desired
  goal of a project in an efficient and expedient
  manner.
• PM is the planning, scheduling and controlling of
  project activities to meet project objectives.
• PM is widely recognized as a practical way of
  ensuring that projects meet objectives and
  products are delivered on time, within budget and
  to correct quality specification, while at the
  same time controlling or maintaining the scope of
  the project at the correct level.

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Project managementPM knowledge areas

• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management

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Project managementPrinciples of project
management

• Project management is about influencing tomorrow.
  Today has already happened and yesterday is gone.
  (PROACTIVE)
• Decisions affecting tomorrow can only be made on
  information available today.
• Project management is about managing a set of
  relationships over time and about understanding
  people.

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Project managementProject managers human
factors

• Leadership
• Negotiation
• Team Building
• Motivation
• Empowerment
• Relationship Management
• Communication
• Decision Making

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Project managementLaws of project management

• Projects progress quickly until they are 90
  complete. Then they remain at 90 complete
  forever.
• When things are going well, something will go
  wrong. When things just cant get worse, they
  will. When things appear to be going better, you
  have overlooked something.
• If project content is allowed to change freely,
  the rate of change will exceed the rate of
  progress.
• Project teams detest progress reporting because
  it manifests their lack of progress.

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Project managementProject managers Whats
involved

• Facilitate or enable others to perform.
• Must be commercially aware.
• Must be risk aware many uncertainties.
• Have the breadth and depth of skills to deal with
  new problems without having to draw on experience
  alone.
• To be dynamic, proactive, and continue to look
  forward.
• Decisions affecting tomorrow must be made today,
  only on the information available today
• Get by on the best possible information.

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Project managementrelationships between pm and
clients

• Many customers or clients are inexpert and need
  someone to help them secure their business
  objectives or goals.
• Project Managers can often act as clients
  representative or agent.
• Project management is about ensuring that needs
  project objectives - are translated into
  achievable actions.
• Project managers need to understand the business
  needs core and non-core businesses.

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Project managementPM services

• Who Provides Project management Services?
• Clients internally.
• Management consultants.
• Subsidiaries of other consult/
• contractor organizations.
• Specialist companies.

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Project managementpurpose of procurement

• In construction, there are many phases that a
  project passes through (Project Cycle).
• Each will demand a different approach in terms of
  leadership.
• Project Management should make that affair
  seamless and yet transparent.
• PM dynamic, proactive and persons who look
  forward all the time.

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Project managementthe project cycle
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Project Management Life Cycle
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Project managementscope, quality, time and cost
Quality/Performance
Scope
Time/Schedule
Cost/Budget
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Project managementObjectives and critical
success factors

• Projects are often defined in terms of quality,
  cost and time.
• Most clients expect to obtain the best of all
  three at the same time.
• What is the reality?
• Understanding the relationship between these
  three can lead to project success.

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Project managementCSF and KPI in PM

• At the highest level there are project goals or
  objectives.
• These are achieved if one knows what the critical
  success factors (CSF) are and how to achieve
  them.
• Key performance indicators (KPI) help you measure
  performance of a project or process.

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Project managementExercise QCT

• Define the most realistic position within a
  triangle (where the vertices are marked for
  quality, cost and time) for the following project
  types
• hotels, shops, offices, schools,
• hospitals, airport extensions,
• factories and relief roads.

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Project managementTools of trade PERT and GANTT

• A PERT chart is a graphical network model that
  depicts a projects tasks and the relationships
  between those tasks.
• A GANTT chart is a simple horizontal bar chart
  that depicts project tasks against a calendar.
  Each bar represents a named project task. The
  tasks are listed vertically in the left-hand
  column. The horizontal axis is a calendar
  timeline.

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Project managementWhy Projects Fail?

• Most failures have been
• put down to
• Poor project specification
• Unrealistic timescales
• Timescales that are too long
• Inappropriate staff
• Failure to manage user
• expectations
• Failure to manage the
• change required

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Project managementSummary

• Project Management is about understanding
  relationships and handling them over time.
• It is a pragmatic discipline in which the client
  or customer is the most important.
• It is all about balancing needs and available
  resources.
• Project is a group of activities that have been
  performed in a logical sequence to meet present
  objectives outlined in the project.
• Project Management is making the project happen
  and it also planning and controlling your
  project.
• Good project management is a successful project.

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Project managementSummary II
Projects are all about the double RR Risk and
Reward
Cost
Time
Quality
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Project managementSummary III

• Continually Track and Measure Project Status
• Be Proactive vs. Reactive/Inactive
• Commit to Personal Development
• Focus on Team Dynamics
• Avoid Over Personalized Decision Making
• Sustain Functional (not Dysfunctional)
  Communication
• Commit to Skill Building
• Create a Coaching Friendly Project Environment
• Commitment, Responsibility, Flexibility
  Team-Work

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Project managementThe Challenge

• Continual change
• Increasing complexity
• Uncertainties and risk
• New technologies
• More time spent coordinating
• Inappropriate performance measures
• Competition and new demands
• The art of project management is adjusting to
  uncertainty.