PROJECT MANAGEMENT

1
PROJECT MANAGEMENT
Materials developed under the European programme
2
Project is the undertaking with beginning and
end. It is planned and controlled process. This
process should finish with positive result and
create new quality. Kerzner and Lewis say
that project may be described as a set of
operations or actions, which have defined
goals, determined dates of start and end and
preliminary determined budget.
3
In the ISO 10 006 standard, project was defined
as isolated process, consisting of
collection of coordinate actions with accurately
determined dates of start and end. This
undertaking is carried out in order to achieve
assumed goal, keeping the determined limits of
time, cost and resources
4
Project Management Institute (PMI) defines The
project as single effort undertaken in order to
create unique project or service and applicat
ion of knowledge, skills, tools and
operation techniques of project in order to
satisfy or even exceed the demands and
expectations of participants connected with
project
5

• Projects are usually characterised by
• individuality,
• time limits,
• demand of various qualifications,
• complexity.
•  
• Implemented management of project is connected
  with study of procedures of formulation,
  realisation, monitoring of project and effective
  system of information flow and decision
  undertaking on the basis of existing structure of
  organisation. Project management process is
  complex and its goal to work out the detailed
  scope of operations and actions and organisation
  of their realisation.

6
Project manager should be nominated at very
begining. Goals and final product of the project
should be identified at this stage. Accessible
resources and deadlines of execution should be
established. Next, manager must start the
planning, coordination and monitoring processes
of the project.
7

• History of project management
• Henry Gantt, at the turn of the century, system
  of tasks
• and bonuses
• dividing the process into the series of
  tasks, estimated
• standards, visual monitoring of progress
• PERT Programme Evaluation and Review Technique
  
• technique of programming the assessment and
• changes, actions network diagrams, assessment
  and
• estimation of duration
• CPM Critical Path Method method of diagrams,
  actions
• plan on the basis of the longest path of
  biggest time of
• carried out operation

8

• What the project depends on?
• Two types of assessment of effectiveness
• finish the realisation in time
• realisation within the confines of the budget
• and additionally
• achievment of the assumed goals (scope)
• satisfaction of clients / beneficiaries
  (quality)
• if losses in the team did not occured (resources)

9
Dependance on measure of success
TIME
COST SCOPE
Jakosc zasoby
10
Project processes and their relationships
planning
initiation
monitoring
realisation
reporting
11
Deming Circle

Act
Plan
Study
Do
Plan, Do, Study, Act Continuous
Improvement
12

• Initiation of the project
• all actions for the preparation of realisation
  and start of realisation of the project
• Planning of the project (very important stage)
• planning of actions
• creation of realisation plan
• analyse of work and preliminary schedule
• Realisation of the project
• actions connected with the project activity
• list of the project needs (resources)
• statement of feasibility of the project

13

• Feasibility of the project (continuation)
• Limits of feasibility in the scope of resources
• and environment
• technical
• financial
• operational
• geographical
• of time
• of resources
• legal
• political

14

• Project monitoring
• check actions
• monitoring of operations course
• progress assessment
• checking on the basis of schedule (time)
• quality inspection
• cost checking
• feedback corrective actions
• Reporting
• preliminary assessment of project condition (so
  called
• inception)
• partial report (for stages (milestones))
• final report

15
Structure of project management
B e n e f i c i a r i e s
P r o j e c t
Project Manager
Members of team
Members of team
Subcontractors
16

• Areas of project management skills
• integration mangement
• operation scope management
• time management
• material resources management
• human resources management
• communication management
• quality management
• cost management
• risk management

17

• 1. Integration management
• key areas identification
• integration of works
• creation of coherent, full, and correct plan
• execution of plan
• supervision of changes control process
• integration of project development in accordance
  
• with plan (connection of phases)
• integration of actions out of plan
• integration of introduced corrections (feedback)
• integration of processes (see, previous slide)

18

• 2. Actions scope management
• ability to define the actions (operations)
• check, if all necessary actions are planned
• elimination of needless actions
• concerns the start but all project phases also
• carry out actions in accordance with their
  definitioni
• checking and assessment of changes in the
  project
• main tasks of project manager
• management of actions scope is very important as
  thanks to that the expectations of beneficiaries
  and project realisation team are formulated

19

• 3. Time management
• abilityh to act in accordance with the schedule
• creation of project actions structure
• analyse of project works (operations)
• relations between the tasks and project actions
• estimation of time consumption
• working out, assessment and corrections of
  schedule
• estimation of monitoring and updating of project
• (feedback)
• Manager has to be a master of project and its
  schedule and estimately introduced changes

20

• 4. Material resources management
• management of materials necessary for the
  realisation of project
• managment of delivery (purchase)
• managment of sub-contractors
• account for material expenses at the end
• 5. Human resources management
• determination of team apointed for the own
  project or won project
• the role of participants
• the competence of participants
• proffesional development

21

• 6. Communication management
• working out the information flow diagram
• enforcement of information flow
• determination of information volume for the
  individual addressee
• creation of the system protecting the feedback
  providing the effectiveness of system
• 7. Quality management
• quality planning (stage of project preparation)
• quality assurance (stage of assessment and
  project activation manager role)
• quality inspection (stage of realisation and
  being up-to-date)

22

• 8. Cost management
• determination of project cost
• determination of quantity (consumption) of the
  necessary resources
• checking the budget for the individual items or
  areas
• steady costs and changeable costs
• personal costs and material costs
• 9. Risk management
• identification of risk management
• attribute the risks to the management areas
• probability of occurence
• influence (danger) on the project
• solutions/emergency scenario

23
Bibliografia 1.Burton C., Norma M., Project
Management Wroclaw 1999 2.Brilman J., Modern
conceptions and management methods PWN W-wa
2002 3.Martinich J.S., Production and Operations
Management, N.Jork, 1997 4.Mingus N.,
Project Management Gliwice 2002 5. Krawiec
F., Innovation project management Warszawa,
Diffin, 2000
24
Project forms may be taken from www.ukie.gov.pl
www.parp.gov.pl www.bkkk.cofung.org.pl www.europa
.eu.int Information on current
projects www.ngo.pl