1 / 34

PROJECT MANAGEMENT 641

PROJECT MANAGEMENT 641. PAPER 3 MODELS FOR PROJECT MANAGEMENT. Model can answer: WHAT IS PROJECT MANAGEMENT. MODELS OF PROJECT MANAGEMENT. MODELS FOR PROJECT MANAGEMENT.

andrew
Download Presentation

PROJECT MANAGEMENT 641

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. PROJECT MANAGEMENT 641 PAPER 3 MODELS FOR PROJECT MANAGEMENT

  2. Model can answer: WHAT IS PROJECT MANAGEMENT MODELS OF PROJECT MANAGEMENT

  3. MODELS FOR PROJECT MANAGEMENT PM “has yet to define an accepted, comprehensive model that effectively describes the processes a project must go through in order to transition an idea from concept to a finished product” (Adams & Caldentey, 1998).

  4. MODELS FOR PROJECT MANAGEMENTWhat’s a Model ? • Simplification of reality , to explain & emphasise main characteristics of that reality • Highlights most important attributes of real situation, to provide overall explanation of what occurs in actual situation • In this case, situation to be examined is process of PM

  5. KERZNER Cost/Time/ Performance Triangle

  6. KERZNER Cost/Time/ Performance Triangle • Traditional Model - managing time, cost, quality. • use resources effectively & efficiently. • maintain good customer relations • Shortfalls in this model: • No distinction between scope and quality. • No interdependencies shown • integration not represented. • Risk? Procurement? People?

  7. US PROJECT MANAGEMENT INSTITUTE - PMBOK

  8. US PROJECT MANAGEMENT INSTITUTE - PMBOK • Aim - encompass knowledge accepted as being useful to practitioners • 10 PMBOKs + 5 developing. 2 worth mentioning: • UKAPM - self-assessment checklist for key PM competencies for certification • AIPM competency standards for development and evaluation of PMs in Australia • PMI PMBOK goes beyond BOK to present a model of the project management process.

  9. The PMI PMBOK Model PMBOK model consists of: • 9 PM processes organised into • 5 PM process-groups: • Process = series of actions bringing a result

  10. The PMI PMBOK Model9 Project Management Processes • Integration elements coordinated. • Scopeproject includes all work required • Timetimely performance of the project • Cost project within approved budget • Quality project satisfies intended needs • Human Resourceeffective use of people • Communicationmanagement of information. • Procurement acquire goods & services • Risk manage risks

  11. PMBOK - 9 PM PROCESSES 9 PM processes can be categorised into : • Core processes • Must be done & “have clear dependencies that require them to be performed in essentially the same order on most projects”. • Integration, Scope, Time and Cost. • Facilitating processes • more dependent on nature of project • performed intermittently and as needed • Quality, Risk, HR, Communications , Procurement

  12. 5 PROCESS-GROUPS 9 PM processes organised into 5 groups • INITIATING - Recognise new project/phase exists, should begin & commit to do so. • PLANNING- Devise plan to accomplish project’s purpose • EXECUTING- Coordinate resources to carry out the plan • CONTROLLING- Measure progress & take corrective • CLOSING- Formalise acceptance of project & bring to an orderly end

  13. Group Characteristics output 1 = input to another iterative links between P, E, C for feedback. Groups are not discrete but tend to overlap PMBOK Model5 PROCESS-GROUPS

  14. The PMI PMBOK Model5 PROCESS-GROUPS 5 Process- Groups Project / Phases

  15. TURNER PM has three dimensions • 5 project objectives • management processes to achieve objectives • 3 levels at which the processes are applied

  16. TURNER5 Project Objectives • scope, organisation, quality, cost and time. • PM = define scope, derive organisation, state quality , estimate costs and time. • Scope & organisation mandatory: • no scope, no project • no organisation, no implementation • Whilst Q, T, C can be traded

  17. TURNERManagement Processes • Management processes needed to achieve PM objectives. • Management processes expressed in terms of a 4-stage PM life cycle. • Life cycle shows management processes to manage 5 objectives in each phase

  18. TURNER3 Levels - Each objective is managed at 3 levels • Level 1 - Integrative level. • Purpose & end product defined. • Basic cost, time & specifications defined • Any risks and assumptions stated. • Level 2 - Strategic or Administrative level • Plan management strategy e.g., milestones; responsibilities for organisational units & disciplines • Level 3 - Tactical or Operational level • Activities for each milestone defined, with responsibilities allocated

  19. LEWIS – Problem-Solving Model • Model = 16 -step problem-solving flowchart 1-8 = planning ; 9-16 = control process: • 1-5. Idea initiated. Alternatives - 1 selected. • 6-8. Plan developed with stakeholders • 9. Plan is executed. • 10-14. Execution controlled. Feedback may alter plan • 15-16. Project is closed out and reviewed

  20. MODELS - Key themes • PROJECT OBJECTIVES – PM manages • TIME, COST, SCOPE and QUALITY. • Supported by risk, procurement., etc.

  21. MODELS - Key themes • MANAGEMENT PROCESSES- Objectives managed by processes expressed either as • Classical- plan, organise, implement/lead , control • Problem-SolvingCycle - views project as problem & applies problem-solving sequence • Life Cycle - This acknowledges project life cycle e.g., concept, develop, implement, terminate.

  22. MODELS - Key themes • LEVELS OF PROJECT MANAGEMENT PROCESSES – PM applied at different levels • COMPLEXITY & INTEGRATION - Project has interlinked components. These must be integrated

  23. MODELS - SUMMARY • Difficult to produce model of PM that fully represents its complex world without making model complex & difficult to comprehend. • However, PMI & Turner provide good & similar answers to the question …………

  24. MODELS - SUMMARY what is project management ?

More Related