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Project Management. CPS 109 Fall 2003. Topics. Academic vs Industrial Careers Management vs Leadership Project Management Strategic Planning Human Resource Development Managing Change/Communications. Required Web Post. Assessment of Strengths and Weakness as Relates to Career Growth

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Project Management


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  1. Project Management CPS 109 Fall 2003

  2. Topics • Academic vs Industrial Careers • Management vs Leadership • Project Management • Strategic Planning • Human Resource Development • Managing Change/Communications

  3. Required Web Post • Assessment of Strengths and Weakness as Relates to Career Growth • Your Career Goal (Pick and imaginary goal if you’re not sure). Where will you be on your career path 5 years after graduation. • Plan to Meet Goal • 500 words, due Thursday 9/4 by class time

  4. Recommended Reading • The Manager's Bookshelf: A Mosaic of Contemporary Views, by J.L. Pierce & J.W. Newstrom, Harper & Row, 1990 • Managerial Insights from Literature, by PWS-Kent, 1991 • Managing Scientists: Leadership Strategies in Research and Development, by Alice Sapienza, John Wiley and Sons, 1995 • Seven Habits of Highly Successful People, by Stephen Covey, Simon & Schuster, 1989 • Corporate Culture and Performance, by John P. Kotter and James L. Heskett, The Free Press, 1992

  5. Industrial vs Academic Career?

  6. Industrial vs Academic Research • Limited resources • Long Time Frame • Grant Funding • Creative Freedom • Self Motivation • IP Rewards • Disseminate Knowledge • Unstructured • Many Distractions • Long-Term Rewards • Historically Individual Effort • Extensive Resources • Short Time Frame • Stable Funding • Product Development • The “System” • No IP • Proprietary • Structured • Focused • Immediate Rewards • Teamwork

  7. Research Management Issues?

  8. Research Management Issues • Communications • Managing Change • Motivation (Yourself & Others) • Regulatory Issues • Leadership • Technical Projects • Physical Resources • Human Resources • Financial Resources (Budgets/Grants) • Business/Legal Issues • Intellectual Property

  9. Leaders You Admire?

  10. Leadership Definition Dynamic Process: Leader Situation Leverage Issues: -Power & Authority -Worthiness -The Circle Mix -”Management” Involves: -People -A Goal (formal or Informal)

  11. Comments • There is significant disagreement about the definition of the word, leadership. Most generally agree it involves: • A Group of People (more than two) • An Incremental Result • An Influence Process

  12. Comments • Key issues regarding the definition of leadership include: • Is there a distinct leadership phenomenon? • Do objectives have to be worthy? • What is the relationship between leadership and authority? • What is the relationship between leadership and the exercise of power? • How can the difference between leadership and management be properly defined? • Leader vs Leadership: Is leadership more than leaders? Does it vary with the situation and the group? Can followers lead?

  13. Traits (Attributes) of Leaders?

  14. Traits (Attributes) of Managers?

  15. Management vs Leadership • Establishing a Vision • Stimulating People to Gain New Competencies • Helping People to Overcome Obstacles • Helping People to Overcome Failure • Leading by Example • Including Others in Their Successes • Action Focus • Performance Focus • Improvement Focus • Relationship Focus • Development Focus • Team Focus • Character Focus

  16. Manager vs Leader • A Manager’s task is to improve productivity by providing employees with needed resources (make them comfortable). • A Leader’s desire is to change the status quo by challenging the group to adopt her/his vision as their own (make them uncomfortable).

  17. Can a Manager Also be a Leader?

  18. Can a Manager Also be a Leader? • P plan • O organize • L lead • C control Hewlett-Packard Management Training

  19. Practices of Exemplary Leaders • Challenging the Process • Searching for Opportunities • Experimenting • Inspiring a Shared Vision • Envisioning the Future • Enlisting Others • Enabling Others to Act • Fostering Collaborations • Strengthening Others

  20. Practices of Exemplary Leaders • Modeling the Way • Setting an Example • Planning Small Wins • Encouraging the Heart • Recognizing Contributions • Celebrating Accomplishments

  21. Project Management

  22. Outline • Background • Behavioral Aspects • Technical Aspects

  23. Origins of Project Management?

  24. Origins of Project Management • Relatively New in Management History • Roots in Military Strategy (Battle Mgt. Vs War Mgt.) • First Used Commercially in U.S. Air & Space Industries

  25. Traditional Hierarchical Mgt. • Characterized by: • Deep Hierarchy • Vertical Communications • Clearly Separated Functions • Generalists Workers • Little Information Required

  26. Project Management • Characterized By: • Shallow Hierarchy • Complex Tasks • Uncertain Results • Many Specialists • Enormous Information to Process

  27. Managing Projects Requires: • Formal Collaboration • Advanced Planning • Interpersonal Skills • Communication Skills • Confronting Effectively • Understanding of Work Motivation Needs • Leadership Styles • Capacity to Design and Maintain Lateral Structures

  28. The Project Team • Team Size (max 8) • Team Structure • Matrix • “Language” Barriers • Team Composition • Skills • Need for Affiliation • Need for Achievement

  29. The Team Leader • Disseminate Information (Everyone) • Emphasize Wide Consultation (Beyond Team) • Conduct Frequent Short Meetings • Model and Encourage Wide-ranging Discussion and Close Communication • Not Preselect People for Specific Tasks

  30. The Project Life Cycle • Formation (#1) • Build-up (#2) • Main Stage (#3) • Completion/ Technology Transfer (#4) Percentage Work Completed Project Phase

  31. Leadership Style Over Life Cycle • Phase #1 - Relationship-focused Leadership • Phase #2 - Task-focused Leadership • Phase #3 - Task-focused Leadership • Phase #4 - Relationship-focused Leadership

  32. Technology Transfer Issues • Breakthrough vs Incremental Technologies • Geographic Separation • Process vs One-Point-In-Time Event • Face-To-Face • Corporate Culture vs Barely-Tolerated Afterthought

  33. The Matrix Functional Departments • Network of Intersections • Two “Bosses” • Joint Problem Solving • Shared Responsibility • Confrontation Skills R&D Mfg Qual Mkting A B Project C D Intersections

  34. Technical Aspects • Project Management In A Changing World • The Project Environment • Defining The Project • The Planning Process • Controlling The Project • Organizing For Project Management

  35. Project Management In a Changing World • Accelerating Pace of Change • Projects Are Means By Which Organizations Adapt To Changing Conditions • Reengineer Organization • Assess New Market Directions • New Product • Science of Project Mgt. Provides Foundation For Success

  36. Challenges of Managing Projects • Personnel • Estimating • Budgeting • Authority • Controls • Communication “The ultimate challenge for project managers is to meet the cost, schedule, and quality goals of the project without damage to the people.”

  37. Defining The Project • Identify Stakeholders (Establishing Authority) • Customer • Management • Team • Project Sponsor (Ultimate Authority) • Agreement On Goals (Publish Project Charter) • Define Scope • Management Support

  38. What ‘Things’ Need to be Managed?

  39. What are the Resources to Manage? Money People Materials Time Equipment

  40. Defining the Project • Statement of Work • Project Purpose • Project Scope (Scope Creep is Common Affliction) • Deliverables • Cost & Schedule Estimates • Clarify Authority • Communication Plan

  41. The Planning Process • Risk Management (Systematically Manage Uncertainty) • Condition • Consequence • Response Strategy • Accept • Avoid • Transfer • Mitigate • Task Breakdown • Realistic Scheduling

  42. The Planning Process • Task Breakdown • Realistic Scheduling • Task Relationships • Task Sequencing • Critical Paths-Resource Leveling • Duration • Accurate Estimating • Tops Down vs Bottoms Up • Parametric Estimating

  43. Controlling The Project • Project Status Meetings • Status Reports (Confronting the Facts) • Visibility Rooms (Website) • Change Management • Measuring Progress • Schedule Performance • Cost Performance • “Product” Specs/Quality Performance

  44. Seven Keys to Great Meetings • Be prepared • Have an agenda • Start and end on time (or sooner) • Have fewer but better • Think inclusion, not exclusion • Maintain focus • Capture action items • Get feedback

  45. Organizing For Project Management • Define Organizational Opportunity for Project Management • Establish Consistent Project Management Practices • Project Portfolio Management (Selecting, Monitoring, Canceling Projects)

  46. How to Keep Score • Income Statements • Balance Sheets • Cash Flow Analysis

  47. Required Web Post • Assessment of Strengths and Weakness as Relates to Career Growth • Your Career Goal (Pick and imaginary goal if you’re not sure). Where will you be on your career path 5 years after graduation. • Plan to Meet Goal • 500 words, due Thursday 9/4 by class time

  48. Strategic Planning, Implementation, & Assessment

  49. What is strategic planning?

  50. What is Strategic Planning?