Chapter 1 Introduction to Project Management

1. Chapter 1Introduction to Project Management “Welcome to the world of managing projects” Chapter 1 Introduction

2. PROJECTS IN CONTEMPORARY ORGANIZATIONS Introduction • We live in a world of rapid development – physical and infrastructure, technological and human • Projects in Malaysia – MNC (Malaysian National Car –1983), KLIA (completed 1998), KLCC twin tower, many more • Who is involved? Public and Private sector, Local and foreign companies Chapter 1 Introduction

3. Often hear about project being delayed, not completed, “abandoned/terbengkalai”, etc. why??? • Lack of management skills and knowledge – is one of the reasons for • Costs overrun • Delay – not meeting dateline • Not meeting specification/performance/quality • Therefore, need project management skills and knowledge Chapter 1 Introduction

4. Introduction • Project mgmt (PM) provides “powerful tools” on how : • to plan, organize, implement & control activities • to use people & resources efficient and effective • PM initiated by the military – Polaris Missile Programme (1950’s), NASA Apollo, Space shuttle program, • EI DuPont (Chemical Plant Maintenance Shutdown Project) – to increase effectiveness of project implementation • PM needed as intense competition between companies – quick response, fast delivery of new products • Projects getting more complex, bigger, multidisciplinary – must organize efficiently using PM knowledge Chapter 1 Introduction

5. Project Objectives and Triple Constraints • Main objectives of project mgmt (called Triple constraint): • Also must consider risks involved in project management Performance • Project Mgr • constantly • make tradeoffs • one affects the • other cost Time Chapter 1 Introduction

6. Project Mgr (also known as the Super manager) – must integrate all aspects of project; • ensure proper knowledge & resources; • ensure the expected result on a timely & cost effective manner , • know implications of decisions Chapter 1 Introduction

7. Basic Definition of Project • Have a specific and finite tasks to be accomplished, whether large or small scales, long or short run Chapter 1 Introduction

8. PROGRAM PROJECT1 PROJECT2 TASKS2 TASKS1 TASKS2 TASKS1 WORK PACKAGES1 WORK PACKAGES2 WORK PACKAGES1 WORK PACKAGES2 WORK UNITS1 WORK UNITS2 WORK UNITS3 WORK UNITS1 WORK UNITS2 Common terms used in PM: Program, project, task,workpackage Chapter 1 Introduction

9. Definition and Characteristics of a Project Purpose • Project • usually a one-time activity with a set of desired end result • can be divided into subtasks, which required coordination & control Life Cycle • Project life cycle • slow beginning  progress to a buildup of size  peak  begin decline  finally must terminate Chapter 1 Introduction

10. Marketing Marketing Manufacturing Finance Finance Beginning of project End of project Intermediate of project Definition and Characteristics of a Project Interdependencies • Projects interact with other project being carried out simultaneously by parent org., but always interacts with the parent’s standard, ongoing operations, etc. • The patterns of interaction between functional dept. may change. e.g: • Project mgr- keep these interactions clear & maintain Chapter 1 Introduction

11. Definition and Characteristics of a Project Uniqueness • Every project are unique – no two projects are the same • Some degree of customization is there Conflict • Project mgr. – full of conflict; projects compete with functional dept. for resources & people • Project members – conflicting for project’s resources & leadership roles in solving problems; deal with clients & org. • Individual’s conflict – two bosses at the same time; different objectives & priorities Chapter 1 Introduction

12. Difference between project management and production management Mgmt Aspect Chapter 1 Introduction

13. Why Project Management? • Project manager expected to coordinate & integrate all activities to reach project’s goals • Project – allows the mgr to be responsive to the client & environ, to identify & correct problems, make timely decisions, ensure mgrs at separate tasks do not sub-optimize • Advantages of project mgmt; • Better control & better customer relations • Shorter development times, lower costs, higher quality & reliability, higher profit margins • Sharper orientation towards results, better interdepartmental coordination & higher worker morale Chapter 1 Introduction

14. Some disadvantages of project mgmt • Increased organizational complexity • Increase the likelihood that organizational policy being violated – project mgr being autonomous • Higher costs, management difficulties, low personnel utilization • PM is difficult even when everything goes well - what more if things go badly • Project organization is the only feasible way to accomplish certain goals - literally not possible to design & build a major weapon system in a timely & economically acceptable manner, except through project organization – i.e. applying PM tools Chapter 1 Introduction

15. The Project Life Cycle • Projects – go through similar stages  from origin to completion • Project is born (start-up phase); mgr is selected  project team & resources are assembled  organize work • Work gets way & momentum quickly builds  progress is made  until the end is in sight Chapter 1 Introduction

16. The Project Life Cycle • Takes time to complete final tasks; Why? Often a number of parts must come together & team members “drag their feet” • Pattern of slow-rapid-slow progress – is common due to changing level of resources used • Project effort, usually in man-hours (or number of people working on project) plotted against time Chapter 1 Introduction

17. The Project Life Cycle • Beginning – minimal effort; development of concept & processes selection • Activity increases – rises to a peak – begin to taper off as project nears completion – finally ceasing when evaluation is complete – terminated • Some cases – effort never fall to zero; small group may be maintained for the next project Chapter 1 Introduction

18. The Project Life Cycle • Performance – important at early stage of project’s life cycle; time when planners find the methods required to meet project’s performance goals (these methods is refer as project’s technology; application of science or art) • While technology of project is defined – project schedule is designed & project costs are estimated • Conventional wisdom - Early life cycle – performance important than schedule & costs; During high activities – costs important; Final stages – schedule become paramount – May not be true • Recent research indicates – performance & schedule more important than cost during all stage Chapter 1 Introduction