Bài giảng môn học Quản trị kinh doanh - Chapter 15: Project management

Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.CHAPTER 15Project ManagementMcGraw-Hill/IrwinLearning Objectives15–2LO15-1 Explain the difference between projects and routine operational processesLO15-2 Manage social and technical critical success factorsLO15-3 Choose project organizational structureLO15-4 Develop a comprehensive project planLO15-5 Fashion criteria for project selection and portfolio management Projects and Project Management 15–3LO15-1How Projects Succeed A successful project meets objectives of:BudgetDeadlinesCustomer expectations15–4Figure 15-1 Projects Succeed Technological Factors: systems, equipment and processes that define how project work is doneSocial Factors: team culture, behaviors, values, etc., including:VisionLeadershipResource supportTeam spirit15–5LO15-2Project Definition 15–6 Project Objective Statement: describes the project idea by providing:Scope and major deliverables: desired results, milestones, documents, products.Schedule: start and end dates.Resources required: dollars, person-months, special needsLO15-2Organizing Projects Functional Project: managed within a functional departmentPure (autonomous) Project: managed outside functional department with people dedicated to specific projectsMatrix Project: cross-functional team with responsibilities to both home department and project15–7LO15-3Selecting a Project Manager Leader with influencing skillsCommunication skillsTime managementTolerance for ambiguityPolitically astute and well-connectedTechnical and cross-functional knowledgeEthics15–8LO15-3Project Planning Project Charter: establishes initial plan for the project, deliverables, schedule and budgetWork Breakdown Structure (WBS): detailed hierarchical list of project activitiesGreater effort and expertise at this stage increases likelihood of project success15–9LO15-4Critical Path Method (CPM)Critical Path Method (CPM): emphasis on most important activities Tasks have well-defined start and endTasks are independentTask sequence can be establishedNetwork Diagram: graphic display of activities and interrelationships15–10LO15-4Analyzing Resources and Trade-offsResource availability and activity allocation are both importantConsider “faster-better-cheaper” trade-offs Activity completion time uncertainty through probabilistic estimates:best caseworst casemost likely15–11LO15-4Project Risk Analysis15–12LO15-4Team identifies possible risksEstablish probability of risksEstablish potential impacts of risksDetermine plans to deal with the risksPreventive measuresContingency plansEmergency fundsTime buffersSelect the best risk mitigation planProject Execution and CompletionProject Execution: when project work is actually done; monitoring scope, budget and schedule performancePost-project Review: evaluation of key successes and failures, lessons learned, recognize team contributions15–13LO15-4Project Portfolio Management Firms often have multiple project options. Fit with organizational strategy and existing portfolio of projectsFinancial or other benefitsFeasibility and resource availability15–14LO15-5Project Management SummaryProjects are important for managing changeProject leadership is critical for successThere are multiple ways to organize projectsThere are various tools for managing projectsLarge organizations have portfolios of projects to manage15–15