Quản trị kinh doanh - Chapter 1: Modern project management

CHAPTER 1Modern Project ManagementLearning Elements1.1 Understand how projects differ from routine operational work. 1.2 Develop an understanding of the background to project management. 1.3 Understand at a broad level the concept of a project life cycle. 1.4 Make the link between an organisation’s strategy and the need for projects. What is a Project?CharacteristicsAn established objectiveA defined lifespan with a defined beginning and end (temporary)Usually the involvement of several departments and/or professionalsTypically doing something that has never been done before (unique)Specific time, cost and performance requirementsWhat is not a Project?Routine, repetitive workOrdinary daily work that typically requires doing the same, or similar work, over and overComparison of Routine Work and ProjectsRoutine, repetitive workTaking meeting notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practising scales on the piano Routine manufacture of an Apple iPodProjectsWriting a book. Setting up a sales kiosk for a professional accounting conferenceDeveloping a supply-chain information system Writing a new piano pieceDesigning a new media playerProgram versus ProjectA program is the application of knowledge, skills, tools and techniques to meet specific requirements.A program obtains benefits and control not available by managing projects individually.Portfolio versus Program Portfolios provide an overarching umbrella for an organisation to manage all investment activity.Portfolios may be managed as a mix of programs and/or major projects.The Project Life CycleThe Project ManagerMarshals resources for the project and relates directly to the customerProvides direction, coordination and integration to the project teamIs responsible for the performance and success of the projectMust induce the right people at the right time to address issues, make decisions and carry out the project’s activitiesAddresses the right issues and makes the right decisionsThe Importance of Project ManagementCompression of the product life cycleComplexityTriple bottom line (planet, people, profit)Corporate downsizingIncreased customer focusOrganisational change managementSmall projects represent big problemsProject Management Today: A Holistic Approach Integrative approachThe big picture: how organisational resources are being usedAn assessment of the risk to their portfolio of projectsA rough metric for measuring the improvement of managing projects relative to others in the industryLinkages to senior managementPerformance management of projectsA clear definition of benefitsAlignment of Projects with Organisational StrategyIncludes:Project selectionMonitoring aggregate resource levels and skillsUse of best practicesBalancing projects in a portfolioImproving communication among all stakeholdersAn organisational perspective, beyond silo thinkingImproving management of projects over timeProject Management Today: A Holistic Approach (cont.)The Technical and Socio-cultural Dimensions of the Project Management ProcessCommon Pitfalls in Project ManagementNot being aligned to organisational strategyLack of top management or sponsor supportPolitical discord or disagreementPoor or inadequate estimatingWorking backwards from a given drop-dead dateInexperienced project management personnelFragmented team and team valuesCommon Pitfalls in Project Management (cont.)Poorly/vaguely defined requirements (Scope)Lack of user (customer) involvementUnrealistic requirements or expectationsScope creepPoor communication or lack of communicationIgnoring project warning signsPoor governanceKey Termsprojectprogramportfolioproject life cyclestrategic alignmentsocio-technical perspectivecommon pitfalls