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Chapter 1 - Introduction

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0% found this document useful (0 votes)
8 views53 pages

Chapter 1 - Introduction

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chienguyenn33
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PROJECT MANAGEMENT

DR. TRAN MANH LINH


Email: [email protected]
Phone: 0969689686
PROJECT MANAGEMENT

DR. TRAN MANH LINH


Email: [email protected]
Phone: 0969689686
Information
• No check attendance => get 10 attendance point.
• 30-40 minutes per session for team work
How to grade this subject

Total Score

10% 40% 50%


Attendance Midterm Final

80% 20%
Content Comment

Lecture give total


point, the team
leader will divide it
Presentation
• Choose a project and
manage it
• The budget and time limit is
100 million VND, and 1
month
PROJECT MANAGEMENT
OUTLINE :
▪ Business management
▪ Projects
▪ Operations
▪ Characteristics of a project
▪ Definitions – Project Management
▪ Roles & responsibilities of Project Manager
▪ Project Management Framework
▪ Project Management Constraints
▪ Project Life Cycle Phases
▪ Planning
MANAGEMENT
DEFINITION FUNCTIONS

PLANNING

MANAGEMENT IS THE PROCESS OF


CONTROLLING ORGANIZING
ACOMPLISHING ORGANISATION’ GOALS
WHILE DEALING WITH RESOUCE
CONSTRAINTS

LEADING STAFFING
BUSINESS MANAGEMENT
BUSINESS MANAGEMENT
• MARKETING • PLANNING
• FINANCE • ORGANIZING
• OPERATIONS • STAFFING
• HUMAN RESOURCES • LEADING
• CONTROLLING
OPERATIONS MANAGEMENT and OTHER FUNCTIONS

OPERATIONS FINANCE MARKETING HUMAN RESOURCE


• Transform inputs • Record and summaries • Analyze why people • Manage relationship
into outputs financial transactions buy to price, between employers
• Applies to the into report promote, distribute and employees
manufacturing and • Use income statement and produce • Include: acquiring,
service sector and balance sheet to products that development,
• Can be global or evaluate business increase sale maintaining, and
domestic performance • Aim to meet separation
customer wants and
needs
INTRODUCTION :

There are 2 types of work performed by organization:

1. Operations

2. Projects
OPERATIONS MANAGEMENT
TRANSFORMATION PROCESS

The set of activities that creates value in the form of goods and services by
transforming inputs into outputs
TRANSFORMATION
INPUTS OUTPUTS
PROCESS

LABOR GOODS
CAPITAL SERVICES
MATERIAL
TECHNOLOGY
INFORMATION
……
FEEDBACK LOOP
OPERATIONS

➢ An operation is a series of tasks that are routine, repetitive,


and ongoing throughout the life of the organisation.

➢ Operations are typically necessary to sustain the business.


Examples of operations
Accounts receivable, employee performance
reviews, and shipping and receiving.

➢ Employee performance reviews might take place


every six months, for example, and although the
names and circumstances of employees and
supervisors might change, the process of
preparing and conducting employee reviews is
always the same.

➢ In addition, its expected that there will be


employee reviews throughout the life of the
organisation.
PROJECTS

There are many definitions for what constitutes a project;


some of these definitions describe the nature of a project and
how it differs from other type of work, the description used to
define a project including the following

➢ Projects are not routine or ongoing. That is, projects are


unique and temporary and are often implemented to fulfill a
strategic goal of the organisation.

➢ A project is a series of tasks that will culminate in the


creation or completion of some new initiative, product, or
activity by a specific end date.
Examples of Projects

Office move, a new product launch, the construction of a


building, and a political campaign.

➢ It is never the same project twice – for example, this


year’s product launch is different from last year’s
product launch.

➢ There is a specific end date in mind for the launch,


after which the project will be considered complete.
After the project is complete, a new and unique product
will be on the market.
➢ Projects come in all sizes. One project might consist of
100 tasks; another 10,000.

➢ One project might take 2 months to complete; another


might take 10 years.

➢ There can be projects within projects, linked together


with a master project consolidating them all. These
subprojects, however, are all unique and temporary, and
all have a specific outcome and end date.
CHARACTERISTICS OF A PROJECT

1. OBJECTIVES
A project has a set of objectives. Once the objectives have
been achieved the project ceases to exist.

2. LIFE SPAN
Project end has to be spelt out in set of objectives.

3. SINGLE ENTITY
It is entrusted to one responsibility centre participant or many.

4. TEAM WORK
Team works are constituted of members belonging to different disciplines,
organisation and even countries.

5. LIFE CYCLE
Life cycle reflected by growth, maturity and delay. It has a learning
component.
6. UNIQUENESS
No two projects are exactly similar. Location, infrastructure, agencies and
people make each project unique.

7. CHANGE
Some changes may not have any major impact. Some changes will change
the entire course of the project.

8. SUCCESSIVE PRINCIPLES
More is known about the project when it enters the construction phase.

9. MADE TO ORDER
The customers stipulates various requirements and puts constraint within
which the project must be executed.

10. HIGH LEVEL OF CONTRACTING


high percentage of work is done through contractors.

11. RISK & UNCERTAINTIES


There cannot be project without risks and uncertainties.
DEFINITION

What is project management ?

“Project management is the coordinating effort to


fulfill the goals of the project.”

➢ The project manger, as the leader of the project team, is


responsible for this effort and its ultimate result.

➢ Project managers use knowledge, skills, tools and


methodologies to :
- Identify the goals
- objectives
- requirements
- limitations of the project
Project Management is the art & science of
mobilising and managing people, materials,
equipment and money to complete the assigned
project works on time within the budget cost and
specified technical performance standard.

It aims at achieving the specified objective efficiently and


effectively by managing human energies and optimising the non-
human resources placed at the disposal.
According to PMI, USA project is defined as “Time limited goal
directed, major understanding requiring the commitment of
varied skills and resources.”

It also describes a project as a combination of human and non-


human resources pooled together in a temporary organisation
to achieve specific purpose and set of activities which can
achieve that purpose to distinguish one project from the other.
Project Management as a discipline evolved because of a
need to co-ordinate resources and technology to secure
predictable results.

According to Project Management Institute (PMI), project


managers must co-ordinate nine areas of expertise:

Cost, Time, Scope, Quality, Communications, Human


resources, Contracts, Supplies, Risk management
PROJECT MANAGER ROLES AND
INTERACTIONS
Identify the project goals

Co-ordination

Planning

Project completion and acquiring the knowledge


Responsibilities of the Project manager
Project Manager

Project manager is the person assigned to lead the


project management process.

He/she is ultimately responsible for the project’s


success.
Responsibilities of the Project manager :

1. Identify:

- goals

- objectives

- requirement

- limitations of the project.


Responsibilities of the Project manager :

➢ Coordinate the different needs and expectations of the


various stakeholders, including team members, resource
managers, senior management, customers and sponsors.

➢ Plan , execute, and control the tasks, phases, and


deliverables of the project based on the identified project
goals and objectives.
Responsibilities of the Project manager :

➢ Close the project when complete

➢ Capture the knowledge accrued.


Project managers are responsible for balancing and
integrating competing demands to implement all aspects
of the project successfully.

SCOPE

RISK TIME

QUALITY COST
PROJECT

COMMUNICATIO HUMAN
N RESOURCE

PROCUREMENT
PROJECT MANAGEMENT FRAMEWORK

Time Cost Scope


Management Management Management

Quality Integration HR
Management Management Management

Risk Communication Procurement


Management Management Management

Nine Areas of Project Management


The Project Management focuses on nine distinct areas
requiring project manager knowledge and attention:

PROJECT INTEGRATION MANAGEMENT


To ensure that the various project elements are
effectively coordinated.

PROJECT SCOPE MANAGEMENT


To ensure that all the work required
(and only the required work) is included.
Identifying the specific work to be done for the project.
PROJECT TIME MANAGEMENT
To provide an effective project schedule.
Setting the finish date of the project as well as any interim
deadlines for phases, milestones, and deliverables .

PROJECT COST MANAGEMENT


To identify needed resources and maintain
budget control.
Calculating and tracking the project costs and
budget.

PROJECT QUALITY MANAGEMENT


To ensure functional requirements are met.
Identifying the acceptable level of quality
for the project goals and objectives.
PROJECT HUMAN RESOURCE MANAGEMENT
To develop and effectively employ project
personnel.
Signing on the team members who will carry out
the tasks of the project.

PROJECT COMMUNICATIONS MANAGEMENT


To ensure effective internal and external
communications.
Conveying assignments, updates, reports,
and other information with team members
and other stakeholders.

PROJECT RISK MANAGEMENT


To analyse and mitigate potential project
risks and response planning.
PROJECT PROCUREMENT MANAGEMENT

To obtain necessary resources from external sources.


Project procurement management within an organization
manages all the major purchases.

Acquiring the material and equipment resources with which


to carry out project tasks.

These nine areas form the basis of the Project Management


for project managers in any industry.
PROJECT SCOPE
Identifying the specific work to be done for the project.

PROJECT TIME
Setting the finish date of the project as well as any interim deadlines for
phases, milestones, and deliverables.

PROJECT COST
Calculating and tracking the project costs and budget.

PROJECT HUMAN RESOURCES


Signing on the team members who will carry out the tasks of the project.
PROJECT PROCUREMENT
Acquiring the material and equipment resources with which to carry out
project tasks.

PROJECT COMMUNICATION
Conveying assignments, updates, reports, and other information with
team members and other stakeholders.

PROJECT QUALITY
Identifying the acceptable level of quality for the project goals and
objectives.

PROJECT RISK
Analyzing potential project risks and response planning.
Leadership roles of the Project Manager

1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles
Leadership roles of the Project Manager

1. Interpersonal Roles

- Deal effectively with people from various professional


backgrounds and create team unity

- Solve team disputes

- Focus and motivate team members to achieve


milestones on the way to achieving the project goal.

- Build positive relationships with project stakeholders.


Leadership roles of the Project Manager

2. Informational Roles

- Arrange and lead team meetings

- Create and maintain work schedule for other people

- Communicate project vision to upper management

- Provide feedback regarding results, quality and project


deliverables
Leadership roles of the Project Manager

3. Decisional Roles

- Appropriately allocate resources if a project falls behind


schedule

- Strike a balance between cost, time and results

- Prevent scope “creep” (when the project keeps getting


bigger and more complex) and budget “slippage” (when
the money starts running out)
The six traits of Good Project Managers;

Trait 1: Enthusiasm of the project

Trait 2: The ability to manage change effectively

Trait 3: A tolerant attitude towards ambiguity

Trait 4: Team building and negotiating skills

Trait 5: A customer first orientation

Trait 6: Adherence to the priorities of business


9 K n o w l e d g e a re a s
PROJECT MANAGEMENT CONSTRAINTS

Every project has to manage 4 basic constraints ;

1. SCOPE

2. TIME

3. COST

4. QUALITY

Balancing scope, time and money is often among the biggest


responsibilities of the project manager
PROJECT MANAGEMENT CONSTRAINTS

SCOPE

➢ Scope is what the project is trying to achieve, it entails all the


work involved in delivering the project outcomes and the
processes used to produce them.

➢ Scope is the reason and the purpose of the project.

➢ Scope is the boundary of a project.


PROJECT MANAGEMENT CONSTRAINTS

COST

➢ The cost approved for the project including all required


expenses needed in order to deliver the project.

➢ The project managers have to balance between not running


out of money and not under spending.

➢ Poor executed budget plans can result in a last minute rush to


spend the allocated funds.
PROJECT MANAGEMENT CONSTRAINTS

SCHEDULE

➢ Schedule is the time required to complete the project.

➢ The project schedule is often the most frequent project


oversight in developing projects.

➢ Proper control of the schedule requires the careful


identification of tasks to be performed, an accurate estimation
of their durations, the sequence in which they are going to be
done, and how people and resources are allocated.
PROJECT MANAGEMENT CONSTRAINTS

QUALITY

➢ Quality is the center of the project triangle.


Quality affects every side of the triangle,
and any changes you make to any side of
the triangle are likely to affect quality.

➢ Quality is not a factor of the triangle; it is a


result of what you do with time, money and
scope
PROJECT MANAGEMENT CONSTRAINTS

➢ It is defined as delivering the project


outcomes according to the stated or
implied needs and expectations of the
project beneficiaries.

➢ It also means complying with quality


standards that are mandated (laws and
regulation as per government) and
professional standards.
PROJECT MANAGEMENT CONSTRAINTS

➢ Balancing scope, time and money is often


among the biggest responsibilities of the
project manager.

➢ Managing these constraints is the main


responsibility of the project manager.

➢ Each constrain has a specific goal and a


project is deemed successful when it achieves
all 3.

➢ Failure in any of them has an impact in the


other, a delay in a project has an impact on its
cost, and an increase in scope has an impact in
both time and budget.
PROJECT MANAGEMENT CONSTRAINTS

EXAMPLE 1

If there is an additional time in the schedule, you might be


able to increase scope by adding tasks and duration. With the
extra time and scope, you can build a higher level of quality
into the project and its deliverables.
PROJECT MANAGEMENT CONSTRAINTS

EXAMPLE 2

If there is a need to cut costs to meet the budget, you might


have to decrease scope by cutting tasks or reducing task
duration. With decreased scope, there might be fewer
opportunities to achieve a certain level of quality, so a lower
quality results from the need to cut costs

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