Project Management

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Project Management

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CHAPTER
III
Project Management
Learning Objectives
; The role of the project manager
; Work breakdown structure (WBS)
; Program evaluation and review technique
(PERT)
; Critical path method (CPM)
; Crashing a project
; The use of MS Project
When you complete this chapter, you
When you complete this chapter, you
should be able to :
should be able to :
Describe or Explain:
Describe or Explain:
Project Management
Iceberg Theory
A visible iceberg is due
to only one-eighth of it
being above water.
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Project a temporary endeavor
undertaken to create a unique product or service
Temporary ?
Unique ? (product, service, or
result)
Project Management the
application of knowledge, skills, tools, and techniques to
project activities to meet project requirements
Requirements ?
Expectations ?
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Project Management; because it has not been
done, it does mean it cannot be done.

Problems solving skills & experiences
Philosophy of Project
Management
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Sydney Opera House
Original budget in 1957 ($ 7 M) and in 1966 ($ US 22.9M)
Finish budget completed in 1973 ($ US102 M)
Schedule time
Original 1957-1963 (6 years)
Phase I: Podium 1959-1963 ($5.5M)
Phase II: Roof 1963-1967 ($12.5 M)
Phase III: Interior1967-1973 ($ 82 M)
Reality time 1957-1973 (14 years)
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Original idea in 2503
Approved 7 . 2534
Budget approval in 2545 155,000
Schedule time: 2503-2549 (47 years)
Started Construction 19 . 2545
Phase Terminal I: Project Costs 125,000
Phase Terminal II: Project Costs 77,000
Started Operations 29 . 2549
Delay from original plan~42 years
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Projects / Operations / Services
Suvarnaphumi Airport
Rail link to Airport
PTT-ICT Data Center Construction
7-11 new shops
MRT, BTS expansion
Transfer money
Big C/ Lotus new branch
Launch new brand name car to market
Golf tournament
Sale insurance; CAR, Car Insurance
New call center: Hospital, Hotel.
Improve product/ service quality
Cost reductions: layoff, cut operation/ service costs.
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Project Management

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( 15 )
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Pre-Test
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()
Project Management
; ; Planning Planning
; ; Objectives Objectives
; ; Resources Resources
; ; Work break Work break- -down down
schedule schedule
; ; Organization Organization
; ; Scheduling Scheduling
; ; Project activities Project activities
; ; Start & end times Start & end times
; ; Network Network
; ; Controlling Controlling
; ; Monitor, compare, revise, action Monitor, compare, revise, action
Project Management Activities
Project Management
Before committing to any largescale investment. you want
the best information concerning your projects feasibility
Project-Feasibility Analysis helps you determine whether
your project will benefit the community in which your
organization operates.
The expert consultants examines the complete economic
picture and applies complex scenario analyses that enable
you to:
Determine overall market size
Understand your competitive position in the marketplace
Predict future project-related demand
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Project Feasibility Analysis
Project Management
Technology and System
Schedule
Investment
Resources
Cultural
Markets/ Customer Satisfactions
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Project Feasibility Study Factors
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Project Feasibility Framework
Project Management Methodology Process
Business Requirements & Needs
Requirements Definition,
General Design, Needs Assessment, Prioritization
Other Documents:
Federal funding requests, etc.
IT Portfolio
Feasibility
Study
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( )
Performance
-Save cost
-Shorten duration
-Improve quality
-Realize commercial
goals
Competencies
-Enhance project management
capability in project portfolio
-Enhance knowledge
management
-Improve technology
innovation
-Smooth organization
transformation
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( )
Increase revenue
-Increase the project
income
-Broaden the business
opportunities
-Create the new
markets
Cultivate the personnel
-Clearer career path, job
responsibilities and
accountabilities
-Better motivation and training
-Create positive organization
culture
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( )
Cultivate favorable
corporate culture
Improve customer relationship
management
-Better customer communication
-Greater customer satisfaction
-Stronger customer loyalty
-Attract new customer
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Project Management
The Role of
the Project Manager
Highly visible
Highly visible
Responsible for making sure that:
Responsible for making sure that:
; ; All necessary activities are finished in order All necessary activities are finished in order
and on time and on time
; ; The project comes in within budget The project comes in within budget
; ; The project meets quality goals The project meets quality goals
; ; The people assigned to the project receive The people assigned to the project receive
motivation, direction, and information motivation, direction, and information
Project Management
The Role of
the Project Manager
Highly visible
Highly visible
Responsible for making sure that:
Responsible for making sure that:
; ; All necessary activities are finished in order All necessary activities are finished in order
and on time and on time
; ; The project comes in within budget The project comes in within budget
; ; The project meets quality goals The project meets quality goals
; ; The people assigned to the project receive The people assigned to the project receive
motivation, direction, and information motivation, direction, and information
Project managers should be:
; Good coaches
; Good communicators
; Able to organize activities
from a variety of disciplines
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Project manager ( )

Managers are people who do things right
and leaders are people who do the right things"
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Leader ()




Huse. -:s:::

Yukl. -s-
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Managers are people who do things right
and leaders are people who do the right things
1.

2.



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3.





4.


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Pr oc esses
Ti me
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Interaction Between Processes
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1. Project Scope Management
2. Project Time Management
3. Project Cost Management
4. Project Quality Management
5. Project Human Resource Management
6. Project Communication Management
7. Project Procurement Management
8. Project Integration Management
9. Project Risk Management
10. Professional Responsibility (Ethics)
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Project Scope Management
1. Initiation
2. Scope Planning
3. Scope Definition
4. Scope Verification
5. Scope Change Control
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Project Time Management
1. Activity Definition
2. Activity Sequencing
3. Activity Duration Estimating
4. Schedule Development
5. Schedule Control
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Project Cost Management
1. Resource Planning
2. Cost Estimating
3. Cost Budgeting
4. Cost Control
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Project Quality Management
1. Quality Planning
2. Quality Assurance
3. Quality Standards
4. Quality Control
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Project Human Resource Management
1. Organizational Planning
2. Organization Chart
3. Staff Acquisition
4. Team Development
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Project Communication Management
1. Communications Planning
2. Information Distribution
3. Performance Reporting
4. Administrative Closure
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Project Procurement Management
1. Procurement Planning
2. Solicitation Planning
3. Solicitation
4. Source Selection
5. Contract Administration
6. Contract Closeout
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Project Integration Management
1. Project Plan Development
2. Project Plan Execution
3. Integrated Change Control
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Project Risk Management
1. Risk Management Planning
2. Risk Identification
3. Qualitative Risk Analysis
4. Quantitative Risk Analysis
5. Risk Response Planning
6. Risk Monitoring and Control
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Professional Responsibilities
ETHICS ???
Company
Management Levels
Project Manager
Project Team
Social Responsibilities
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Framework for Project Integration Management
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Change Management Model
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Dynamic Project Change Management Concept
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Sample Generic Life Cycle
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Life Cycle Stage
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Interaction Between Stages
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Software Development Life Cycle
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Cross Matrix Project Team
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Case Example:
1. J Mame Louis Vuitton Bags
Management.
2. J Mame Shopping Policies.
Case Study:
1. Suvarnabhumi Airport Project
2. Rail-link to Suvarnabhumi Airport Project
3. PTT Data Center @ Energy Complex
Building
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Project Management
Using Microsoft Project
Program 3.2
Project Management
Using Microsoft Project
Program 3.3
Project Management
Using Microsoft Project
Program 3.4
Project Management
Using Microsoft Project
Program 3.5
Project Management
Using Microsoft Project
Program 3.6
Project Management
Using Microsoft Project
Program 3.7
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Thank for Your Attention
Q & A
MWi boonr at @gmai l .c om
Tom_k i at t i si n@hot mai l .c om
Dr . Mont r i - 083 139 0166
Dr . Supapor n- 081 866 4207
Thank for Your Attention
Q & A
MWi boonr at @gmai l .c om
Dr . Mont r i 083 139 0166