Professional Documents
Culture Documents
Arun Maity
Associate Professor
BITS OFF- CAMPUS CENTRE
KOLKATA
INTRODUCTION TO PROJECT
MANAGEMENT
EVOLUTION AND APPLICATION
PROJECT
PROJECT MANAGEMENT
NEED
AND
IMPORTANCE
OF
PROJECT
MANAGEMENT
PROJECT LIFE CYCLE
PROJECT MANAGER
INTERPERSONAL AND DECISION MAKING SKILLS
PROJECT INTEGRATION
PLANNING
PROJECTS
CONSTRUCTION INDUSTRY
U.S. DEPARTMENT OF DEFENSE
AUTOMAKERS TOYOTA, NISSAN, BMW
INFORMATION TECHNOLOGY
STEEL INDUSTRY
FERTILISER INDUSTRY
PROJECT
A PROJECT IS A COMPLEX , NON ROUTINE, ONE-TIME
PROJECT MANAGEMENT
PROJECT MANAGEMENT INVOLVES
PROJECT PLANNING
PROJECT SCHEDULING
PROJECT MONITORING & CONTROL
PROJECT PLANNING
DEFINITION OF WORK REQUIREMENTS
DEFINITION OF QUANTITY OF WORK
DEFINITION OF RESOURCES NEEDED
PROJECT SCHEDULING
LIST OF ACTIVITIES TO BE COMPLETED
ACTIVITY RELATIONSHIPS
GANTT CHARTS
CRITICAL, NON-CRITICAL ACTIVITIES, MILESTONES
RESOURCE LOADING, LEVELLING, ALLOCATION
PROJECT MONITORING & CONTROL
TRACKING PROGRESS
COMPARING
ANALYZING IMPACT
MAKING ADJUSTMENTS
TIME, COST, QUALITY CONTROL
ACTIVITIES
RESULT-ORIENTED MANAGEMENT STYLES
COMPRESSION OF PRODUCT LIFE CYCLES
GLOBAL COMPETITION
KNOWLEDGE EXPLOSION
CORPORATE DOWNSIZING
INCREASED CUSTOMER FOCUS
MULTI-PROJECT ENVIRONMENT
KNOWLEDGE EXPLOSION
INCREASE COMPLEXITY OF PROJECTS BECAUSE OF
ADVANCED TECHNOLOGIES
COMPLEXITY IN MATERIALS, SPECIFICATIONS, CODES,
AESTHETICS, EQUIPMENT AND REQUIRED SPECIALISTS
CORPORATE DOWNSIZING
NECESSITY OF DOWNSIZING OR RIGHTSIZING
NECESSITY OF CORE COMPETENCIES FOR SURVIVAL
PROJECT MGMT REPLACING MIDDLE MANAGEMENT
OF SIGNIFICANT SEGMENTS OF
OUTSOURCING
PROJECT WORK
BUSINESSES
REQUIRING
ACCOUNTABILITY,
FLEXIBILITY,
INNOVATION,
SPEED
AND
CONTINUOUS IMPROVEMENT
NON-PROJECT DRIVEN
ORGANIZATION
PROJECTS EXIST MERELY TO SUPPORT THE
LIMITATIONS OF NON-PROJECT
DRIVEN ORGANIZATIONS
PROJECTS MAY BE FEW AND FAR BETWEEN
NOT ALL PROJECTS HAVE THE SAME PROJECT
MANAGEMENT REQUIREMENTS
EXECUTIVES DO NOT HAVE SUFFICIENT TIME TO
MANAGE PROJECTS
PROJECTS TEND TO BE DELAYED BECAUSE
APPROVALS MOST OFTEN FOLLOW VERTICAL CHAIN
OF COMMAND
PROJECT STAFFING IS ON A LOCAL BASIS
HEAVY DEPENDENCE UPON SUBCONTRACTORS AND
OUTSIDE AGENCIES FOR PROJECT MANAGEMENT
EXPERTISE
EXECUTING
STATUS REPORTS
CHANGES / REVISIONS
QUALITY
FORECASTS
DELIVERING
DELIVERING
THE PROJECT PRODUCT
CUSTOMER
REDEPLOYING PROJECT RESOURCES
TRAIN CUSTOMER
TRANSFER DOCUMENTS
RELEASE STAFF
LESSONS LEARNED
TO
THE
SOFTWARE DEVELOPMENT
CONCEPTUAL
PLANNING
DEFINITION AND DESIGN
CODE
INTEGRATION / TESTING
CONVERSION
MAINTENANCE
CONSTRUCTION
PLANNING, DATA COLLECTION AND PROCEDURES
STUDIES AND BASIC ENGINEERING
MAJOR REVIEW
DETAIL ENGINEERING
CONSTRUCTION
TESTING AND COMMISSIONING
Categories of Interactions
Superiors or Bosses
Colleagues or Peers
Subordinates or Juniors
Dealing with each category requires definite skills
right
There may be serious differences of opinion with the
the hierarchy
Engineers performing shift duty and reporting to
Manager
Department heads reporting to the Production
Manager
Functional Heads reporting to Unit Head
Project Engineers reporting to Project Managers
Project Managers reporting of Head, Projects
Define Jurisdiction
Areas wherein the subordinate is free to take his
own decisions according to established norms and
guidelines
Boss will not be troubled with low level decisions
Subordinate must have clear idea about
what he can do without informing the boss at all
what he can do first and inform later
what he can do only after getting approval
Categorize Subordinates
1. THOSE WHO WORK ON THEIR OWN INITIATIVE
DIRECTIVES OR GUIDELINES
TO
MAKE
HIMSELF
SUPERFLUOUS
REDUNDANT
AND
Train supervisor to
take your place
ADVANCEMENT IS EASY IF THERE IS
SOMEONE WHO CAN ASSUME CHARGE OF
THE VACATED POSITION
SHOULD
TRAIN
HIS
MANAGER
SUBORDINATES ADEQUATELY, NOT ONLY TO
REDUCE HIS WORKLOAD BUT ALSO TO
FACILITATE HIS OWN ADVANCEMENT AT THE
APPROPRIATE TIME
HABITUALLY
CONCEAL
DOCUMENTS
INFORMATION FROM SUBORDINATES
AND
DECISION MAKING
PROBLEMS
ADMIT
MULTIPLE
MOST
SOLUTIONS
A CONCIOUS AND DELIBERATE DECISION HAS
TO BE TAKEN TO PURSUE A PARTICULAR
COURSE OF ACTION
IT IS UNLIKELY THAT ALL DECISIONS TAKEN
BY A MANAGER WOULD PROVE TO BE
CORRECT IN THE LONG RUN
SUCCESSFUL MANAGERS ARE THOSE WITH
HIGH PERCENTAGE OF CORRECT DECISIONS
CONSEQUENCES
AND
AFFECTS
ORGANIZATIONAL EFFICIENCY
NORMS AND GUIDELINES SHOULD BE
ESTABLISHED SO THAT DECISION ARE TAKEN
AT THE LOWEST POSSIBLE LEVEL
SUFFICIENT
AUTHORITY
SHOULD
BE
DELEGATED TO THE JUNIOR LEVELS -ACTIVE
INVOLVEMENT
OF
PERSONNEL,
GOOD
MORALE AND FREEDOM OF BOSS FROM
ROUTINE DECISIONS
INTEGRATED PROJECT
MANAGEMENT
FOCUSES ALL PROJECT EFFORT TOWARD THE
ACTIVITIES/PROJECTS
CHARACTERISTICS
ALL THE PARTS ARE INTER-RELATED. A CHANGE
IMPLEMENTING
STRATEGIES
THROUGH
PROJECTS
SELECTING PROPOSALS THAT MAKE LARGEST
AND MOST BALANCED CONTRIBUTION TO THE
OBJECTIVES AND STRATEGIES
PRIORITIZING PROJECTS SO THAT RESOURCES
ARE ALLOCATED TO THE RIGHT PROJECTS
SIDE
OF
THE
MANAGEMENT
PROCESS
PLANNING, SCHEDULING, CONTROLLING
SOCIO-CULTURAL
SIDE
MANAGEMENT PROCESS
OF
THE
PROJECT