PROJECT MANAGEMENT Dr.

Le Phuoc Luong
Bachelor of Arts (B.A.) in Industrial Management (HCMC University of Technology)
COURSE OUTLINE Master of Science (MSc.) in Business Administration (Umea University, Sweden)
Doctor (Ph.D.) in Supply chain engineering and management (Quebec University, Canada)

• Lecturer of Production & Operations Management

Department, School of Industrial Management
• Email: lpluong@hcmut.edu.vn

Course Objectives
EVALUATION

Understand basic - In-class quizz: 10%

knowledge and - Groupwork: 20%
skills in project - Exams (Multiple choices):
management such - Midterm (50’): 30% (Chapters 1-3)
as project analysis Understand
- Final (70’): 40% (Remainining chapters)
and selection, different
project planning approaches in Allow to bring a written A4 paper (for midterm and final) and a
and scheduling, probability look-up table (for final)
project monitoring leadership, project
and control, and team
then apply them in management and
specific projects
interorganizational
relations.
 TEXTBOOK
Tentative Course Schedule
WEEK CONTENT
02, 03 Chapter 1
04, 05 Chapter2
08, 09 Chapter 3
10 Chapter 4
11 Mid term exam
12, 13, 14 Chapter 4, 5
15 Chapter 6
16 Chapter 7
17 Chapter 8
18 Group presentation
19 Group presentation

RULES Source: Mc Graw Hill Education. All Rights Reserved, 2021

1. YOU GET A BONUS FOR YOUR SCORES IF YOU ARE

PRESENT FOR ALL CLASSES AND ACTIVE IN CLASS.
2. YOU ARE NOT ALLOWED TO TAKE THE FINAL EXAM IF
YOU ARE ABSENT FOR MORE THAN 3 CLASSES CHAPTER 1:
(MAXIMUM ALLOWED ABSENCE IS 3 CLASSES) MODERN PROJECT MANAGEMENT
3. NO MORE THAN 15 MINUTES LATE
4. BE ACTIVE FOR DISCUSSION
5. NO MOBILE PHONE IN CLASS
 An Overview of Project Management Chapter Outline

1.1 What Is a Project?

1.2 Current Drivers of Project Management
1.3 Agile Project Management
1.4 Project Management Today: A Socio-Technical Approach

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Examples of Projects Given to Recent College Graduates 1.1 What Is a Project?

• Business information: install new data security system

Project Defined (according to PMI)
• Physical education: develop a new fitness program for senior citizens
• Marketing: execute a sales program for a new home air purifier • A temporary endeavor undertaken to create a unique product, service,
• Industrial engineering: create a value chain report for every aspect of a key product or result
from design to customer delivery
• Chemistry: develop a quality control program for an organization’s drug production
Major Characteristics of a Project
facilities
• Management: implement a new store layout design • Has an established objective
• Pre-med neurology student: join a project team linking mind mapping to an imbedded
prosthetic that will allow blind people to function normally • Has a defined life span with a beginning and an end
• Sport communication: create a promotion plan for a women’s basketball project • Involves several departments and professionals
• Systems engineers: develop data mining software of medical papers and studies
related to drug efficacy • Involves doing something never been done before
• Accounting: work on an audit of a major client • Has specific time, cost, and performance requirements
• Public health: design a medical marijuana educational program
• English: create a web-based user manual for a new electronics product

© McGraw-Hill Education 11 © McGraw-Hill Education 12

 Program versus Project Project Life Cycle

Program Defined
• A group of related projects designed to accomplish a common goal
over an extended period of time

Program Management Defined

• A process of managing a group of ongoing, interdependent, related

projects in a coordinated way to achieve strategic objectives

Examples:

• Project: completion of a required course in project management

• Program: completion of all courses required for a business major

© McGraw-Hill Education 13 © McGraw-Hill Education FIGURE 1.1 14

The Challenge of Project Management 1.2 Current Drivers of Project Management

The Project Manager Factors leading to the increased use of project management:
• Manages temporary, non-repetitive activities and frequently acts • Compression of the product life cycle
independently of the formal organization. • Knowledge explosion
• Marshals resources for the project. • Triple bottom line (planet, people, profit)
• Is the direct link to the customer. • Increased customer focus
• Works with a diverse troupe of characters. • Small projects represent big problems
• Provides direction, coordination, and integration to the project team.
• Is responsible for performance and success of the project.
• Must induce the right people at the right time to address the right
issues and make the right decisions.

© McGraw-Hill Education 15 © McGraw-Hill Education 16

 1.3 Agile Project Management Rolling Wave Development

Agile Project Management (Agile PM)

• Is a methodology emerged out of frustration with using traditional
project management processes to develop software.
• Is now being used across industries to manage projects with high • Iterations typically last from one to four weeks.
levels of uncertainty.
• The goal of each iteration is to make tangible progress such as define
• Employs an incremental, iterative process sometimes referred to as a
‘rolling wave’ approach to complete projects. a key requirement, solve a technical problem, or create desired
• Focuses on active collaboration between the project and customer features to demonstrate to the customer.
representatives, breaking projects into small functional pieces, and
• At the end of each iteration, progress is reviewed, adjustments are
adapting to changing requirements.
• Is often used up front in the defining phase to establish specifications made, and a different iterative cycle begins.
and requirements, and then traditional methods are used to plan, • Each new iteration subsumes the work of the previous iterations until
execute, and close the project.
the project is completed and the customer is satisfied.
• Works best in small teams of four to eight members.

© McGraw-Hill Education 17 © McGraw-Hill Education FIGURE 1.3 18

1.4 Project Management Today: A Socio-Technical Approach A Socio-Technical Approach to Project Management

The Technical Dimension (The “Science”)

• Consists of the formal, disciplined, purely logical parts of the process.
• Includes planning, scheduling, and controlling projects.

The Sociocultural Dimension (The “Art”)

• Involves the contradictory and paradoxical world of implementation.
• Centers on creating a temporary social system within a larger
organizational environment that combines the talents of a divergent
set of professionals working to complete the project.

© McGraw-Hill Education 19 © McGraw-Hill Education FIGURE 1.4 20