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INTRODUCTION
(WEEK 1)

1
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CONTACT HOURS

Total Student
Lecture Tutorial Self Study Library Search Assignment Exam Learning Time
(hours)

2 2 4 4 2 NIL 14

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LEARNING OUTCOMES

Describe the forces that drives project management

Describe project management
Describe the triple constraint of project management

Describe the major characteristics of a project

Describe the project lifecycle

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INTRODUCTION
Why project management is necessary in todays world?
Speed , Quality, Cost Control
Main forces of the acceptance of project management
Exponential growth of human knowledge
Growing demand for a broad range of high quality and
sophisticated products / services
Increase Global / worldwide competition
Project management allows managers to
Plan
Manage
Strategic initiatives that generate new revenue
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INTRODUCTION
Project management is application of knowledge, skills. tools
and techniques to project activities to meet project
requirements.

Project management tools

Decrease time to market

Control expenses

Ensure product quality

Enhance profitability

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COMPARISON OF REACTIVE AND PROACTIVE

MANAGEMENT STYLES
Reactive Proactive
Fire fighting Planning and control
Managing by Managing by
Instinct Information
Gut feel Analysis
Notes on napkin Control system
Speaking in generalizations Using charts and graphs
Not seeing the big picture Seeing the big pictures
Not planning because it is a waste of time. Planning thoroughly on the front end with
Not anticipating changes. contingency plans for potential problems

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PROJECT MANAGEMENT
The basic purpose for initiating a project is to accomplish SPECIFIC
goals.
The reason for organizing the task as a project is to focus the
RESPONSIBILITY and AUTHORITY for the attainment of the goals on
AN INDIVIDUAL or SMALL GROUP.
The project manager are able to be responsive to
The client and the environment
Identify and correct problems at an early date
Make timely decisions about trade-offs between conflicting project goals
To ensure managers of the separate tasks that comprise the project do
not optimize the performance of their individual tasks at the expense of
the total project.
Project management gives us someone (the project manager) to
spearhead the project and to hold accountable for its completion

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PROJECT MANAGER

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PROJECT MANAGER
Project manager is the key individual on a project
Coordinate and integrate all activities to achieve
projects goal- good planning skills
Business acumen
Leadership
Good communication skills expert in conflict
resolution
Possess certain level of technical knowledge

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WHAT IS PROJECT
One time activity with a well-defined set of desired end results
Temporary work performed to produce a unique product or service
Has start and End date
Eg: MRT project duration (start and end date)
Construction work temporary
End product - unique
Work which is routine and ongoing repetitive is not a project, eg:
assembly line in the manufacturing company
Main parties-at-interest or stakeholders in a project are: client,
parent organization, project team and the public

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DEFINITION OF A PROJECT
A temporary endeavor undertaken to create a unique
product, service or result
PMI, 2008
In its early days, project management was used
mainly for large complex projects
Modern project management began with the
Manhattan Project
As the tools and techniques were developed, the use
of project organization began to spread

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CHARACTERISTICS OF A PROJECT

Importance:
A project must be an endeavor that is important enough to get and
maintain senior management support. Without that support, the
project will fail at the first sign of difficulty.
Scope:
A project must have a well-defined set of desired end-results. It often
involves the coordination and control of the timing and precedence of a
set of interrelated tasks.
Lifecycle:
Projects are temporary endeavours/activities. The performing organization
should complete the projects work between the projects start date and the
projects termination date. In many projects, the termination of the project
may involve a transition process that releases the projects solution to steady-
state business operations.

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CHARACTERISTICS OF A PROJECT
Interdependencies:
Projects interact with routine operations of the performing organization
as well as with other projects.
Uniqueness:
Project management is always the tool of choice when a never done this
before goal is taken on. Project management is an inappropriate tool for
routine tasks such as cutting payroll checks.
Resources:
Projects have constrained resources, particularly people, which require
careful management. Financial budget is important to prevent overspent.
Conflict:
Conflict is a common theme in project management. Many of these arise
from the conflict between the limited resources (time, money, and people)
available to the project team and the seemingly unlimited requirements
from the customer.

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PROJECT MANAGEMENT ORGANIZATIONS

The Project Management Institute (PMI), founded in 1969, is the
major project management organization
Grew from 7,500 members in 1990 to over 450,000 globally (July
2016), 280 local chapters
PMBOK, PMP, PgMP, CAPM
www.pmi.org
Other organizations
Association for Project Management
International Project Management Association

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THREE PROJECT OBJECTIVES: THE TRIPLE

CONSTRAINT
Time - time required to get the job done
Cost - the money and resources required to
get the job done. This include people,
requirements and other allocations
Scope - A description of the features and
functions of the end products or services to
be provided by the project (deliverables)

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Direct project goals

performance, time and cost

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PROJECT SUCCESS MEASUREMENT

Project efficiency
Impact on the customer
Business impact on the organization
Opening new opportunities for the future

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PROJECT MANAGEMENT PROCESS

Initiate
Plan
Execute
Control

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THE PROJECT LIFE CYCLE

100
Slow finish
Pattern is slow-
% Project completion

rapid-slow.
Reason: result of
the changing
levels of
resources used
Quick momentum
during the
successive
stages in the life
cycle.
Slow start
0
Time

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THE PROJECT LIFE CYCLE

The project life cycle describes the set of tasks

that must be completed in order to produce a
product or service.

The typical project life cycle includes: conception ,

selection, planning, scheduling, monitoring and
controlling, and evaluation and termination.

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TIME DISTRIBUTION OF PROJECT EFFORT

Peak effort level Finally ceases

when evaluation is
complete and
Minimal effort is project is
required at the terminated
beginning which
includes the conception
Level of effort

of idea and project

selection processes
Activity increases as
planning is completed
and the real work of the
project gets underway.
This rises to a peak and
then taper off as the
project nears completion
0
Time
Planning, scheduling, monitoring, control Evaluation and termination
Conception Selection 22
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RISK DURING LIFE CYCLE

Estimate of project cost:

Project cost

Estimate made at project start

Project cost
Time

Estimate of project cost:

Estimate made at time t0, t1 and
t2
t0 t1 t2 Time
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