PROJECT MANAGEMENT

METHODOLOGY
Le Thi Kim Oanh, Ph.D.
Associate Professor
Vice - Rector
Danang University of Technology

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Lecture 1
INTRODUCTION TO
PROJECT MANAGEMENT

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Introduction to Project Management

 Part 1: Project initiation

- Evaluation and selection
- Organization and Manager
- Planning
 Part 2: Project implementation
- Budgeting
- Scheduling
- Resource allocation
 Part 3: Project evaluation and termination
- Project evaluation and auditing

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Why project management emerged?

Primary forces behind project

management are:
 Growing demand for complex,
sophisticated, customized goods and
services,
 The exponential expansion of human
knowledge

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1. The definition of a “project”
 Humankind has been involved in project activities for
a long time, thus
 What is a project?
Characteristics of a project:
the purpose,
complexity,
uniqueness,
unfamiliarity,
stake,
impermanence, and
life cycle of the activity.

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1. The definition of a “project”

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1. The definition of a “project”

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The Project Life Cycle
 Three stages:
1. Start-up: Conception, selection, work
program organized
2. Quick momentum: Progress, planning,
scheduling, monitoring, control
3. Finish: Evaluation and termination
 Common Pattern of Project Progress:
Slow - Rapid - Slow

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Goals of project
 Prime objectives of project
management:

To meet specific performance within

cost and on schedule

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Goals of project

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Projects vs business process

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2. Management of a project

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2. Management of a project
 The basic purpose for initiating a
project is to accomplish some goals
 Key features distinguish project
management from traditional form of
management:
The project manager
The project team
The project management system
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2. Management of a project

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2. Management of a project

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2. Management of a project

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3. Making Project Management Work

 Project Management Organization

 Special sources of trouble
 Executive Action Required
 Managing the human equation

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3. Making Project Management Work

 Special sources of trouble

- Organizational uncertainties
- Unusual Decision pressures
- Vulnerability to Top-Management
mistakes

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3. Making Project Management Work

 Executive Action Required:

No useful specific rules for PM, but
there are some general guidelines:

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3. Making Project Management Work

Guideline 1: Define the objective

- Defining management’s intent
What are the business reasons for
the project? What is top management’s
motive in undertaking it?
- Outlining the scope of the project
- Describing the end results
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3. Making Project Management Work

 Guideline 2: Establish a Project

organization
- Assigning an experienced manager
- Organizing the Project Manager’s
responsibilities
- Limiting the project team
- Maintaining the balance of power
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3. Making Project Management Work

 Guideline 3: Install Project Control

- Time control: PERT/CPM
- Cost control
- Quality control

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Project team assignment
 Form project teams, each has 4 – 5
members
 Designate a team leader
 Find an idea that a project would be
develop based on this.
 Each team must submit a final project
report at the end of the course

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Project Proposals
 The set of documents submitted for
evaluation called the project proposal,
whether it is brief (a page or two) or
extensive, and regardless of the
formality with which it is presented

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Project Proposals
 There are four distinct issues should be covered by
any proposal:
1. The nature of the technical problem and how it is
to be approached
2. The plan for implementing project once it has been
accepted
3. The plan for logistic support and administration
4. A description of the group to proposing to do the
work, plus its past experience in similar work.

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