management of engineering projects management. - 2 - course purpose the purpose of this course is to...
TRANSCRIPT
- 2 -
Course Purpose
• The purpose of this course is to understand the
concept, tools and techniques required to plan,
organize, implement, evaluate a project with
emphasis on successful handling of project.
(Project Managers should think of themselves as
"team leaders)
- 3 -
Participation
• Two sources of participation grade (either / or)– Responses to cold calls– Level of voluntary participation
- 4 -
Books
Text book – Project Management: The Managerial Process (5th
Edition) by Erik W. Larson, Clifford F. Gray 2011, New York, ISBN 978-0-07-340334-2
Reference Book– Project Management with CPM, PERT & Precedence
Diagramming, Last Edition, by Moder J., Phillips C. and Davis E.
(PMBOK):
A project is a temporary endeavour undertaken to create a unique product, service or result.
What is a Project?
Temporary – Definitive beginning and end Unique – New undertaking, unfamiliar ground
Temporary UniqueCharacteristics of Projects
What is Project
- Definite beginning and END
- END: when Project Objectives
achieved, or terminated
or no longer exist
What is Not Project: Projects should not be confused with everyday work.
A project is not routine, repetitive work! Ordinary daily work typically requires doing
the same or similar work over and over, while a project is done only once
a new product or service exists when the project is completed
Projects versusRoutine Operations
ProjectsUnique
Limited life span
Multiple stakeholders
Sponsor
Variable demand for resources
Uncertainty
Routine Operations
Repetitive
Continuous
Department
Supervisor
Stable
What is Engineering?
• The profession in which a knowledge of the mathematical and natural science gained by study, experience, and practice is applied with judgement to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind
(1979, US. Engineering societies).
What is Management?
• A set of activities (including planning and decision making, organising, leading and control) directed at an organisation’s resources (human, financial, physical and informational) with the aim of achieving organisational goals in an efficient and effective manner.
(Griffin)
Evolution of Management TheoryEvolution of Management Theory
Administrative Management
Behavioral Management
Scientific Management
Management Science
Org. Environment
Theory X and YTheory X and Y Douglas McGregor proposed the two
different sets of worker assumptions.g Theory X: Assumes the average worker is
lazy, dislikes work and will do as little as possible. Managers must closely supervise and control
through reward and punishment.g Theory Y: Assumes workers are not lazy,
want to do a good job and the job itself will determine if the worker likes the work.
Theory X v. Theory YTheory X v. Theory Y
Theory YEmployee is not lazy
Must create work setting to build initiative
Provide authority to workers
Theory X
Employee is lazy
Managers must closely supervise
Create strict rules & defined rewards
Authority is centralized at the top. (Theory X) Employees closely monitored and managed. Very efficient in a stable environment.
Authority is decentralized throughout employees. (Theory Y) Much looser control Managers can react quickly to changing
environment.
Theory ZTheory Z William Ouchi researched the cultural
differences between Japan and USA. USA culture emphasizes the individual, and
managers tend to feel workers follow the Theory X model.
Japan culture expects worker committed to the organization first and thus behave differently than USA workers.
Theory Z combines parts of both the USA and Japan structure. Managers stress long-term employment, work-
group, and organizational focus.
What is Project management (PMBOK)
Here’s one definition:
Project management is the application
of knowledge, skills, tools and techniques to project activities to meet project requirements
Project Life Cycle
5 types of processes Initiating Planning Executing Monitoring and Controlling Closing
PM 5-processes: Project Initiation Selection of the best project given resource
limits Recognizing the benefits of the project Preparation of the documents to sanction the
project- Project Charter Identify Stakeholders Assigning of the project manager
5-Processes: Project Planning
Definition of the work requirements Definition of the quality and quantity of work Definition of the resources needed Scheduling the activities Evaluation of the various risks
(Note: All areas of project management)
5-Processes: Project execution Putting project management plan into action Negotiating for the project team members Directing and managing the work The Executing processes keeps the
project plan on track. Approved changes are implemented
5-Processes: Project Control
Tracking progress Comparing actual outcome to predicted
outcome Analyzing variances and impacts Making adjustments
5-Processes:Project closing
Verifying that all of the work has been accomplished
Contractual closure of the contract Financial closure of the charge numbers Administrative closure
Key Areas of Project Management
Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management
Scope Management
Primarily it is the definition and control of what IS and IS NOT included in the project.
Issue Management
Issues are restraints to accomplishing the deliverables of the project.
Typically identified throughout the project and logged and tracked through resolution.
Rope not thick
Issue… already impacting the cost, time or quality
What is project success?
On time, on budget? Users use it? It meets the stated requirements? It brings an economic return?
“A successful project is one that delivers expected results”
Project Success
Customer Requirements satisfied/exceeded
Completed within allocated time frame
Completed within allocated budget
Accepted by the customer
Some typical causes of project failure Not enough commitment from senior
management Not enough commitment to following an
appropriate system development methodology - taking shortcuts
Not managing expectations well enough scope creep feature creep
Project Failure
Scope CreepPoor Requirements
Gathering
Unrealistic planning and scheduling
Lack of resources