Engineering And Project

Management
MMB 533

Presented by
Robert Monageng

[email protected]
Office: 248/235

1
 Syllabus Review
Textbooks

n Wysocki, Robert K., (October 2011). “Effective

Project Management: Traditional, Agile, Extreme,
6th Edition,” (New York, NY: John Wiley Sons),
9781118016190

n Chatfield, C, and Johnson, T (2016) ‘‘Microsoft

Project 2016, Step by Step guide’’.

n Managing Successful Projects with PRINCE2,

Axelos, 2017

n A Guide to the Project Management Body of

Knowledge, (PMBOK ® Guide) – Fifth Edition
n http://fit.hcmup.edu.vn/~haits/English%20Courses/Project%20Management/1935589679%20PMBOK%205th.pdf
2
 Lesson 1 Agenda

n Defining a project
n Defining Project Management
n Defining a program
n Project parameters
n Role of Project Managers
n Understanding Organizational Structures
n Understanding the scope triangle
n Applying the scope triangle
n Managing the “Creeps”
n Establishing the rules for classifying
projects © 2011 by Anne Walker.
All rights reserved. 3
 Ch01: What Is a Project?

Defining a Project
n Per the PMBOK®, Fifth Edition:
n A project is a temporary endeavor undertaken to create a
unique product, service, or result.
n http://www.pmi.org/
n There is a beginning and an end
n People perform work to meet project goals
n Constraints of scope, time, resources, quality
and cost
n Uncertainty

© 2011 by Anne Walker.

All rights reserved.
4
 Ch01: What Is a Project?

Defining a Project
A project is a sequence of unique, complex, and
connected activities having one goal or purpose and
that must be completed by a specific time, within
budget, and according to specification (see notes below).

Activity C
Activity E
Activity A
Activity D
Activity
B

5
 Ch01: What Is a Project?
Is It a Project?

n Projects are unique.

n Projects are temporary in nature and
have a definite beginning and ending
date.
n Projects are completed when the project
goals are achieved.
n A successful project is one that meets or
exceeds the expectations of your
stakeholders.

6
 Ch01: What Is a Project?
Project Stakeholders

7
 Ch01: What Is a Project?

Shared Attributes of Projects

n Goals
n People
n Equipment & Supplies
n Schedules
n Budgets
n Conflicts
n Interdependencies (other projects, business
strategies)

© 2011 by Anne Walker.

All rights reserved.
8
 Ch01: What Is a Project?

Unique Attributes of Projects

n No projects are identical in implementation

n To adopt a “one size fits all” approach to
every project is just asking for trouble.
n Varying End Results
n Different Personalities
n Unpredictable Problems &
Opportunities
n Environmental Factors

© 2011 by Anne Walker.

All rights reserved.
9
 Ch02: Project Life Cycle Processes

What Is Project Management?

A method and set of techniques based on accepted

principles of management used for planning, estimating,
and controlling work activities to reach a desired result
on time, within budget and according to specification.
(PMBOK)
A set of tools and techniques—performed by people—to
describe, organize, and monitor, the work of project
activities

Project management is organized common sense

supported by the tools, templates and processes to
guarantee satisfying client requirements and delivering
business value. (Robert K. Wysocki) 10
 Ch01: What Is a Project?

Defining a Program
A program is a collection of related projects that share a
common goal or purpose.

Program 1 Program 2

Project C
Project E
Project A
Project D
Project B

11
 Ch01: What Is a Project?

Program Offices

Ø Temporary Program Office

• A temporary management structure set up to
manage large projects
• Usually set up for projects with 30 or more team
members
• When the project is completed, the program
office disbands
ØPermanent Program Office
• A permanent management structure set up to
manage an on-going and changing portfolio of
projects.
12
 Ch01: What Is a Project?

Defining a Portfolio
A portfolio is a collection of projects that share some
common link to one another (see notes below).

Examples of common links:

§Same business unit
§New product development projects
§R & D projects
§Maintenance projects
§Process improvement projects
§Staffed from the same resource pool
§Same budget

13
 Role of Project Managers

n Ultimately responsible for achieving the project

objectives
n Within the project
n Within the organization

© 2011 by Anne Walker.

All rights reserved.
14
Defining Skills Every Good Project Manager
Needs

n Project manager’s are mile wide and an inch

deep
n Project manager’s are like small business
owners
n General management skills
n Application skills

15
 Successful Project Managers

n Dedicated to goals
n Clearly define role assignment and responsibilities
n Have appropriate level of contacts and a developed network
n Coordinate, motivate and mentor
n Have effective written and verbal communication skills
n Delegate and monitor work
n Technical and administrative skills
n Sensitivity to people and ability to negotiate
n Dependable
n Able to function under pressure
n Performer
n Able to make decisions
n Organizational and planning skills
n Budgeting skills
n Conflict management skills
n Negotiation and influencing skills
n Leadership skills
n Team building and motivating skills
16
Understanding Organizational Structures

n Functional Organizations
n Projectized Organizations
n Matrix Organizations

17
Functional Org Chart

18
Functional Organizations

19
Projectized Org Chart

20
 Projectized Organizations

n Project managers have ultimate authority over

the project.
n The focus of the organization is the project.
n The organization’s resources are focused on
projects and project work.
n Team members are collocated.
n Loyalties are formed to the project, not to a
functional manager.

21
Strong Matrix Org Chart

22
Weak Matrix Org Chart

23
Balanced Matrix Org Chart

24
 Comparing Matrix Structures
Weak Matrix Balanced Matrix Strong Matrix

PM’s Project Project manager Project manager

Title coordinator,
project leader, or
project expeditor
PM’s Split focus Projects and Projects and
Focus between project project work project work
and functional
responsibilities
PM’s Minimal authority Balance of Full time on
Power and power authority and projects
power
Org Style Most like Blend of both Most like a
functional weak and strong projectized
organization matrix organization
PM Functional A functional Manager of
Reports manager manger, but project managers
to shares authority
and power
25
 Ch01: What Is a Project?

Project Parameters

n The following five constraints operate on

every project:
n Scope
n Quality
n Cost
n Time
n Resource Availability

n These constraints form an interdependent set:

n a change in one constraint can require a change in another
constraint in order to restore the equilibrium of the project.
© 2011 by Anne Walker.
All rights reserved. 26
 Ch01: What Is a Project?

Project Parameters
n Scope
n a statement that defines the boundaries of the project
n It tells not only what will be done but also what will not be done.
n Also referred to as: a scoping statement, a project initiation
document, or a project request form.
n It is the foundation for all project work to follow
n Quality - two types of quality are part of every project:
n Product quality— The quality of the deliverable from the project.
n Process quality— The quality of the project management process
itself. The focus is on how well the project management process
works and how can it be improved..
n Cost - the budget that has been established for the project.
n Time - client specified time frame within which the project must be
completed.
n Resource Availability - assets such as people, equipment, physical
facilities, or inventory that have limited availabilities 27
 Ch01: What Is a Project?

Understanding the Scope Triangle

Co
e
Tim

st
Scope and Quality

Resource Availability Figure

01-01
28
 Ch01: What Is a Project?

Applying the Scope Triangle

Ø The scope triangle is a system in balance (before any project work
has been done, following project planning).
Ø The lengths of the three sides exactly bound scope and quality.
Ø Change in the variables (time, cost, and resources availability) will
cause the system to be out of balance
Ø If there are any changes in the variables, use the scope triangle:
Ø To build a problem escalation strategy
Ø To structure the Project Impact Statement (see page 225)
Ø The project manager controls resource utilization and work
schedules.
Ø Management controls cost and resource level.
Ø The client controls scope, quality, and delivery dates.
Ø Scope, quality, and delivery dates suggest a hierarchy for the project
manager as solutions to accommodate changes are sought. 29
 Ch01: What Is a Project?

Prioritizing the Scope Triangle

Figure
1-2
30
 Ch01: What Is a Project?

Creeps to Watch Out For

Creeps refer to minute
n Scope Creep changes in the project due to the
n Hope Creep obscure, and for awhile
n Effort Creep unnoticeable, actions of team
members
n Feature Creep

31
 Ch01: What Is a Project?

Managing the Creeps

n Scope Creep
n any change in the project that was not in the original plan, e.g.
introducing product earlier than planned to beat competition.
n scope creep occurs, it is your job as project manager to figure out
how, or even if, you can accommodate the impact.
n Hope Creep - happens when a project team member falls behind
schedule but reports that he or she is on schedule, hoping to get back
on schedule by the next report date.
n Effort Creep - is the result of a team member working but not
making progress proportionate to the work expended. Introduce
random checks and increase the frequency of status reporting by
those team members who seem to suffer from effort creep.
n Feature Creep - results when team members arbitrarily add
features and functions to the deliverable that they think the client
would want to have. Use change management if features are needed 32
 Ch01: What Is a Project?

Project Classification

n To adopt a “one size fits all”

approach to every project is
just asking for trouble.

n Your approach to managing

any project must adapt to the
characteristics of the project.

n A classification rule can help

you choose that approach

33
 Ch01: What Is a Project?

Project Classification by Project Characteristics

n Risk - Establish levels of risk (high, medium, and low).

n Business Value - Establish levels (high, medium, and low).
n Duration - Establish several categories (such as 3 months,
3 to 6 months, 6 to 12 months, and so on)
n Complexity - Establish categories (high, medium, and low).
n Technology used - Establish several categories (well-
established, used occasionally, used rarely, never used).
n Number of departments affected - Establish some
categories (such as one, a few, several, and all).
n Cost

34
 Ch01: What Is a Project?

Example Project Classes and Definitions

CLASS DURATION RISK COMPLEXITY TECHNOLOGY LIKELIHOOD OF
PROBLEMS

IV > 18 months High High Breakthrough Certain

III 9-18 months Medium Medium Current Likely

II 3-9 months Low Low Best of Breed Unlikely

I <3 months Very Low Very Low Practical Few

Table
1-1
35
 Ch01: What Is a Project?

Classification by Project Type

n Installing software
n Recruiting and hiring
n Setting up a hardware system in a field office
n Soliciting, evaluating, and selecting vendors
n Updating a corporate procedure
n Developing application systems
n Etc

36
 Due Lesson 3 - Individual

Required Reading
n Chapters 1 & 2
Class Assignment: Project Story (1 page maximum)
Due date: 03 October 2023

Tell me about a project you have either led or been a

participating team member on. It can be a successful
or failed project. It does not have to be work related. If
you can’t think of one in your personal experience,
think about one you would want to participate on.
Include:
n A description of the project
n A description of why the project was successful or failed
n What did you like about it (or would)?
© 2011 by Anne Walker.
n What would you do differently?
37
All rights reserved.