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Special Executive Masters Programme: Project Management

This document provides an overview of project management concepts including project definition, strategic vs tactical vs operational projects, general management vs project management, balanced project portfolio processes, quality assurance, work breakdown structures, estimation techniques, project support offices, project files, PERT/CPM techniques, critical paths, and Gantt charts. Key points covered include defining a project, different types of projects based on their strategic importance, distinguishing general management from project management, and various project planning and scheduling tools.

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Azmat Qayum
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18 views20 pages

Special Executive Masters Programme: Project Management

This document provides an overview of project management concepts including project definition, strategic vs tactical vs operational projects, general management vs project management, balanced project portfolio processes, quality assurance, work breakdown structures, estimation techniques, project support offices, project files, PERT/CPM techniques, critical paths, and Gantt charts. Key points covered include defining a project, different types of projects based on their strategic importance, distinguishing general management from project management, and various project planning and scheduling tools.

Uploaded by

Azmat Qayum
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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SPECIAL EXECUTIVE

MASTERS PROGRAMME
Project Management

Lecturer
Azmat Qayum
A project has dedicated resources, a
single point of responsibility, clear
boundaries, across which resources and
deliverables move, limited duration; it is a
one-off task and has objectives. It is a
useful way of organizing work. Projects do
not arise without deliberate intervention.

Project Definition
Mergers
New markets, products
Market dominance
Expand into emerging economies
Form alliances within the customer/
supplier chain

Strategic Projects
Squeeze competitors out
Decentralization
Marketing campaign
Global purchasing
Supplier tie-ins
Customer tie-ins

Tactical Projects
Automate warehouse
Out source distribution
Refurbish buildings
Land acquisition
Introduce hand-held data recording
devices
Develop a company Intranet

Operational Projects
Managing the status quo
Authority defined by management
structure
Consistent set of tasks
Responsible for own function
Permanent organizational structure
Tasks – maintenance
Limited set of variables
Success – achieves interim targets

General Management
Responsible for overseeing change
Lines of authority fuzzy
Ever-changing set of tasks
Responsibilities cross functional tasks
Operates in structures for project life
Innovation
Main task to resolve conflict
Success – achieving stated end goals
Intrinsically uncertain

Project Management
 Why is this important ?
 A way of linking projects directly to the goals and strategy of
an organization
 What is a company trying to achieve by this approach?
 Identify Projects that Meet Strategic Needs
 Support organizational goals
 Direct organizational improvement
 Enhance/enable key products or processes
 Prioritize Potential Projects
 Ensure not too many projects are running at the same time
 Identify high risk projects
 Balance short, medium, long-term returns
 Reduce number of Projects approved for the wrong reasons

Balanced Project Portfolio Process


(PPP)
 Payback Period
 • Very common
 • Initial investment, and cash flows in

 Rate of return (average, internal, on investment etc)


 • Ratio of average annual profit versus investment

 Discounted cash flow or Net Present Value


method
 • Set required rate of return which must be achieved
 • Evaluate project against ROR include prediction of rate of
inflation
 Scoring models: Weighted factor models
 Project scored against a list of factors
 The factors are weighted depending on
 their importance
 An overall project score can be achieved for
Project Selection
 a wide range of different project types
Establish scope and objectives.
Invite tenders for supply.
Form a project feasibility or start-up
team.
Write a Project Initiation Document (PID).
• Evaluate tenders, select suppliers
• Agree contractual framework
• Set up subcontracts if necessary

Project Initiation/Startup
TQM:
 Quality culture throughout the organization
 Affects all aspects of the way the organization does business
 Must come from, and be championed from, the top

Quality through Process Improvement:


 Understanding existing processes and changing these processes
to improve product quality and/or reduce costs and development
time
Process and Product Quality Process improvement
is based on the assumption that the critical factor that influences
product quality is the
quality of the product development process.
statistical Quality Control This is based on
measuring the number of product defects and relating
these defects to the process.
Quality Assurance
 The WBS often appears as an outline with Level I tasks on the left
and successive levels appropriately indented.
 List the task breakdown in successively finer levels of detail.
Continue until all meaningful tasks or work packages have been
identified.
top down estimation Break down a complex task into
smaller parts until you can estimate accurately how long the
smaller task will take.
Bottom up estimation Identify all of the component
parts first and then join them together to form an overall
estimate.
Estimation by analogy The next project we do of a
certain type will take as long as the last project
Price-to-win estimation
The Work Breakdown The next project will take as
much time to do as we can get away with and still win the project
Structure
Parkinsonian estimation Parkinson s Law “Work
expands to meet the time for its completion”
 This is a centralized resource to support all
projects within the organization.
 It should be headed by a senior management
person to give status to project work within the
organization.
 Responsible for:
 • Setting PM policy guidelines
 • Producing working PM processes
 • Providing in-house support for project teams
 • Auditing projects and project teams
 • Transferring PM skills to personnel

Project Support Office


The project file should contain:
• Project organizational chart
• Stakeholder list
• Key stage responsibility charts
• Project brief
• Key stage Gantt chart
• Key stage work plan charts
• Project risk log
• Milestone chart
• Business case when significant changes
occur
Project File
Project Evaluation and Review Technique
Based on tasks involved in a development
and
their dependencies
Resources can be allocated to individual
tasks and task duration estimated

PERT/CPM
Critical Path
2
C=3
A=6

3 H=2 6
1 D=4 4
B=4
E=3
G=3
F=10 5
 An alternative diagrammatic form for information
contained in a PERT
chart.
 Tasks are indicated by a strip whose length is determined
by the duration
of the task.
 Tasks are lined up vertically in earliest start time order.
This is a contemporary process to PERT which for may
years was done
by managers using strips of paper moving along boards
with slots in
them.
 Gantt charts have the advantage of allowing a manager to
see effects
like Peak Loading, and examine ‘what-if’ situations on
Gantt Charts
moving tasks to
different dates.
• Draw the following Gantt chart
Tasks Precedence Time
a - 5 days
b - 4 days
c a 6 days
d b 2 days
e b 5 days
Gantt Charts
f c,d 8 days
WEEK 1 WEEK 2 WEEK 3 WEEK 4
Task a
Task b
Task c
Task d
Task e
Task f

Gantt Charts

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