•
Project
Phases are marked by the completion of a deliverable
–
Tangible,
verifiable work product
–
Review
of deliverables and approval/denial are “phase exits, stage gates, or kill
points”
•
Phases
are collected into the Project Life Cycle
–
Set
of defined work procedures to establish management control
•
Project
Life Cycle defines:
–
Technical
work performed in each phase
–
Who
is involved in each phase
•
Project
Phases can overlap – “Fast Tracking”
•
Common
Characteristics of Project Life Cycles:
–
Cost
and Staffing levels are low at start and move higher towards the end
–
Probability
of successfully completing project is low at beginning, higher towards the end
as project continues
–
Stakeholder
influence is high at the beginning and progressively lowers as project
continues
•
Stakeholders:
individuals and organizations who are actively involved in the project
–
Often
have conflicting expectations and objectives
–
In
general, differences should be resolved in favor of the customer –
individual(s) or organization(s) that will use the outcome of the project
–
Stakeholder
management is a proactive task
•
Project
Mangers must determine all stakeholders and incorporate their needs into the
project
•
Stakeholders
are:
–
Project
Managers
–
Customers
–
Performing
Organizations, owners
–
Sponsor
–
Team
–
Internal/External
–
End
User
–
Society,
citizens
–
Others:
owner, funders, supplier, contractor
•
Organizational
Systems: Project based vs. Non-Project Based
–
Project
Based – derive revenues from performing projects for others (consultants,
contractors),”management by projects”
–
Non-Project
Based – seldom have management systems designed to support project needs
(manufacturing, financial services)
•
Organizational
Cultures and Styles:
–
Entrepreneurial
firms more likely to adopt highly participative Project Manager – accept higher
risk/reward
–
Hierarchical
firms less likely to adopt participative Project Manager – take fewer risks
•
Organizational
Structures
–
Functional
(classical) marked by identifiable superiors.
Staff grouped by specialty . Perceived scope of project limited by
function (Engineering, HR). Typically
have part-time Project Manager
–
Projectized
Organization –blend functional and projectized characteristics. Mix cross-department personnel with full-time
Project Manger
•
Project
Management Skills
–
General
Business Management (consistently producing results expected by stakeholders)
–
Leading
(establishing direction, aligning resources, motivating)
–
Communicating
(clear, unambiguous, and complete)
–
Negotiating
(conferring with others to reach an agreement)
–
Problem
Solving (definition and decision making)
•
Distinguish
causes and symptoms
•
Identify
viable solutions
–
Influencing
Organization (understanding power and politics)
•
Socioeconomic
Influences
–
Standards
– document approved that provides common, repeated use, rules and guidelines
•
Compliance
is not mandatory
–
Regulations
– document that identifies products, services or characteristics
•
Compliance
is mandatory
–
Standards
often become “de facto” regulations
–
Internationalization
–
Cultural
Influences
•
Organization
Structure Pro’s and Con’s
–
Projectized
•
Efficient
Organization – No “home”
•
Loyalty
– Lack of Professionalism
•
Effective
Communication – Duplication of functions, less efficient resource usage
–
Matrix
•
Visible
Objectives – not cost effective
•
PM
Control – More than 1 boss
•
More
support – More complex to control
•
Utilize
scarce resources – Tough resource allocation
•
Information
distribution – Competition of priorities
•
Coordination
– Policies & Procedures
•
Home
based – Potential for conflict
•
Functional
Organization
–
Specialists
– More emphasis on functions
–
1
supervisor – No career path in PM
