INTRODUCTION

PR OJECT M ANAGEMENT

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Recommended Book

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Beyond the old…
Project
Project
Portfolio
Management

Program Project
Management Maturity

Project
Management Project Issues
Office
Agile

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 To..
Mega Strategic
Projects Organisational Projects
Project
MAnagement
Project
Multiple Governance
Organisation
Project
Sponsor
Benefit
Realisation
Budget>$Billion
Executive
commitment

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Internal Projects
1. Developing a new product
2. Opening a new branch
3. Implementing a new enterprise software system
4. Improving the services provided to customer
5. Achieving strategic objectives

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Define Project
“A temporary endeavor undertaken to create a unique product, service,
or result”

PMBOK®, Project Management Institute, 2013, p. 417

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 Class-Discussion
Identify 5 strategic and 5 routine - probable projects in the below organisations.
Details required: Objective of each of the above projects.

Industry Segment:
1. Packaged Food Manufacturing Company.
2. IT Services Company.
3. Pharmaceuticals Company.
4. Automobile Company.
5. Sportswear Company.
6. Ecommerce Company.

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Projects
Outcome or deliverables as
1. New floor for a professional basketball arena
2. a new insurance policy to protect against a specific casualty loss
3. A new website
4. A new casing for a four-wheel-drive minivan transmission
5. A new industrial floor cleanser
6. The installation of a new method for peer review of patient care in a
hospital
7. Development of new software to help manage projects

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Direct Project Goals- Scope,
Cost, Time.

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Project Goals

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Dimensions of Project Success
1. Project Efficiency
2. Impact on Customer
3. Business Impact on organisation
4. Opening new future opportunities.

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Characteristic of Project
1. Every Project is Unique
2. Project is onetime Occurrence with a well defined set of end results
3. Projects have finite duration.

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Interdependencies
1. Projects interact with other projects in the organisation.
2. Projects always interact with organisations Standard operations.
3. Involvement of functions into the projects can vary.
4. Projects have limited budget- personnel and other resources
5. PM has to resolve conflicts. Intra organisation, People issues (
reporting to 2 bosses)

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Non Projects
1. Manufacturing line producing standard product
2. Weekly employment report
3. Standard flights
4. Standard distribution function.

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Quasi Projects
Sagar can you find out about Rita can you look into this?
this before the meeting?

Rahul We need to finish this

before the Friday meeting?

No specific task assigned

No Specific budget
No specific deadline

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Why Project Management?
Forces evolved out of our contemporary society
1. The exponential expansion of human knowledge
2. The growing demand for a broad range of complex, sophisticated,
customized goods and services
3. The evolution of worldwide competitive markets for the production
and consumption of goods and services

Above three factors increase the complexity of every goods/service and

complexity to produce them.
Example: SaaS, Cloud computing.

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Role of Project Manager
Be responsive to
1. Client and the environment.
2. Identify and correct problems at an early date
3. Make timely decisions about trade-offs between conflicting project
goals
4. Ensure that managers of the separate tasks that comprise the
project do not optimize the performance of their individual tasks at
the expense of the total project—that is, that they do not
suboptimize

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Trends in Project Managment
1. Achieving Strategic Goals
2. Achieving Routine Goals
3. Improving Project Effectiveness
4. Virtual Projects
5. Dynamic and Quasi-Projects

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Time distribution of Project

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Project Life Cycle

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J Project Life cycle

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Case: London Olympic 2012
Stadium
2006: Olympic Delivery Authority chose a river-surrounded, 1-square-
mile East London disposal site loaded with discarded appliances, tons of
waste, shanties, and soil polluted with petrol, oil, lead, tar, and arsenic
as the site for their 2012 Olympic Stadium to seat 80,000 visitors.

To meet a mid-2011 completion due date, the ODA project manager

Ian Crockford quickly assembled a project team of over 1000, including
governmental employees and other stakeholders, such as the London
Development Agency as landowner, politicians, utility firms, community
councils, miscellaneous local governmental groups, and, of course, the
athletes

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Case Study : London Olympic
2012 Stadium
2006: Team created a “Soil Hospital” on-site with 60 scientists and
technicians who processed and cleaned 800,000 tons of soil.
To use the surrounding river for transporting equipment and materials to the
site, others on the team dredged 30,000 tons of silt, gravel, garbage, and one
car from 2.2 kilometers of the river, which hadn’t seen commercial use in
over 35 years.
They referred to plans and schedules for London’s 90,000-seat Wembley
Stadium (but that took 10 years to build) and Sydney’s 2000 Olympics 80,000-
seat stadium (but that would have stretched halfway across the surrounding
rivers on the London site).
Scope for stadium: 25000 Permanent + 55000 Temporary seats only for 2012
Olympics. Designers designed a compact stadium acceptable to athletes

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Case: London Olympic 2012
Stadium
Construction started in May 2008 with the pouring of concrete, but
soon they found that the steel-beamed roof as designed would create
turbulence on the compact field.
The team redesigned a lighter, more flexible roof made, in part, with 52
tons of scrap metal from old keys, knives, and guns confiscated by the
London police, fitting with the ODA’s goals of using recycled materials.
The entire stadium used only one-quarter the amount of steel used in
the 2008 Olympic stadium in Beijing
The project was completed by mid 2011( as per the deadline) with
Pound 51 Million lower cost.

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Questions
1. What shape of life cycle did this stadium project have? Compare it
with the life cycle of the river dredging portion of the effort.
2. Which of the “triple constraints” seems to be uppermost here?
Which constraints was Crockford trading between?
3. Were there any ancillary goals for this project? What might they have
been?

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Risks of Project Management

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Risks of Project Management

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