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11 views9 pages

ProjMngt - PPT (Compatibility Mode)

Uploaded by

Momsaad Bari
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1/24/2020

PROJECT MANAGEMENT

Dr M Z Mamun, Professor
Institute of Business Administration
University of Dhaka, Bangladesh

PROJECT: A Process of Change

• Unique & Not Repetitious


• Well Defined Objectives
• Specific Start & End Point
• Involve Cost & Time
• Cuts Across Many Organizational &
Functional Lines
• Consists of a number of activities

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PROJECT MANAGEMENT

• Managing and directing time, material, personnel,


and costs to complete a particular project in an
orderly, economical manner and to meet established
objectives in - Time, Money, and Technical results.

THE PROJECT AS A CONVERSION PROCESS

Constraints
 Financial  Legal
 Ethical  Environmental
 Logic  Activation
 Time  Quality
 Indirect effects

Input Output
PROJECT  Satisfied need
 Want/Need

Mechanisms
 People
 Knowledge & Expertise
 Capital
 Tools & Techniques
 Technology

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THE RELATIONSHIP BETWEEN


PROJECT MANAGEMENT & LINE MANAGEMENT

Line Management Project Management


Responsible for managing the Responsible for overseeing
status-quo change
Authority defined by Lines of authority “fuzzy”
management structure Ever-changing set of tasks
Consistent set of tasks Responsibility for cross-
Responsibility is limited to their functional activities
own function Operates within structures which
Works in permanent exist for the life of the project
organizational structures Predominantly concerned with
Tasks described as maintenance innovation
Main task is optimization Main task is the resolution of
Success is determined by conflict
achievement of interim targets Success determined by
Limited set of variables achievement of stated end goals
Contains intrinsic uncertainties

A TYPOLOGY OF PROJECT

Type 
STRATEGIC SYSTEMS OPERATIONAL
 Parameters
Timescale 2-5 years 1-2 years Up to 1 Year

Degree of
change to High Medium Low
customers

Likely
High Medium Low
complexity

Impact felt Impact limited Impact limited to the


Effects of throughout to most parts function within which
project organization & of the the project was
beyond organization undertaken

Changes to Change to the Change who, where,


Customers/ Change what is way that when & the means by
done things are which something is
Users of output done done

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THE TYPOLOGY OF PROJECTS: Few Examples

Types of Typology of Projects


Projects
STRATEGIC SYSTEMS OPERATIONAL

Manufacturing Develop New Implement Change Operating


Products Quality Procedures on the
Systems Shop Floor
Service Add/Remove Control Out Find New Suppliers for
Service Facility, Cleaning Surgical Supplies
e.g., Accident or Services
Emergency
Department
Retail Move Store to New Implement Shelf-stackers to Act as
Locations Electronic Relief Cashiers
Point of Sale
(EPOS) System
Construction Develop Designs Use Cross-train Decorators
for a Series of Contractors and Plumbers
Standard Rather Than
Accommodation Employees to
Units Manage
Projects

PROJECT HIERARCHY

Investment decision maker


Sponsor

Wants end results


Owner Charged with
achieving project
output under
External Project Manager given constraints

Sub-project Manager

Supervisors

Activities

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PROJECT IMPROVEMENT: DEMING’S PDCA


APPROACH

“Improve Constantly & forever every


activity in the company, to improve quality
& productivity & thus constantly decrease
costs” – Deming (1986)

PROJECT IMPROVEMENT: DEMING’S PDCA


APPROACH
Stages Activity Description
Planning •Conceptualization •General explicit statement of the needs
(Formulation & •Analysis •Identify what has to be provided to meet these needs
revision of •Proposal •Show how those needs will be meet through the
intended activity) project activities
•Justification •Prepare & evaluate financial costs & benefits
•Agreement •Point at which go-ahead is agreed by project
sponsor
Doing •Start-up •Gathering of resources, assemble project teams
(Project •Execution •Carry out defined activities
execution) •Completion •Time/money constraint reached or activity series
completed
•Handover •Output of project passed to client/user

Checking •Review Identify the outcomes for all shareholders


(evaluate
performance of
all phases)
Acting •Feedback •Put in place improvements to procedures, fill gap in
(make changes in knowledge, document lessons for the future
all phases to
provide for
improvement)

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PROJECT MANAGEMENT: TIME SCHEDULING


• GANTT CHART
• NETWORK

• GANTT CHART
– Henry L Gantt (1907)
– Simple
– Easy to Use
• NETWORK
PERT (Program Evaluation and Review Technique)
• Developed by US Navy (1956 – 58)
• Probabilistic
• Uncertainty
• Unknown Technology

CPM (Critical Path Method)


• Developed by Du Pont and Remington Rand (1957)
• Deterministic
• Certain
• Known Technology

GANTT CHART
Type of bar bar--chart (but horizontal) that shows both the
scheduled and completed work over a period period.. A time
time--scale
is given on the chart's horizontal axis and each activity is
shown as a separate horizontal rectangle (bar bar)) whose
length is proportional to the time required (or taken) for
the activity's completion
completion.. In project planning
planning,, these charts
show start and finish dates dates,, critical and nonnon--critical
activities,, slack time, and predecessor
activities predecessor--successor
relationships.. Also called chronogram
relationships chronogram,, it was invented in
1917 by the US engineer and a scientific scientific--management
pioneer, Henry L. Gantt (1861 1861--1919
1919)).

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PROJECT MANAGEMENT
GANTT CHART OR BAR CHART

Use of GANTT Chart for Control

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PROJECT MANAGEMENT
GANTT LOADING CHART

PROJECT MANAGEMENT
GANTT PRESERVED TIME PLANNING CHART

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PROJECT MANAGEMENT

DISADVANTAGES

1. It does not show the sequential relationship


among different activities.
2. It is not easy to establish which parts, in
sequence dictate the total duration of the project.
3. It is not easy to use the planning chart for control
once the operation has started

THANK YOU

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