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Lecture 2

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12 views10 pages

Lecture 2

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yamimuto83
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lecture 2: What is Project

What Is a Project?

•A project is a temporary
endeavor undertaken to create a
unique product, service, or
result.
•Project Management is rapidly becoming a
standard way of doing business.
What is a program?
• A program is a group of related projects designed to accomplish a common goal over an extended period of
time.
• Each project within a program has a project manager. The major differences lie in scale and time span.
• Program management is the process of managing a group of ongoing, interdependent, related projects in a
coordinated way to achieve strategic objectives.
The major characteristics of a project
1. An established objective.
2. A defined life span with a beginning and an end.
3. Usually, the involvement of several departments and professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.
What a Project Is Not?
Projects should not be confused with everyday work. A project is
not routine, repetitive work! Ordinary daily work typically requires
doing the same or similar work over and over, while a project is
done only once; a new product or service exists when the project
is completed. Examine the list in The next Table that compares
routine, repetitive work and projects. Recognizing the difference is
important because too often resources can be used up on daily
operations which may not contribute to longer range organization
strategies that require innovative new products.
The Project Life Cycle

• Defining stage: Specifications of the project are defined; project objectives are established; teams are
formed; major responsibilities are assigned.
• Planning stage: The level of effort increases, and plans are developed to determine what the project will
entail, when it will be scheduled, whom it will benefit, what quality level should be maintained, and what
the budget will be.
• Executing stage: A major portion of the project work takes place—both physical and mental. The physical
product is produced (a bridge, a report, a software program). Time, cost, and specification measures are
used for control. Is the project on schedule, on budget, and meeting specifications? What are the forecasts
of each of these measures? What revisions/changes are necessary?
• Closing stage: Closing includes three activities: delivering the project product to the customer, redeploying
project resources, and post-project review.
The Project Manager

• Good project managers are always in demand. Every industry is looking for effective people who can get the
right things done on time.
• Project managers are ultimately responsible for performance (frequently with too little authority). They must
ensure that appropriate trade-offs are made among the time, cost, and performance requirements of the
project.
• Project managers must work with a diverse troupe of characters to complete projects. They are typically the
direct link to the customer and must manage the tension between customer expectations and what is
feasible and reasonable. Project managers provide direction, coordination, and integration to the project
team, which is often made up of part-time participants loyal to their functional departments. They often
must work with a cadre of outsiders—vendors, suppliers, subcontractors—who do not necessarily share
their project allegience.
• Project managers must decide what and how things should be done instead of simply managing set
processes. They must meet the challenges of each phase of the project life cycle, and even oversee the
dissolution of their operation when the project is completed.

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