CHAPTER

3:
 Project

It is a temporary endavour undertaken to create a

unique product, service or result. A project is a
temporary in that it has a define beginning and
end
in time.
Project Management

Is define as application of knowledge,skills, tools

and technique to project to project activities to
meet project requirements.

Project organization

Is describe as human infrastructure of a project. It

is design to identify the project organization chart,
the roles and the relationship of the project team.
 Organizational structure

It is clearly identify the roles and

responsibility of
each position, supplementing the existing
roles
definition where necessary to cover all of
the
responsibilities.
 Three types of organizational
structure in project management.

Project- type organizational

structure
Refers to the creation of independent of project
team.

Functional organizational
structure
Is to be managed by the current
organization by hierarchical structure

Matrix Organizational Structure

it loads a level of project management structure on the

functional hierarchical structure. According to the relative
power of project managers and functional managers, in
practice there are different types of matrix systems,
 Advantage of organizational
structure

Focus on this project team, a project manager

is solely
responsible for the project, the only task of the
project
members is to complete the project, and they
only
report to the project manager, avoiding the
multiple
leadership.

The project teams decision is developed within

the
project and the reaction time is short.
 Disadvantage of the organizational
structure.

When a company has a several project, each project has it

own
seperate team, which will lead ro the duplication of efforts
and loss
of the scalable economies.

The project team itself is independent entity, prone to

condition
known as "project inflammatory" disease that is, there is a
clear
dividing line between project team and parent
organization,
weakening the effective integration, project team and
parent
organization.
 Advantage of functional
organizational structure.

The use of personnel with greater flexibility.as long as the

choice suitable functional department as project
supervisor.the department will be able to provide the
proffesional and technical personnel required by the
project. Technology expert can be used by the different
project and after completion od the work can go back to
his original work.

When the prject team members leave or leave the

company, the function can be used as the basis
maintaining the continuity of the project

Functional department can provide a normal career path

for professional.
 Disadvantages of functional
organizational structure.

Project often lack of focus, each unit has it own core

function of general business. Sometimes in order to
meet their basic needs, reponsibility for the project will
be ignored, especial when the interest taken in the
project brought to the unit not the same interest

Such organizational has certain difficulties in the inter

department cooperation and exchange.

Motivation is not strong enough the project

participants, they think the project is an additional
burden and not directly related to career development
and upgrading.
In such organizational structure sometimes
no one
should assume full responsibility for the
project.
Often the project manager is only
responsible for
the part ofthe project. others are
responsible for
the other patrs of the project. Which leads
to the
difficulties in coordination situation.
 Matrix Organizational Structure

it loads a level of project management structure on the

functional hierarchical structure. According to the relative
power of project managers and functional managers, in
practice there are different types of matrix systems,

Different types of matrix systems

Functional Matrix

Project Matrix

Balance Matrix
 Functional Matrix

in this matrix, functional managers have greater powers

than project managers
 Project Matrix

in this matrix, project managers have greater powers than

functional managers);
 Balance Matrix

in this matrix, functional managers and project managers

have the equal powers.
The advantages of this organizational
structure:

It is the same as functional structure that resources can

be shared in multiple projects, which can significantly
reduces the problem of redundant staff;

Project is the focus of work, with a formal designated

project manager will make him give more attention to the
project, and responsible for the coordination and
integration work between different units;

When there are multiple projects simultaneously, the

company can balance the resources to ensure that all the
projects can progress to complete their respective costs
and quality requirements;

The anxiety of project members is reduced greatly after

the end of the project, while they are strongly associated
with the project, on the other hand, they have a home
feeling about their functions
The disadvantage of this organizational
structure:

The matrix structure has exacerbated the tensions

between functional manager and project manager;

Under any circumstances, sharing equipment, resources

and personnel among different projects will lead to
conflict and competition for scarce resources;

In the process of project implementation, the project

manager must negotiate and consult with the department
managers on various issues, which leads to the delay in
decision making;

Matrix management is not according to the principles of

unified management, project members have two bosses,
the project manager and functional managers, when their
commands are divided, it will make members at a loss.
Work Breakdown Structure (WBS)

As defined by PMBOK Guide is a deliverable-

oriented hierarchal decomposition of work to be
executed by the project team to accomplish the
project objectives and create the required
deliverables
It aims to divide complex project for which it is
difficult to create a schedule into individual tasks
that require a clearly defined time to complete.
Three reasons to use a WBS in
Projects

First, it helps more accurately and specifically

define and organize the scope of the total project.
Second, using a WBs in projects is to help with
assigning responsibilities, resource allocation,
monitoring the project, and controlling the project
Lastly, it allows to double check all the
deliverables specifics with the stakeholders and
make sure there is nothing missing or overlapping.
 Project Managers use a work
breakdown system (WBS) to
define and organize the tasks
needed to complete the project.

Heres How:
Determine the desired project results
List the major steps
Define the smaller tasks of each major
step
Figure out what tasks have to be
completed the step
Continue the process
CREATING A WORK BREAKDOWN
STRUCTURE (WBS)
CREATING A WORK
BREAKDOWN STRUCTURE IS A
TEAM EFFORT AND IS THE
CULMINATION OF MULTIPLE
INPUTS AND PERSPECTIVES
FOR THE GIVEN PROJECT.
ONE EFFECTIVE TECHNIQUE IS TO
ORGANIZE A BRAINSTORMING
SESSION WITH THE VARIOUS
DEPARTMENTS THAT WILL BE
INVOLED WITH THE PROJECT.
PROJECT TEAMS CAN USE LOW TECHNOLOGY
TOOLS LIKE:

STICKY NOTES
OR NOTE
PADS
WHITE
BOARD

TO IDENTIFY MAJOR DELIVERABLES,SUB-

DELIVERABLES AND SPECIFIC WORK
PACKAGES.
SAMPLE OF A WBS-PLANNING FOR A TRADE SHOW (USING MATCHWARE
MINDVIEW)
MANAGING
RESOURCES
 THERE ARE THREE
DIFFERENT TYPES OF

PEOPLE EQUIPMENT MATERIALS

 A PROJECT MANAGER NEEDS TO MAKE SURE
THAT HE HAS THE PEOPLE WITH THE SKILL
SET REQUIRED FOR THE TASK.

NOT ONLY WILL THE RIGHT PLACE AT THE

RIGHT TIME,BUT HE MUST ALSO EQUIP THEM
WITH THE TOOLS AND KNOWLEDGE THEY
NEED.

IT IS HIS JOB TO MAKE SURE THAT THEY ARE

FULLY AWARE OF WHAT IS EXPECTED FROM
THEM,AND HOW LONG THEY HAVE TO DO IT.
PEOPLE
EMPLOYEES ARE NOT ONLY THE PEOPLE RESOURCES
THAT NEED MANAGEMENT.VENDOR STAFF AND
SUBCONTRACTORS ARE ALSO IN THIS GROUP OF
PROJECT MANAGEMENT.
E
Q
PEOPLE NEED EQUIPMENT TO COMPLETE
U ATASK.
I
HE NEEDS TO MAKE SURE THAT THE
P EQUIPMENT IS AVAILABLE AND IS IN
M WORKING ORDER.
E RENTAL FEES FOR EQUIPMENT CAN
N ACTUALLY BE CALCULATED INTO THE
PROJECT.
T
S
NO MATTER WHAT INDUSTRY FOR EVERY PROJECT THAT
NEEDS TO BE COMPLETED,A PROJECT MANAGER WILL
REQUIRE A CERTAIN AMOUNT OF MATERIALS,EVEN
SOMETHING AS SMALL AS PEN AND PAPER.

IT IS UP TO HIM TO MAKE SURE ALL THE MATERIALS THAT

ARE NEEDED FOR THE TASK HAVE ARRIVED ON TIME AND
ARE ACCESSIBLE.

THIS GOES BACK TO MANAGING PEOPLE AND VENDORS.

 PROJECT
PLANNING
MODEL
THE TWO MOST POPULAR EXAMPLE OF
PROJECT PLANNING MODELS:
 PROJECTS IN CONTROLLED
ENVIRONMENT (PRINCE 2)
1.STARTING UP (SU)
2.INITIATING A PROJECT (IP)
3.DIRECTING A PROJECT (DP)
4.CONTROLLING A STAGE (CS)
5.MANAGING PRODUCT
DELIVERY (DP)
6.MANAGING STAGE
BOUNDARIES (SB)
7.CLOSING A PROJECT (CP)
PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK)
*Processes overlap and interact
throughout a project or phase.
Processes are described in terms of.

1.Inputs (document, plans, designs,

etc.)

2. Tools and techniques

(mechanisms, applied to inputs)

3. Outputs (documents, products,

etc)
The ten knowledge areas are:
1. Integration Management.
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management.
6. Human Resource Management.
7. Communication Management.
8. Risk Management..
9. Procurement Management.
10. Stakeholder Management (added in the
5th
th edition)
Each knowledge are contains some or all of the
project management processes.
For example: project procurement management
includes.
1. Plan Procurements.
2. Conduct Procurements.
3. Close procurements
Kepner
-Model
(KT PM)
1. Definition justifies the project in terms of need
and relevance by determining the specific
objectives of the project. The time, cost
resources, required and other performance
parameters all find mention in the process

2. Planning elucidates who executes the specific

tasks of the project the timeline of implementation
and risk management aspects

3. Implementation looks into the deliverables by

ensuring the effective use of the evaluating the
process.

4. Communication is actually a part of the above

three process and concerns with stakeholder
involvement and satisfaction, people management
and developing leadership skills.
 *Log Frames Model
Log frames or logical frameworks is
another project-planning model. This
model adopts a top-down approach to
project planning by identifying the
activities in a project with a rigorous risk
and assumption analysis. One side of the
matrix includes indicators of
achievements means of verification and
important risks or assumptions on the
other side.
 *A log matrix frame matrix is a
concise documents that outlines the
key features that lead to a project
achieving its goal.
*A Log frame consists of a 4 column by 4 or 5 row
matrix .
1. The first columns represents the hierarchy of
activities to outline that needs to occur for the
project to succeed.
2. The second columns represents the indicators
that are appropriates measures of whether the
activities outputs or outcomes have been
achieved.
3. The third column represents the data source
have been achieved
4. The last column is very important and outlines
the assumption that need to hold true for that
particular activity, output or outcomes to occur.
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