Unit - I Basics of Project Management
Unit - I Basics of Project Management
Unit - I Basics of Project Management
• Introduction
• What is Project
• Features of Project
Contd….
General Project Characteristics Contd…..
• Conceptualization
• Planning
• Execution
• Termination
Project Life Cycle
Project Life Cycle
Phases in Project Life Cycle
Phase I: Conceptualization refers to the development of the initial goal and technical
specifications for a project. The scope of the work is determined, necessary resources
(people, money, physical plant) identified, and important organizational contributors
or stakeholders signed on.
Phase II: Planning is the stage in which all detailed specifications, schematics,
schedules, and other plans are developed. The individual pieces of the project, often
called work packages, are broken down, individual assignments made, and the process
for completion clearly delineated. For example, in planning our approach to complete
the term paper, we determine all the necessary steps (research, drafts, editing, etc.)
in the process
Phases in Project Life
Cycle
Phase III: During execution, the actual “work” of the project is performed, the
system developed, or the product created and fabricated. It is during the execution
phase that the bulk of project team labor is performed.
Phase IV: Termination occurs when the completed project is transferred to the
customer, its resources reassigned, and the project formally closed out. As specific
sub-activities are completed, the project shrinks in scope and costs decline rapidly
Organizational Structure, Strategy & Culture
Organizational Structure:
The word structure implies organization. People who work in an organization are
grouped so that their efforts can be channeled for maximum efficiency
Organizational Strategy:
strategic management is the science of formulating, implementing, and evaluating
cross-functional decisions that enable an organization to achieve its objectives.
Top
Clients Project Manager Manageme
nt
Project
Accountant Team
Organizational Structure, Strategy & Culture
Organization Culture:
The third key contextual variable in how projects are managed effectively is that of
organizational culture. So far, we have examined the manner in which a firm’s strategy affects
its project management, and how projects and portfolios are inextricably tied to a company’s
vision and serve to operationalize strategic choices.
Structure constitutes the second piece of the contextual puzzle, and we have demonstrated
how various organizational designs can help or hinder the project management process. an
organization’s culture and its impact on managing projects. One of the unique characteristics
of organizations is the manner in which each develops its own outlook, operating policies and
procedures, patterns of thinking, attitudes, and norms of behavior
Organization Culture
One of the unique characteristics of organizations is the manner in which each develops
its own outlook, operating policies and procedures, patterns of thinking, attitudes, and
norms of behavior. These characteristics are often as unique as an individual’s fingerprints
or DNA signature; in the same way, no two organizations, no matter how similar in size,
products, operating environment, or profitability, are the same
One of the original writers on culture defined it as “the solution to external and internal
problems that has worked consistently for a group and that is therefore taught to new
members as the correct way to perceive, think about, and feel in relation to these
problems.”
Key elements of Organization Culture
• Unwritten
• Rules of behaviour
When it is possible to view two organizations producing similar products within the
context of very individualistic and different cultures, the question of how cultures
form gets particularly interesting.
• Technology
• Environment
• Geographical Location
• Reward Systems
• Rules and Procedures
• Key organizational Members
• Critical Incidents