Ecm587 4.Modern Pm

8/8/2019 Ecm587 4.Modern Pm

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LECTURE 4

MODERN PROJECT MANAGEMENT


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PROJECT MANAGEMENT BODY OF KNOWLEDGE

GENERAL

PROJECT MANAGEMENT PROGRAMME MANAGEMENT PROJECT CONTEXT

STRATEGICPROJECT SUCCESS CRITERIA VALUE MANAGEMENT QUALITY MANAGEMENT

STRATEGY/PROJECT RISK MANAGEMENT HEALTH AND SAFETY

ENVIRONMENT

MANAGEMENT PLAN

CONTROLWork content and

scope management

Time

Scheduling/Phasing

Resource mgt

Budgeting and cost

mgt

Change controlEarned value mgt

Information mgt

TECHNICALDesign,

Implementation &

hand-over

Requirements mgt

Estimating

Technology mgt

Value Eng

Modeling andtesting

Configuration mgt

COMMERCIALBusiness case

Marketing and

sales

Financial mgt

Procurement

Legal awareness

ORGANISATIONALLife cycle design mgt

Opportunity

Design and

development

Implementation

Hand-over

(Post) Project evaluation

reviewOrganisation structure

Organisation roles

PEOPLECommunication

Teamwork

Leadership

Conflict mgt

Negotiation

Personnel mgt

Opportunity

identificationConcept/marketingfeasibility bid

Design

DevelopmentDesign, Modeling andProcurement

ImplementnMake, Built andTest

Hand-overTest,CommissionStart-up

Post-Project

EvaluationTest, CommissionStart-up

Source: APM, 2000


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PROJECT MANAGEMENT

Most efficient way of introducing unique change

PM

Defining whathas to be accomplished (time, cost,

and various technical and quality performance

parameters

Developinga plan to achieve

Usingappropriate pm techniques and tools toplan, monitor and maintain progress

Employing persons skilled in pm

Source: BSI: 6079, 1996


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PM PROCESS

Management of

the project

ConstraintsTime, cost, quality, technical

and other performance

parameters, legal,

environment, etc

OutputsProject deliverables,

products and/or services

MechanismsPeople, techniques and tools,equipment, organisation

InputBusiness need and

requirement

Source: APM, 2000


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PROGRAMME MANAGEMENT

A portfolio of projects related to some

common objective

An organisations business strategy which is tobe implemented through projects

The interdependencies between a number of

projects

Resource allocation amongsta portfolio of

projects


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PROJECT CONTEXT/ENVI

Internal and external environment

Political

Ecological Organizational

These context will shape the issues what

project managementhas to deal withand mayassist or restrictthe attainment ofthe project

objective


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What is changing?

The work we do Continuing efforts

Ongoing, repetitive work

Highly consistent process

Predictable results

Single-Time Efforts

Performed once within a

reasonable period of

time Requires significant

creativity and ingenuity

Customised end results

Many of the fundamental practices of project management assume you are

performing a continuing effort


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What is changing?

The workers we employ Continuing efforts

Task-based workers

Single, defined skills

Well-defined duties

Predictable career path

Just-in-time training

Single-time efforts

Knowledge workers

Multiple skills

Simultaneous project

assignments

Customised career path

Continuous education

Resource mgt must be redefined to support Single-time efforts


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What is changing?

The focus of management Continuing efforts

Plan task sequence

Lead as task expert

Organize staff into shifts

Control worker

for the worker

Single-Time Efforts

Plan general strategy

Lead as facilitator

Organize skill types

Control quality

Withthe team

The role of management is no longer to make people work but to make it

possible for people to work

- TomDelMarco


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What is changing?

The stability of project plans Continuing efforts

Clearly defined

objectives and scope

Repetitive operation

Significant early detail

Limited revision

Controlled on time

Single-Time Efforts

Unknown objectives and

scope

General framework

Progressive, iterative

Continuous revision

Controlled on

deliverable completion

The failure to recognise the reality of iterative, progressive plans forces an

organisation to react to avoidable surprises


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The modern application of project

management Unique disciplined-based processes

Customized, changing final results

Emphasis on discovery and creation processes

Improvements to total process

Preliminary initial plans with continuous revision

Knowledge-based workers playing flexible roles

Managed by team leaders and facilitators

Must anticipate significant number of known

unknown and unknown unknowns


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The project management dilemma

Traditional organization excelled in managing

continuing efforts

Managed by people who were trained intraditional business thought

Fail to accommodate the realities of single-

time efforts

Attemptto manage single-time efforts the

same as continuing efforts


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Modern project management

New realities

Shiftto information age

Dependence on Single-

time efforts Programs for knowledge

worker

Increased demand for

project managers

Implications

New products and

services

Compensation forcurrent contributions,

continuous education

PM fundamentals, PM

framework for Single-time efforts


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What is modern project

management? The corporate act of planning, leading, organizing

and controlling Single-time efforts

Total organization involvement

Repeatable PM framework

Emphasize project initiation

Rapid decision making

Valid baseline agreements

Progressive, iterative plans

Deliverable-based control

Accommodating unknowns


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Project success criteria

Critical success factors- KPIs(Key Prfmce Index)

Determined atthe beginning ofthe project

Reflect directly on the key objectives (goals) ofthe project

Provide the basis for project managementtrade-offdecisions duringthe course ofthe project

At completion ofthe projectthese KPIs

Will be the most relevant measures to confirm the

acceptability ofthe projectand its productby the projectsstakeholders as being successful

Can be measured in some way, at some time, on some

scale


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Strategy/Project Mgt Plan Importance for overall

Planning

Implementation ofthe project

Monitoring

The plan should include

Definition of overall objectives

Statements on how these should be achieved

Estimates ofthe time required

Budget

Quality policy

Health

Safety and environment policies

Risk mgt strategy

Why, what, how , who, how muchand when


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Value management (VM)

Value- achievingabalance between the satisfactionof many differing needs and the resources used in

doing so

Cost vs benefits

Parameters vs objectives

Expenditures vs needs

Investments vs outcome

Performance divided by cost

VM refers to the overall process identifying key

issues and settingtargets in terms of success criteria


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Quality management

Quality planning

Preparation, checking, and recording ofactions thatare

necessary to achieve the standard of product or service

thatthe customer legislation requires Quality control

The set of processes for planningand monitoringthe

projectto ensure that quality is beingachieved

Quality assurance The set of processes and procedures required to

demonstrate thatthe work has been performed according

to the quality plan


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TQM

TQM- muchbroader and more ambitious

system for identifying whatthe client really

wants, definingthe organizations mission,

measuringthroughoutthe whole process how

well performance meets the required

standards, and involvingthe total organization

in the implementation ofa deliberate policy ofcontinuous improvement


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Discussion

Discuss aboutthe advantages and disadvantages

of using project management consultant for

construction projects.


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References

Project Management Body of Knowledge, Association ofProject Management, 2006.

British standard Institute, Value Management, PrEN, 12973

Chuck Tryon, www.TryonAssoc.com

Thomson P.A. & Perry J.G (eds), Engineering ConstructionRisks- A guide to project risk Analysis and risk management,

2nd edition, Thomas Telford, 1998

Managing successful programmes, Office of Government

Commerce, 2007

Documents

Ecm587 4.Modern Pm