Project Management:Project Management:A Strategic Planning A Strategic Planning

ApproachApproachby Paul D. Gardinerby Paul D. Gardiner

Chapter 1Chapter 1Introduction to projects and Introduction to projects and

project managementproject management

Learning objectivesAfter reading this chapter you should be able to:• differentiate between a project and a programme• compare and contrast the role of a project manager

with that of a programme manager• elucidate the characteristics of projects, including

the three primary characteristics• recount the historical development and evolution of

project management• discuss the importance of project management

training, qualifications and associations

What is a project?

Characteristics of projects

1) Temporary

2) Unique

3) Require progressive elaboration

Other traits projects exhibit:• carry risk and uncertainty• be organisationally complex, requiring the

interaction of many people, departments and other organisations

• be managed against time, budget and human resource plans

• suffer conflict due to competition for resources required by other projects and nonproject work

• have single point responsibility provided by the project manager

• require teamwork and the ability of participants to use effective leadership skills

Management task in project managing a project concerns four

activities:• Planning

• Organising

• Controlling

• Leading and motivating

PlanningQuestions to ask at the start of a project:• What needs to be achieved and why?

• When should it be done by?• How will it be done?

• What will be the order of cost?

Different people provide different parts of the answers

Organising

What should be defined for everyone involved:

• What their role is

• Who to report to

• Their responsibilities

Right structure ensures everyone:

• Is committed to the project

• Knows what is happening

• Communicates effectively

• Has common objectives

ControllingAsk:

• Are we still going about the project in the right way? Are we within schedule?

• Is the project still cost-effective? Are we within budget?

• Are we still going to get what we want? Is the scope still the same?

If one or more of these criteria is not satisfied, consider:

1. Continue with the project.

2. Stop the project.

3. Delay the project and rethink it.

Where do projects come from?

• A market demand

• A business need

• A customer request

• A technological advance

• A legal requirement

• A crisis

• A social need

Programme management

A definition: Programme management is the coordinated management of a portfolio of projects that change organisations to achieve benefits that are of strategic importance.

(Office of Government Commerce, 1999: 110)

5 major influences which helped shape and form the discipline of

project management:1. Development of management thought

2. Creation of special tools and techniques

3. Development of information and communication technologies

4. Socioeconomic and political influences

5. Expanding scope of project management

The future of project management

The challenge for the future of project management is to develop its theoretical basis by developing a set of premises about:

• The purpose of project management• The criteria and factors for judging and

achieving success on projects• What constitutes good project management

practice.