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    Project Management: DR M Z Mamun, Professor Institute of Business Administration University of Dhaka, Bangladesh

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    Md Aliful Islam
    This document discusses project management. It defines a project as unique, having well-defined objectives and a specific start and end point. Project management involves managing time, costs, personnel and materials to complete a project according to objectives. Projects convert inputs like needs and wants into outputs that satisfy those needs through mechanisms like people, capital and techniques. Projects can be strategic, systems-oriented, or operational depending on their timescale, degree of change and complexity. Project management works to oversee change while line management focuses on maintaining the status quo. Methodologies like Gantt charts, networks and Deming's PDCA approach are discussed for project planning, scheduling and improvement.

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    Project Management: DR M Z Mamun, Professor Institute of Business Administration University of Dhaka, Bangladesh

    Uploaded by

    Md Aliful Islam
    42 views17 pages
    This document discusses project management. It defines a project as unique, having well-defined objectives and a specific start and end point. Project management involves managing time, costs, personnel and materials to complete a project according to objectives. Projects convert inputs like needs and wants into outputs that satisfy those needs through mechanisms like people, capital and techniques. Projects can be strategic, systems-oriented, or operational depending on their timescale, degree of change and complexity. Project management works to oversee change while line management focuses on maintaining the status quo. Methodologies like Gantt charts, networks and Deming's PDCA approach are discussed for project planning, scheduling and improvement.

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    This document discusses project management. It defines a project as unique, having well-defined objectives and a specific start and end point. Project management involves managing time, costs, personnel and materials to complete a project according to objectives. Projects convert inputs like needs and wants into outputs that satisfy those needs through mechanisms like people, capital and techniques. Projects can be strategic, systems-oriented, or operational depending on their timescale, degree of change and complexity. Project management works to oversee change while line management focuses on maintaining the status quo. Methodologies like Gantt charts, networks and Deming's PDCA approach are discussed for project planning, scheduling and improvement.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    42 views17 pages

    Project Management: DR M Z Mamun, Professor Institute of Business Administration University of Dhaka, Bangladesh

    Uploaded by

    Md Aliful Islam
    This document discusses project management. It defines a project as unique, having well-defined objectives and a specific start and end point. Project management involves managing time, costs, personnel and materials to complete a project according to objectives. Projects convert inputs like needs and wants into outputs that satisfy those needs through mechanisms like people, capital and techniques. Projects can be strategic, systems-oriented, or operational depending on their timescale, degree of change and complexity. Project management works to oversee change while line management focuses on maintaining the status quo. Methodologies like Gantt charts, networks and Deming's PDCA approach are discussed for project planning, scheduling and improvement.

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    of 17

    PROJECT MANAGEMENT

    Dr M Z Mamun, Professor
    Institute of Business Administration
    University of Dhaka, Bangladesh
    PROJECT: A Process of Change

    • Unique & Not Repetitious


    • Well Defined Objectives
    • Specific Start and End Point
    • Involve Cost & Time
    • Cuts Across Many Organizational and Functional
    Lines
    PROJECT MANAGEMENT

    • Managing and directing time, material, personnel,


    and costs to complete a particular project in an
    orderly, economical manner and to meet established
    objectives in - Time, Money, and Technical results.
    THE PROJECT AS A CONVERSION PROCESS

    Constraints
     Financial  Legal
     Ethical  Environmental
     Logic  Activation
     Time  Quality
     Indirect effects

    Input Output
    PROJECT  Satisfied need
     Want/Need

    Mechanisms
     People
     Knowledge & Expertise
     Capital
     Tools & Techniques
     Technology
    THE RELATIONSHIP BETWEEN
    PROJECT MANAGEMENT & LINE MANAGEMENT

    Line Management Project Management


    Responsible for managing the Responsible for overseeing
    status-quo change
    Authority defined by Lines of authority “fuzzy”
    management structure Ever-changing set of tasks
    Consistent set of tasks Responsibility for cross-
    Responsibility is limited to their functional activities
    own function Operates within structures which
    Works in permanent exist for the life of the project
    organizational structures Predominantly concerned with
    Tasks described as maintenance innovation
    Main task is optimization Main task is the resolution of
    Success is determined by conflict
    achievement of interim targets Success determined by
    Limited set of variables achievement of stated end goals
    Contains intrinsic uncertainties
    A TYPOLOGY OF PROJECT

    Type 
    STRATEGIC SYSTEMS OPERATIONAL
     Parameters
    Timescale 2-5 years 1-2 years Up to 1 Year

    Degree of
    change to High Medium Low
    customers

    Likely
    High Medium Low
    complexity

    Impact felt Impact limited Impact limited to the


    Effects of throughout to most parts function within which
    project organization & of the the project was
    beyond organization undertaken

    Changes to Change to the Change who, where,


    Customers/ Change what is way that when & the means by
    done things are which something is
    Users of output done done
    THE TYPOLOGY OF PROJECTS: Few Examples

    Types of
    Typology of Projects
    Projects
    STRATEGIC SYSTEMS OPERATIONAL

    Manufacturing Develop New Implement Change Operating


    Products Quality Procedures on the
    Systems Shop Floor
    Service Add/Remove Control Out Find New Suppliers for
    Service Facility, Cleaning Surgical Supplies
    e.g., Accident or Services
    Emergency
    Department
    Retail Move Store to New Implement Shelf-stackers to Act as
    Locations Electronic Relief Cashiers
    Point of Sale
    (EPOS) System
    Construction Develop Designs Use Cross-train Decorators
    for a Series of Contractors and Plumbers
    Standard Rather Than
    Accommodation Employees to
    Units Manage
    Projects
    PROJECT HIERARCHY

    Investment decision maker


    Sponsor

    Wants end results


    Owner Charged with
    achieving project
    output under
    External Project Manager given constraints

    Sub-project Manager

    Supervisors

    Activities
    PROJECT IMPROVEMENT: DEMING’S PDCA
    APPROACH

    “Improve Constantly & forever every


    activity in the company, to improve quality
    & productivity & thus constantly decrease
    costs” – Deming (1986)
    PROJECT IMPROVEMENT: DEMING’S PDCA
    APPROACH
    Stages Activity Description
    Planning •Conceptualization •General explicit statement of the needs
    (Formulation & •Analysis •Identify what has to be provided to meet these needs
    revision of •Proposal •Show how those needs will be meet through the
    intended activity) project activities
    •Justification •Prepare & evaluate financial costs & benefits
    •Agreement •Point at which go-ahead is agreed by project
    sponsor
    Doing •Start-up •Gathering of resources, assemble project teams
    (Project •Execution •Carry out defined activities
    execution) •Completion •Time/money constraint reached or activity series
    completed
    •Handover •Output of project passed to client/user

    Checking •Review Identify the outcomes for all shareholders


    (evaluate
    performance of
    all phases)
    Acting •Feedback •Put in place improvements to procedures, fill gap in
    (make changes in knowledge, document lessons for the future
    all phases to
    provide for
    improvement)
    PROJECT MANAGEMENT: TIME SCHEDULING
    • GANTT CHART
    • NETWORK

    • GANTT CHART
    – Henry L Gantt (1907)
    – Simple
    – Easy to Use
    • NETWORK
    PERT (Program Evaluation and Review Technique)
    • Developed by US Navy (1956 – 58)
    • Probabilistic
    • Uncertainty
    • Unknown Technology

    CPM (Critical Path Method)


    • Developed by Du Pont and Remington Rand (1957)
    • Deterministic
    • Certain
    • Known Technology
    PROJECT MANAGEMENT
    GANTT CHART OR BAR CHART
    PROJECT MANAGEMENT
    GANTT LOADING CHART
    Use of GANTT Chart for Control
    PROJECT MANAGEMENT
    GANTT PRESERVED TIME PLANNING CHART
    PROJECT MANAGEMENT

    DISADVANTAGES

    1. It does not show the sequential relationship


    among different activities.
    2. It is not easy to establish which parts, in
    sequence dictate the total duration of the project.
    3. It is not easy to use the planning chart for control
    once the operation has started
    THANK YOU

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