Chap001 4e

Modern Project Management
Chapter 1
What Is a Project?
• Project Defined
– A complex, nonroutine, one-time effort limited by
time, budget, resources, and performance
specifications designed to meet customer needs.
• Major Characteristics of a Project
– Has an established objective.
– Has a defined life span with a beginning and an end.
– Typically requires across-the-organizational
participation or specialist, (finance, human
resources, marketing…)
– Involves doing something never been done before.
– Has specific time, cost, and performance
requirements.
UNDERSTANDING PROJECT
MANAGEMENT
A project can be considered to be any series of
activities and tasks that:
● Have a specific objective to be completed within
certain specifications
● Have defined start and end dates
● Have funding limits (if applicable)
● Consume human and nonhuman resources (i.e.,
money, people, equipment)
● Are multifunctional (i.e., cut across several
functional lines)
Project Life Cycle
FIGURE 1.2
Project Management process
Project Management Process
1. Project initiation 2.Project planning
● Selection of the best ● Definition of the work

project given resource requirements
limits ● Definition of the quality
● Recognizing the benefits and quantity of work
of the project
● Definition of the
● Preparation of the resources needed
documents to sanction the
project (Phê chuẩn) ● Scheduling the activities
● Assigning of the project ● Evaluation of the
manager various risks
Project management process (cont.)
3 Project execution
4 Project monitoring
and control
● Negotiating for the
● Tracking progress
project team members
● Comparing actual
● Directing and managing
outcome to predicted
the work
outcome
● Working with the team
● Analyzing variances and
members to help them
impacts
improve
● Making adjustments
5 Project closure
. ● Verifying that all of the work has been

accomplished
● Contractual closure of the contract
● Financial closure of the charge numbers
● Administrative closure of the paperwork
Programs versus Projects
• Program Defined
– A series of coordinated, related, multiple projects
that continue over an extended time and are
intended to achieve a goal.
– A higher-level group of projects targeted at a
common goal.
– Example:
• Project: completion of a required course in
project management.
• Program: completion of all courses required for
a business major.
Comparison of Routine Work with Projects
Projects
Routine, Repetitive Work
Writing a term paper
Taking class notes every day
Setting up a sales kiosk for a
Daily entering sales receipts into
professional accounting meeting
the accounting ledger
Developing a supply-chain
(Sổ Kế toán)
information system
Responding to a supply-chain
Writing a new piano piece
request
Designing an iPod that is
Practicing scales on the piano
approximately 2 X 4 inches,
Routine manufacture of an Apple interfaces with PC, and stores
iPod 10,000 songs
Attaching tags on a Wire-tag projects for GE and
manufactured product Wal-Mart TABLE 1.1
The Challenge of Project Management
• The Project Manager
– Manages temporary, non-repetitive activities and
frequently acts independently of the formal organization.
• Marshals resources for the project
• Provides direction, coordination, and integration to the
project team
• Manages a diverse set of project stakeholders
• Dependent upon others for technical answers
• Is responsible for performance and success of the
project
– Must induce (thu hút) the right people at the right time to
address the right issues and make the right decisions.
The Importance of Project Management
• Factors Leading to the Increased Use of
Project Management:
– Compression of the product life cycle
– Global competition
– Knowledge explosion
– Triple bottom line (Planet, People, Profit)
– Corporate downsizing
– Increased customer focus
– Small projects that represent big
problems
Growth in PMP Certification
Integrated Project Management Systems
• Problems Resulting from the Use of Piecemeal Project

Management Systems: (Hệ thống QTDA từng phần)
–Do not tie together the overall strategies of the firm.
–Fail to prioritize selection of projects by their
importance of their contribution to the firm.
–Are not integrated throughout the project life cycle.
–Do not match project planning and controls with
organizational culture to make appropriate
adjustments in support of project endeavors.(Nổ lực)
Integrated
Management
of Projects
FIGURE 1.3
The Technical
and Sociocultural
Dimensions
of the Project
Management
Process
FIGURE 1.4
Successful project management
Project achieves its
objectives:
•Within the allocated time period
● Within time
● Within the budgeted cost
● Within cost
● At the proper performance or
● At the desired specification level
performance/technology ● With acceptance by the
level customer/user
● While utilizing the ● With minimum or mutually
assigned resources agreed upon scope changes
effectively and efficiently ● Without disturbing the main
● Accepted by the customer work flow of the organization
● Without changing the
corporate culture
WORKING WITH EXECUTIVES
Integration Management
INPUTS
Resources OUTPUTS
Integrated
Processes
Project Life Cycle
FIGURE 1.2
Key Terms
• Program
• ISO 9000
• Project
• Project life cycle
• Project management professional (PMP)
• Sociotechnical perspective

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Modern Project Management

● Selection of the best ● Definition of the work

. ● Verifying that all of the work has been

• Problems Resulting from the Use of Piecemeal Project

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