Professional Documents
Culture Documents
Lecture#02
Presented by: Umer Ghauri
Recap
Project definition
Needs behind projects
Types & examples of projects
Project Success Criteria
Why projects fail?
Why project management?
Project Lifecycle
Role of project manager
Organizational Structures
Triple constraint of PM
Project selection models
Project management knowledge areas &
processes
Operational work
Project
Program
Portfolio
Prioritize projects.
Professional and
conscientious project
management is critical to a
successful outcome!
Project Failure
Scope Creep
Poor Requirements
Gathering
Unrealistic planning
and scheduling
Lack of resources
1.
2.
3.
Project Success
Customer
Requirements
satisfied/exceeded
Completed within
allocated time frame
Completed within
allocated budget
Accepted by the
customer
Project issues
Disseminating project information
Mitigating project risk
Quality
Managing scope
Metrics
Managing the overall work plan
Process
Responsibilities
People
Responsibilitie
s
Keys to Successful
Projects
or
Duh?!?
Things you already
know but lets review
anyway
PLAN
PLAN
Identify all stakeholders up front!
Develop the project plan before
starting the project
Establish communications
protocols
PLAN
Define your requirements in detail
Establish a speedy conflict
resolution
process
Make contingency plans
Plan a reasonable roll-out schedule
LEAD
LEAD
Ensure strong, committed
management
support
Connect the business goals to the
project
Assign an experienced project
manager
LEAD
Establish clearly defined
directions
Be proactive
Give IT and program a seat at the
table
LEAD
Set clear performance expectations
Ask for technical assistance
Do not start roll-out until pilot is
complete!
COMMUNICATE
Communicat
e
Communicat
e
Manage expectations
Share success and broadcast
achievements
Invite feedback
MANAGE
Manage
Ensure the system design reflects
sound planning
Hold the reins on irrational
exuberance!
(Ensure the system design reflects the
system you need and can afford at this
point
in time)
Manage
Train all staff in a timely fashion
Make extensive testing a priority!
Make the most of pilot testing!
Successful project
management is delivering a
quality product that meets
the customers
requirements within time,
scope, and budget.
PM Triple Constraint
Time
Cost
Scope
Manage these or they will
manage you!!
Triple Constraint
Key
Scope Management
Issue Management
Cost Management
Quality Management
Communications Management
Risk Management
Change Control Management
Scope Management
Issue Management
Cost Management
Resources
people
equipment
materials
Quantities
Budget
Quality Management
Communications Management
Risk Management
Weather
Scope
Change
Technical Specification
Changes
Schedule
changes
All changes require collaboration and buy in via the project sponsors signature
prior to implementation of the changes
Organizational Structures
Functional organizations
Projectized organizations
Organizational Structures
Matrix Organization
Strong Matrix
Weak Matrix
Balanced Matrix
Functional Organization
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Functional Organization
1.
2.
In a Functional Organization a
Project Manager has little to no
authority over resources availability
and acts more as a project
coordinator. Projects in a Functional
Organization are undertaken by two
approaches:
Divided: Where a department
will work on their portion of the
project and hand it off to the next
department to complete its part,
and so on.
Cross Functional: Where
members of different departments
work together at the same time
on various aspects of the project.
Project Team Members will more
than likely remain loyal to their
Functional Managers.
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Functional Organization
Project
Managers
Authority
Resource
Availability
The availability of
resources is determined
by the Functional
Manager allowing little
to no influence from
Project Managers.
Competition for
resources is fierce.
Control of
Budget
Functional Managers
control the budget to a
project.
The Functional Manager
is responsible for
resources performance
reviews, and their
career opportunities lie
within the functional
department- not within
the project team.
Projectized Organization
In a Projectized Organization
most of the organizational
resources are involved in
project work rather than
operations. Projectized
organizations often have
organizational units called
departments, and these groups
either report directly to the
project manager or provide
support services to projects.
Teams consist of staff members
from a variety of disciplines
and specialties. These teams
are formed and often
collocated; physically working
in the same place.
Chief
Chief
Executive
Executive
Project
Project
Manager
Manager
Project
Project
Manager
Manager
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Projectized Organization
In a Projectized Organization
Project Managers are
responsible for making project
decisions and acquiring and
assigning resources. They have
the authority to assign
resources from other areas
within the organization or hire
from outside. Project teams
have the potential of dissolving
upon completing of a specific
project.
Project Managers have ultimate
authority over the project in
this structure and report
directly to an executive level.
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Project
Project
Manager
Manager
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Projectized Organization
Project
Managers
Authority
Resource
Availability
The availability of
resources is determined
by the Project Manager
allowing little to no
influence from
Functional Managers.
Resources who are only
needed at specific times
within a project may
find themselves idle
other times.
Control of
Budget
Project Managers
control the budget to a
project.
Weak Matrix
Organizations share
many of the same
characteristics of a
Functional
Organization where
the Project Manager
has limited authority
and is more of a
coordinator or
expediter than that
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Strong Matrix
Organizations share
many of the same
characteristics of a
Projectized
Organization where
the Project Manager
has considerable
independence and
authority compared
to the Functional
Chief
Chief
Executive
Executive
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Functional
Functional
Manager
Manager
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project
Project
Manager
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project
Project
Manager
Manager