Professional Documents
Culture Documents
MANAGEMENT
Dr. Arun Maity
Associate Professor
BITS OFF- CAMPUS CENTRE
KOLKATA
INTRODUCTION TO PROJECT
MANAGEMENT
EVOLUTION AND
APPLICATION
DEVELOPED IN THE LATE 1950s TO AID
PROJECT
A PROJECT IS A COMPLEX , NON ROUTINE, ONE-TIME
CERTAIN SPECIFICATIONS
HAVE DEFINITE START AND END DATES
HAVE FUNDING LIMITS
CONSUME RESOURCES
MEET AND EXCEED CUSTOMERS NEEDS
PROJECT MANAGEMENT
PROJECT MANAGEMENT INVOLVES
PROJECT PLANNING
PROJECT SCHEDULING
PROJECT MONITORING & CONTROL
PROJECT PLANNING
DEFINITION OF WORK REQUIREMENTS
DEFINITION OF QUANTITY OF WORK
DEFINITION OF RESOURCES NEEDED
PROJECT SCHEDULING
LIST OF ACTIVITIES TO BE COMPLETED
ACTIVITY RELATIONSHIPS
GANTT CHARTS
CRITICAL, NON-CRITICAL ACTIVITIES, MILESTONES
RESOURCE LOADING, LEVELLING, ALLOCATION
PROJECT MONITORING & CONTROL
TRACKING PROGRESS
COMPARING
ANALYZING IMPACT
MAKING ADJUSTMENTS
TIME, COST, QUALITY CONTROL
ACTIVITIES
RESULT-ORIENTED MANAGEMENT STYLES
COMPRESSION OF PRODUCT LIFE CYCLES
GLOBAL COMPETITION
KNOWLEDGE EXPLOSION
CORPORATE DOWNSIZING
INCREASED CUSTOMER FOCUS
MULTI-PROJECT ENVIRONMENT
KNOWLEDGE EXPLOSION
INCREASE COMPLEXITY OF PROJECTS BECAUSE OF
ADVANCED TECHNOLOGIES
COMPLEXITY IN MATERIALS, SPECIFICATIONS, CODES,
AESTHETICS, EQUIPMENT AND REQUIRED SPECIALISTS
CORPORATE DOWNSIZING
NECESSITY OF DOWNSIZING OR RIGHTSIZING
NECESSITY OF CORE COMPETENCIES FOR SURVIVAL
PROJECT MGMT REPLACING MIDDLE MANAGEMENT
OUTSOURCING
OF SIGNIFICANT SEGMENTS OF
PROJECT WORK
NON-PROJECT DRIVEN
ORGANIZATION
PROJECTS EXIST MERELY TO SUPPORT THE
LIMITATIONS OF NON-PROJECT
DRIVEN ORGANIZATIONS
PROJECTS MAY BE FEW AND FAR BETWEEN
NOT ALL PROJECTS HAVE THE SAME
PROJECT
MANAGEMENT REQUIREMENTS
EXECUTIVES DO NOT HAVE SUFFICIENT TIME TO
MANAGE PROJECTS
PROJECTS TEND TO BE DELAYED BECAUSE APPROVALS
MOST OFTEN FOLLOW VERTICAL CHAIN OF COMMAND
PROJECT STAFFING IS ON A LOCAL BASIS
HEAVY DEPENDENCE UPON SUBCONTRACTORS AND
OUTSIDE AGENCIES FOR PROJECT MANAGEMENT
EXPERTISE
PLANNING
SCHEDULES
BUDGETS
RESOURCES
RISKS
STAFFING
EXECUTING
STATUS REPORTS
CHANGES / REVISIONS
QUALITY
FORECASTS
DELIVERING
DELIVERING THE PROJECT PRODUCT TO THE CUSTOMER
REDEPLOYING PROJECT RESOURCES
TRAIN CUSTOMER
TRANSFER DOCUMENTS
RELEASE STAFF
LESSONS LEARNED
MANUFACTURING
FORMATION
BUILDING
PRODUCTION
PHASE-OUT
FINAL AUDIT
SOFTWARE DEVELOPMENT
CONCEPTUAL
PLANNING
DEFINITION AND DESIGN
CODE
INTEGRATION / TESTING
CONVERSION
MAINTENANCE
CONSTRUCTION
PLANNING, DATA COLLECTION AND PROCEDURES
STUDIES AND BASIC ENGINEERING
MAJOR REVIEW
DETAIL ENGINEERING
CONSTRUCTION
TESTING AND COMMISSIONING
NEW PRODUCT
INTRODUCTION
FEASIBILITY STUDY
MARKET SURVEY
COST ESTIMATION
TECHNOLOGY ASSESSMENT
PRODUCT DESIGN AND DEVELOPMENT
FINANCING
PROCESS PLANNING
QUALITY SPECIFICATIONS
ROLE OF PROJECT
MANAGER
PROVIDE
DIRECTION,
COORDINATION
AND
INTEGRATION TO THE PROJECT TEAM
MANAGE
TEMPORARY,
NON-REPETITIVE
ACTIVITIES TO COMPLETE A FIXED LIFE PROJECT
MEET THE CHALLENGES OF EACH PHASE OF THE
PROJECT LIFE CYCLE
MANAGE THE TENSION BETWEEN CUSTOMER
EXPECTATIONS AND WHAT IS FEASIBLE OR
REASONABLE
WORK
WITH
VENDORS,
SUPPLIERS,
SUBCONTRACTORS
TIME,
COST
AND
PERFORMANCE
REQUIREMENTS
INDUCING THE RIGHT PEOPLE AT THE RIGHT
TIME
TO ADDRESS RIGHT ISSUES AND MAKE RIGHT
DECISIONS
Categories of
Interactions
Superiors or Bosses
Colleagues or Peers
Subordinates or Juniors
Dealing with each category requires definite
Interaction with
Superiors
Boss is always the boss, though he may not
be always right
There may be serious differences of opinion
any
suggestions
coming
from
the
subordinates, even though his suggestions
are basically sound and would be interest
of the organization
Such individuals suffer from a sense of
insecurity
and
are
afraid
that
implementation of the suggestions would
highlight their own shortcomings and bring
credit to the subordinates at their own
expense
of
the
boss
are
considerably greater than those of the
subordinates
The time at his disposal for dealing with
particular problem is naturally less than
the time available with the subordinate
Therefore it is the duty of subordinate to
do his homework well, work out options in
any given situation and then put them for
consideration and final decision with his
own recommendation
Interaction with
Colleagues
Individuals who are more or less at the same
Delegation does not imply that the boss is absolved of responsibility for
that actions of his subordinates, he should keep a watchful eye over their
activities and issue necessary direction.
respect
Sound knowledge and thorough understanding of plant or process are
vitally important
Boss should be capable of doing at least 80% of the work done by each
one of its subordinates
20% of his own work should be such that none of his subordinates can
do so effectively
Define Jurisdiction
Areas wherein the subordinate is free to
all
what he can do first and inform later
what he can do only after getting approval
Categorize
Subordinates
1. THOSE WHO WORK ON THEIR OWN
INITIATIVE
DIRECTIVES OR GUIDELINES
Train supervisor to
take your place
ADVANCEMENT
IS EASY IF THERE IS
SOMEONE WHO CAN ASSUME CHARGE OF
THE VACATED POSITION
MANAGER
SHOULD
TRAIN
HIS
SUBORDINATES ADEQUATELY, NOT ONLY
TO REDUCE HIS WORKLOAD BUT ALSO TO
FACILITATE HIS OWN ADVANCEMENT AT
THE APPROPRIATE TIME
HABITUALLY
CONCEAL
DOCUMENTS
INFORMATION FROM SUBORDINATES
AND
SEEN TO BE DONE
BOSS MUST BE FAIR, BUT ALSO APPEAR TO
BE FAIR TO HIS SUBORDINATES
ALL SUBORIDNATES SHOULD BE TREATED
ON MERITS AS FAR AS DISTRIBUTION OF
ASSIGNMENTS AND PROSPECTS FOR
ADVANCEMENT ARE CONCERNED
DECISION MAKING
MOST
PROBLEMS
ADMIT
MULTIPLE
SOLUTIONS
A CONCIOUS AND DELIBERATE DECISION
HAS TO BE TAKEN TO PURSUE A
PARTICULAR COURSE OF ACTION
IT IS UNLIKELY THAT ALL DECISIONS TAKEN
BY A MANAGER WOULD PROVE TO BE
CORRECT IN THE LONG RUN
SUCCESSFUL MANAGERS ARE THOSE WITH
HIGH
PERCENTAGE
OF
CORRECT
DECISIONS
CONSEQUENCES
AND
AFFECTS
ORGANIZATIONAL EFFICIENCY
NORMS
AND
GUIDELINES
SHOULD
BE
ESTABLISHED SO THAT DECISION ARE TAKEN AT
THE LOWEST POSSIBLE LEVEL
SUFFICIENT AUTHORITY SHOULD BE DELEGATED
TO THE JUNIOR LEVELS -ACTIVE INVOLVEMENT
OF PERSONNEL, GOOD MORALE AND FREEDOM
OF BOSS FROM ROUTINE DECISIONS
INTEGRATED PROJECT
MANAGEMENT
FOCUSES ALL PROJECT EFFORT TOWARD THE
PROCESS
OF
DECISIONS
LEAD
TO
CONFLICTS, CONFUSION ETC. ON UNSATISFIED
CUSTOMERS
RESOURCES
ARE WASTED
ADDED ACTIVITIES/PROJECTS
IN
NON-VALUE
CHARACTERISTICS
ALL
IMPLEMENTING
STRATEGIES
THROUGH
PROJECTS
SELECTING PROPOSALS THAT MAKE LARGEST
AND MOST BALANCED CONTRIBUTION TO THE
OBJECTIVES AND STRATEGIES
PRIORITIZING PROJECTS SO THAT RESOURCES
ARE ALLOCATED TO THE RIGHT PROJECTS
SIDE
OF
THE
MANAGEMENT
PROCESS
PLANNING, SCHEDULING, CONTROLLING
SOCIO-CULTURAL
SIDE
MANAGEMENT PROCESS
OF
THE
PROJECT