PROJECT MANAGEMENT

Elena Mdlina Barcar

TABLE OF CONTENTS
General content Project based organization.
A. Definition Organizational structures
B. Key characteristics of a project A. Definition; characteristics
C. Project management cycle B. Parallel between two
Process management organizational structures
A. Communication management process Case Study: Complex Equipment, Inc.
B. Risk management process
Project Management
implementation in the non-project-
C. Human Resources management
based organizations
process
A. Initiation in project management
D. Procurement management process B. Value of developing managerial
E. Time management process qualities
F. Cost management process C. Use of project management
G. Quality management process methods
H. Issues management process Case Study: IBM
I. Change management process
Case Study: AIESEC BUCHAREST,
Stepping Stones PROJECT
PROJECT MANAGEMENT
Definition
Project Management
represents the process by which
the objectives of the project are
completed ( schedule, budget,
performance) through a series
of activities that begin and end
at different moments in time,
producing qualitative and
quantifiable deliverables.
Key characteristics of a project
A project has boundaries, so its size is well
defined;
A project is an unique effort, usually requiring
a limited amount of resources
A project has different moments when
beginning and ending
The end of the project is known
PROJECT MANAGEMENT CYCLE

WHO?
T ?
A
H

W
W

H
Y
?
MONITORIN
FINALISATIO
INITIATIVE PLAN EXECUTION G AND
N
CONTROL

W
H ?
ER W
E? HO

WHEN?
PROCESS MANAGEMENT
NGO AIESEC BUCHAREST - STRUCTURE
President

VP VP VP VP
Talent VP VP External
Incoming Outgoing
Exchange Exchange Comm Finance
Manageme Relations
nt

Team Team Team Team Team Team Team

Leader Leader Leader Leader Leader Leader Leader

PROJECT: Stepping Stones

PROJECT MANAGER

OC TALENT OC
OC COMM OC SALES DEVELOPME RESOURCE OC EVENTS
NT & FINANCE
Process Management

COMMUNICATION MANAGEMENT PROCESS

Includes the necessary processes to ensure a timely and completed generation,

collection, dissemination, storage and finality of the information included in the
project
Interpretation of Generation,
the information collection,
The information Collection and
and the dissemination of
is presented to dissemination of
communication the final
the team the information
needs of the information of
team the project

Report
Brainstorming Reports Timely and final
s
Elaboration of the Elaboration of reporting
Description of the Elaborating a
project presentations the work
needed information database
(formal and informal) schedule
Request for
Communication
changes
management
Approved!
planning
Work schedule and
methodology
 Process Management

RISK MANAGEMENT
ncludes processes that help with identifying, analyzing and reacting to the risks that appea
Risk
Developme Applying
Risk evaluation
nt of a risk the risk
identificatio and
manageme manageme
n measureme
nt plan nt plan
nt
Identification of the Planning to combat Correction
Make lists with the
possible and preview the actions/
risks
consequences possible risks contingency
Plan updates
Risk 1: Plan 1 plans
Insufficient Consequen Risk1
number of ce1: the Contacting the
participants disintegratio participants
n of the by telephone,
Risk 2:
project physical and
overspendin Conseque online Plan 2
g nce2:
Risk 3: Risk 2
difficulties financial
Realistic
in bindings losses
Consequen calculation of the
between the ce3: budget;
team conflicts in establishing a
members the process participation fee
Plan 3
managemen Risk 3
t Team
buildings and
bounding
activities
Process Management

HR MANAGEMENT PROCESS
Defines the processes needed in using human resources as efficient as possible
Identification, Finding
Development
documentatio human
of individual
n and resources and
and group
assignation of assign to the
skills
each role project
Organization of the Improvement of
Departments
job candidate individual qualities
establishing
HR management Interviews Improvement of
planning group qualities
Completing the
Organizing Input for
Committee performance
appraisals
Process Management

PROCUREMENT MANAGEMENT
The necessary processes for acquiring goods and services out of the
organization
Request
What and when analysis and
Offers and
needs to be identification of
proposition
acquired possible
sources
Partnership
requests
Closing
Market Relationship
contract for the Resolving each
research of management
selected goods problem/issue
with the sellers
the and services
potential
sponsors Closing Contractual
partnerships terms and
with sponsors conditions
 Process Management

TIME MANAGEMENT
Processes that ensure the completion of the project in time
Work
Defining Production Developme
Sequential schedule
production hours nt of a
activities manageme
structure estimation schedule
nt
Trainings
7 h/day of Cultural diversity
2 weeks,
Team trainings with Time
between 25th
Trainees building an hour meal management
integration June 13th
break Presentation
Training July 2012
Project skills
Participant Activity Teamwork
s schedul
integration e Cultural
integration
Process Management

COST MANAGEMENT
Represents the processes needed to complete the project within a budget limit

Cost
Estimating
allocation to Cost
Resource cost of the
the manageme
planning predicted
individual nt
resources
activities
Management
-People of
-Materials approximatel
-Equipments y 1600 RON
-Meals
Process Management

QUALITY MANAGEMENT
The processes that ensure that the project will satisfy all the needs for which it
was initiated
Quality How to
Complete
standards eliminate the
evaluation of Results
identification; permanent
the whole monitoring
how to be unsatisfying
process
achieved performance
Operational Frequent Completed list Process
definitions meetings of the of activities adjustment plan
Quality OC Reports over
management
the activities
planning
Process Management

ISSUES MANAGEMENT
The necessary processes to identify, solve and control in given time of the
factors that might influence the final purpose, time, costs, risks and project
quality
Status Revising
Problem Evaluatin Seek of Issues
update for the
identifica g the alternativ manage
the team working
tion impact es ment
members plan

Frequent Determine Discussions Announceme Consent of Implementin

meetings; the solution; with the nts regarding the team g the
update the Assign the team the changes members for solutions
plan; right team member; for the team the proposals
member to revising the members
reporting
solve the project
problem
Process Management

CHANGE MANAGEMENT
The necessary processes to control the changes that intertwine in the project
Revise the
Obtaining Change
Initial Evaluatio project Communi
the manage
change n of the and cating the
formal ment/co
request impact schedule change
accept ntrol
structure
PROJECT-BASED ORGANIZATION
In this type of organization What should have a project-
the project culture is present based organization/company:
( the commanded rocket), Consistent approach of project
oriented to purpose(the management
employees are grouped in Qualified project managers
teams, each team working in assigned for the important
a common project) and it is projects
given a special importance to Measurements of project
the equality between team
performance
members. This type of culture
was developed in the high-
Executive and management
project accounting
tech organization ( e.g.
NASA), where this type of A project management
teams were formed. community

Each project is a temporary

EXCELLENCE
phenomenon.
CENTER OF
PROJECT
MANAGEMENT
This center of excellence has
the following activities:
Developing and maintaining
of schedules, instruments,
resources, methods and
policies necessary to support
and improve of the systemic
use of project management
within the
organization/corporation.
Configure and integration of
project management
disciplines according to the
corporatist/organizational
units ( programs,
instruments, resources,
methods and policies, all
developed at an
organizational level)
 CASE STUDY: COMPLEX
EQUIPMENT,INC.
The study will be presented like a parallel between two divisions from the same
project-based company, both running the same project of considerable
importance: functional matrix division and project-based division.

COMPLEX EQUIPEMENT, INC.

Functional matrix division Project based division
Organizational structure
- Project managers with limited authority - Project managers with full authority
- Resources given by the departmental leaders
Project Management andLeadership
- Project managers with limited authority - Powerful representatives in the top management
- Reporting to the 5 departments (technical, manufacturing,, - The project manager was equal to the departmental
marketing, financial and HR) absorbed lot of time and energy managers
- Difficult relationships with the clients - Power in project management, close relationships with the
customers, great communication and mutual respect
- Difficult negotiations with the departmental bosses
Team identity
- No identity with the project
- Strong connection between team members
- The team felt overwhelmed by the tasks
- Relating with the project
- Weak connection between team members
- Great internal communication
- Weak team spirit
- Strong project management
- Fragmented communication
 COMPLEX EQUIPEMENT, INC.
Functional matrix division Project-based organization
Customer and customer management
- Weak relationships - Early involvement of the PM in the project
- The PM did not have time/authority to negotiate directly the - The team created a general state of business dealing
costs/rescheduling etc. - The project manager negotiated directly with the client
- Obscure business relationships
Risk management - Integrated structure of the project
- In major changes of specifications( client supplier - Risk negotiation
relationship) - Distributing the information
- The PM was not able to develop a proper business - Informal meetings
environment
- Regular client visits
- Delivery delays
- Failure in meeting deadlines
- The formal systems and tools were flexible
Formal and informal procedures and instruments - No need for reporting/negotiating with the departmental
- The used procedures did not follow the formal instruments managers
and good practices of the company
- It should have been applied procedures for the early phase
of licitation, internal design revision, reporting to the top
management, budget control and monitoring risks and
progress
- The instruments and reports were seen as a bureaucratic - No time for formal training/staff development
burden - Difficult to learn from project to project
Coordination and organizational training
- organizational training went well, resulting in preparation of - Slightly over budget
the staff for new responsibilities
- Lower level of profit than expected
Project performance
- High costs
- Delivery delay
IMPLEMENTING THE PROJECT MANAGEMENT IN
THE NON-PROJECT-BASED ORGANIZATIONS

Moving from to
Functional Matrix
organization organization

Individual Integrated
product solutions

Performance Performance
due to due to ability to
organizational adapt
structure
Speed of the employees to
unite their abilities and
knowledge to find a solution to
a common problem
Professional
competence Speed of the employees to form
a new team to solve a new
problem/project
 CASE STUDY: IBM
Initiation in project management Use of project management
Leads methods
strategic Progra
objectivs m a. Integration of project management
methods(PMI, SEI CMM, ISO 10006)
b. Required skills (scale, adaptability,
usage, integrated processes)
Portfolio Ground for internal check
Projects c.
s
Ensures full
Gives tactical solutions
view Project management processes
Capability
Value of developing managerial
qualities
A. Reuse of intellectual capital
B. Common language and reporting
C. Understanding of roles and
Context Content
responsibilities)
Business Technical
process methodolo
gy
 Converting in a
Ability development Incentives assurance systemic
management

Abilities Methods
Education Instruments Executive tasks
Qualification Checking/tests measurements
Distribution of Financial system Communications
knowledge Integration:
business, culture,
organization

Individual Integrated
SEVEN KEYS REPORT
 Improved
efficiency
e ness
fe ctiv
v e ef
pro
Ea Im
tro rly d
ub ete
led cti
pr on o
oje f Value of
c ts
project

Po ana
manageme

m
rtf gem
oli e
nt in IBM

o nt
Maximum

nt
utilization of me
resources
est
inv
gle
Sin
BIBLIOGRAPHY

Project Management Methodology Guidelines, Chandler Arizona

The project-based organisation: an ideal form for managing complex products
and systems?, Mike Hobday
IBM's Journey to Becoming aProject Based Enterprise, Tony DeBellis,
Catherine Hoople
A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE, Project
Management Institute
Project Management & Business Analysis, Charles Stuart University
Managementul proiectelor, Alina Brgoanu