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1 Introduction - Challenges in Projects Under Uncertain Environment Ans Strategic Project Management
1 Introduction - Challenges in Projects Under Uncertain Environment Ans Strategic Project Management
1 Introduction - Challenges in Projects Under Uncertain Environment Ans Strategic Project Management
Do We Need It?????
Are the projects driving you crazy?
Time to Have Formal
Inputs In
Project Management …
What do we want from Project Management?
• Reliable on time in full to budget delivery performance
More revenue, more Profit, happy customers
• A stable plan
More Productive use of resources
• Simple, objective measures of Project progress
Shorter meetings, better informed
stakeholders - less waste, more productivity
• Simple, objective measures of Project health status
Shorter meetings, better informed
stakeholders - less waste, more productivity
• Clear signals for when corrective action is - and is not - necessary
Better directed recovery efforts - less waste,
more productivity
• Direction for ongoing improvement efforts
The future brings more revenue, more profit, happier
customers than the present
And what we normally get!!
PURPOSE
• To accomplish some objective or goal
STRUCTURE
• A set of interrelated jobs whose accomplishment leads to the completion
of the project
• Jobs or activities consume time and resources and are governed by
precedence relations
What is a project?
“A Project is an agreed upon set of
resources and activities that have
been designed to produce
predetermined outputs within a
given budget and time limit”
A Temporary endeavor undertaken to create a unique product or service
(Project Management Institute, 2000)
Te r m M e ans tha t a PFixed
Specific r o jeLife
ct Huge but
temporary Has a beginningSpan
objective(s) and end limited Budget
endeavor Involves effort, work
to create Has an intention to produce something (project
Scope
"deliverables" Due Date Budget (Cost)
unique (Time) than a collection of identical items
One of a kind, rather
“A Project Tangible
product is an agreed uponbut
objects, set could
of resources
includeand activities
things like that
computer software, film or stage works
have
service been designed to produce
Might include predetermined
the establishment of outputs within
a day-care a
center,
given budgetforand time limit”
instance, but not its daily operations.
Complexity vs Uncertainty
4 Defining Projects
13 Scheduling Resources
44% 45%
Small 11%
7% 68% 25%
Medium
3% 55% 42%
Large
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
(Standish Group)
Adapted from: Project Management in India: Insights from Six Key Sectors
Times of India,NewDelhi, April 8, 2010
Establishing Project Priorities
• Shifts in the relative importance of criterions
related to cost, time, and performance Scope
parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
Quality
Managing the Priorities of Project Trade-offs
• Constrain: the parameter is a fixed Cost Time
requirement.
Project Trade-offs
• Enhance: optimizing that parameter over
others.
Better
• Accept: reducing (or not meeting) a parameter
requirement.
• Which criterion can be relaxed?
• is it okay for schedule to slip/ reduce scope/ Faster Cheaper
have cost overruns?
Project Priority Matrix
Performance is
critical
It has to be
attained
Try as much as
possible to quickly
finish the project
Going over budget
though not
desirable is
Don’t have to have 1 in each, but is the most typical. acceptable
Don’t make mistake of having all be enhance.
Typically we have at least 1 accept.
Should a Project Manager be
worried about the Projects’
impact on long term
perspective of an organization?
Kaveri Engine for LCA is running late by 16 years and the cost has
escalated by around 800 per cent
• interdependent,
NO YES
NO NO
Deployment Projects
STRUCTURED
PROJECT
MANAGEMENT
• Performance Targets,
• Cost Targets,
METHODOLOGY
• Time Project Targets
Questions