UNIT 1: PROJECT CONCEPTS

Objectives

 Definition of a project, The triple constraint, project

life cycle
 Types of project
 Project and program management
 Key people
 The role of the project manager
 Basic project management skills
 The project team
 History of project Management

The history of Project Management is often associated with the

Pyramids & The Great Wall of China. They were certainly large complex

structures, built to high standards, that have stood the test of time and

must have required an enormous work force.

 What is a project?

 Projects vary so much that they are difficult to

define.
 What is a project?

 A project is a unique venture with a beginning and an

end, conducted by people to meet established goals
within parameters of cost, schedule and quality.
Buchanan and Body (1992)
 A project is a set of people and other resources
temporarily assembled to reach a specified objective,
normally with a fixed budget and with a fixed time
period. Projects are generally associated with products
or procedures that are being done for the first time or
with known procedures that are being altered.
Buchanan and Body (1992)
 A project is a temporary endeavor undertaken to create
a unique product, service, or result.
PMI (2013)
Projects Characteristics

 project is unique
 Projects have specific objectives (or goals) to
achieve.
 Projects require resources.
 Projects have budgets.
 Projects have schedules.
 Projects require the effort of people. Measures of
Quality will apply.
 question

What is the differences between

project and non-project (operation)?

(a) Temporary (b) Ongoing (c) Unique (d) repetitive

 Triple Constraints- quiz 1.1

 Cost

 Time

 Scope
 Project Life cycle- quiz 1.2

 Concept and Initiation

 Planning

 Execution/ Implementation

 Closure
Project Life cycle
 Project Types

 Projects are usually categorized into three types:

 Change Driven: the need to change operations to

match the environment.

 Market Driven: producing a new product in

response to market needs.

 Crisis Driven: Usually in response to an urgent

situation.
 Project Types - examples
 1. With the development of technology and expose of
Internet, Starbucks updated beacon technology with its
mobile app for payments, rewards, and even to tell customers
what music is playing in the store.
 2. A software company sells product and maintain market share
by creating quality programs that meet consumer need
 3. A retail sales company may approve a project to create the
Internet commerce site to maintain its share of the market
 4. Samsung had to recall and replace all the Samsung Galaxy
S7 in 2016 for the customers after complaints about the
exploding of battery in this phone
 5. With the demand of eating healthier and summer is coming,
famous ice cream company Ben and Jenny’s launched a new
favor of ice cream - Oatmeal Cookie
 Projects are normally categorized into different
types. Define the type of project identified in Task 2
and give the reasons for your choice? (8 marks).
 Key People to the success of Project
Field and Keller (2007) define six key people critical to the
success of all project;
 Sponsor: The person who ensures that the project is
successful at company level.
 Champion: Chief promoter of the project.
 Client: The person who pays for the contractual services.
 Customer: Very similar to the client but may be the
person who buys or pays for the project.
 Owner: again very similar to client and customer. Think of
it in terms of someone who has a very strong attachment
to the project.
 Stakeholder: Everyone who has an interest in the project
success.
 Stakeholder matrix

Level of interest

Low High

Level of High (1) (3)

power Low (2) (4)

A. Minimal effort B. Key players

C. Keep informed D. Keep satisfied
Role of the Project Manager

 What does a project manager do?

 Collect information:-
 What exactly needs to be done?
 How will it be organized?
 How much will it cost?
 How long will it take?
Role of the Project Manager

 The project manager is the person assigned to

manage a specific project and is expected to meet
the approved objectives of a project, including
project scope, budget and schedule.
 The project manager leads the project and provides
vision, direction and encouragement
 Project manager takes lead in project planning to
determine the schedule and budgets
 Project manager responsible for delivering the
project
Question

Compare the
project manager and functional manager?

- Integrate people across functional units

- oversee people within functional unit

- Expert, specialist

- May not be expert

Basic Project Manager qualities

 People Skills – communication

 Management Skills
 Knowledge of the organization
 Technical skills: Project managers need to have
skills in the technical area of the project.
 Integration skills: coordination, networking, solving
conflict, overall supervision
Skills of an effective Project Management

Seven Essential project Management Skills/Abilities

 1. Organizing under conflict-abilities to delegate,
manage their time, handle conflict and criticism
 2. Experience: knowledge
 3. Decision making
 4. Productive creativity
 5. Organizing with cooperation
 6. Cooperative leadership
 7. Integrative thinking
Team – The PMs Role

 Assembled from the people with the right skills

(if they are available)
 Project Manager’s skill lies in assembling the
people and making the team
 Motivating them
 Managing conflict and ensuring good
communications
Conclusion

 You must work through the essential reading

 Complete additional reading: project management

concepts, methods and application

 And remember Read, Read and Read…

 Essential Reading: Pinto, J.K. (2012) Project
Management A Competitive Advantage. 2nd Ed.
London: Pearson Education Limited (pp. 21 –28)
 Additional Reading:
Field, M. and Keller, L. (2007) Project Management.
London: Open University Press (pp.1- 23; 52-59)
Study Guide: (pp. 1-13; 225-229)
Schwalbe, K. (2009) An Introduction to Project
Management. 2nd Ed. Boston: Cengage Learning
(pp. 2-29)
Maylor, H. (2010) Project Management 4th ed.
Edinburgh: Pearson Education Limited (pp. 2-18)