GE 401: Project Management Lecture Notes PDF

8/23/24 College of Engineering GE 401: Project Management Dr. Mansour S Almatawa 1 Lecture 2 2 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development...

8/23/24 College of Engineering GE 401: Project Management Dr. Mansour S Almatawa 1 Lecture 2 2 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 3 1  8/23/24 What is Management? Definition 1 Management is “the act of getting people together” to accomplish certain desired goals efficiently and effectively. 4 Definition 2: “Management comprises of planning, organizing, commanding, coordinating & controlling an organization for the purpose of accomplishing a desired goal”. 5 Definition 3: “The deployment & manipulation of resources (human, financial, technology, & natural resources) for the purpose of accomplishing certain desired goal”. 6 2  8/23/24 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 7 2: The Function of Management : The definitions tells us about the 3 main functions of management: 1. Getting resources (human, financial, technology and natural resources, etc.), 1. Use those resources (by planning, organizing, commanding, coordinating & controlling them). 2. To accomplish certain desired goal (to make product/services needed by individual, group or organization). 8 Fact: The Manager/Management is responsible for GETTING resources. This leads to the following question: “What will they do with those resources?” There are many views about what managers do. One of the most popular is that of Henri Fayol (1841-1925). 9 3  8/23/24 Fact: Henry asserted what manager’s do are as follows: Planning Organizing Commanding, Coordinating, and Controlling 10 PLANNING: Managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals. Therefore managers must evaluate future contingencies affecting the organization, and shape the future operational and strategic landscape for the company. 11 ORGANIZING: Managers must organize the workforce in an efficient manner and structure and align the activities of the organization. Managers must also train and recruit the right people for the job, and always secure a sufficiently skilled and educated workforce. 12 4  8/23/24 COMMANDING: Managers must supervise subordinate in their daily work, and inspire them to achieve company goals. Likewise it is the responsibility of managers to communicate company goals and policies to subordinates. The commanding of subordinates should always be consistent with company policies, and every manager should complement and enrich the work of another. 13 COORDINATING: Managers must harmonize the procedures and activities performed by the company, meaning that every activity of each organizational unit should complement and enrich the work of another. 14 CONTROLLING: Managers must control that activities are in line with general company policies and objectives. It is also the responsibility of the manager to observe and report deviations from plans and objectives, and to make initiatives to correct potential deviations. 15 5  8/23/24 Summery Planning: examine the future and plan of action Organizing: Build up the structure Commanding: everything happen within policy and practice. Coordinating: bind together, harmonies activity Controlling: maintain activity 16 We can summarize the functions of manager as follows: Function Purpose To get resources (human, financial, technology and To accomplish certain natural resources, etc.) desired goal (the goal/s may be that of individual, group To plan, organize, command, or organization). coordinate & control (to use and manipulate) all these resources 17 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 18 6  8/23/24 3: Management versus Project Management First, let us look at the definition: What is Project Management? “The application of knowledge, skills, tools, and technique to project activities to meet project requirement”. 19 Are the function of Management* and Project Management** the same? * Project Management – management of projects. ** Management/General Management – management of operations. 20 Relationship of Project Management to other Management disciplines. 21 7  8/23/24 Project management Definition 2 : “Project management is the discipline of organizing and managing work and resources in order to successfully complete a project”. 22 Other dimensions: Scope Satisfaction Sustainability Health and Safety 23 Project manager’s objectives are: Cost effective and independent service Selecting, correlating, integrating and managing different disciplines and expertise Satisfying the object of the project Safe-guarding client’s interests 24 8  8/23/24 Some common problems in managing projects: Parties do not understand exactly what is expected of them regarding their obligations (Contractual problem) Improper estimates, standards and budgeting techniques (Cost control problem) Project schedule delays and there is a lack of system to deal with it (Time control problem) The project faces a risk, which could have been predicted, and this leads to the failure of the project (Risk management problem) 25 Some common problems in managing projects: 26 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 27 9  8/23/24 4: Development of Interest in Project Management. Project management has been practiced since the beginning of civilization. Example of early projects are: The building of Noah’s Ark. The building of Kaaba (Makkah); The pyramids (Egypt); 28 However, during the early years of practice, project management is characterized by the following: – Projects are basic and uncomplicated. – No generally accepted or defined methods – No constraint on resources. 29 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 31 10  8/23/24 5: Alternative Approaches to Managing Projects – The Traditional Approach. 32 5: Alternative Approaches to Managing Projects – Traditional Approach VS Agile Approach 33 5: Several Approaches to Managing Projects 34 11  8/23/24 Outline 1. What is Management? 2. The functions of Management. 3. Management versus Project Management. 4. Development of Interest in Project Management. 5. Alternative Approaches to Managing Projects. 6. Project Life Cycle 35 6: Project Life Cycle The five project management process group: 1. Initiation 2. Planning 3. Execute 4. Control 5. Close 36 Project managers or the project organization can divide projects into the 5 processes to provide better management control. These 5 processes or phases are also known as the project life-cycle. 37 12  8/23/24 Brief description of the 5 processes (PMBOK): Process Description 1 Initiation Authorization of the project 2 Planning Establishes the scope of the project and define course of action (plan) 3 Execute Performs and complete the work defined in the plan 4 Control Tracks and review the progress and performance of project 5 Close Finalizes all activities and formally closes the project. 38 Note that the project process group is identical to that management functions proposed by Henry. Project Management Management 1. Initiation - 2. Planning 1. Planning 3. Execute 2. Organizing 3. Commanding 4. Coordinating 4. Control 5. Controlling 5. Close -- 39 The main difference is the absence of initiation and closing function in general management. Operations is the continuation of earlier event i.e. projects. When project is completed, operations is started. Also, operations are ongoing. It is not planned or expected to be stopped. Thus, there is no need for initiation and closing. 40 13  8/23/24 41 Thank You 42 14