Project Management PDF

# Project Management Without proper management, the resources (men, machines and materials, money) cannot be converted into production. ## Definition of Management According to: * Tylor: "is the art of knowing what you want to do in the best and cheapest way". * Donald: "is the art and science o...

# Project Management Without proper management, the resources (men, machines and materials, money) cannot be converted into production. ## Definition of Management According to: * Tylor: "is the art of knowing what you want to do in the best and cheapest way". * Donald: "is the art and science of decision making and leadership". * Harold: "is the art of getting things done through and with people in formally organized groups". ## Management as both Science and Art * It is considered as a science because it has an organized body of knowledge. * It is called an art because managing requires skills. * Science provides the knowledge & art deals with the application of knowledge and skills ## Effectiveness and Efficiency * Effectiveness (Effectively): is doing the right things * Efficiency (Efficiently): efficient use of resources ## Significance of Management **1. Advantages to the organization** Organization is a group of people who work together. * Determination of Objectives. * Achieving goals. * Meeting challenges. * Provides innovation. * Smooth running of business. **2. Advantages to the society.** * Optimum utilization of Resources. * Social Benefits. * Role in national economic development. * Employment. ## Management Vs Administration | Administration | Management | |---|---| | 1- it is thinking function. | 1- it is doing function. | | 2- It is concerned with formulation of broad objectives, plans & policies. | 2- art of getting things done through others. | | 3- Top level function. | 3- lower level function. | | 4- decisions are influenced by external factors such as social, political and legal. | 4- decisions are influenced by internal factors such as beliefs and opinions. | | 5- is often associated with government policies. | 5- is widely used in business. | ## Managers Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation; the larger the organization, the more managers are needed. ## Functions of Management (What Managers Do?) Planning is the basic function of management to achieve goals. ### Organizing: * Classification of activities. * Delegation of duties * Coordinating authority and responsibility relationships. ### Directing: * Communicating with supervising employees. * Motivation and leadership ### Staffing: * Manpower Planning (estimating individuals and giving the right place). * Training & Development. ### Controlling: * Establishment of standard performance. * Monitoring the actual performance with the standard to judge regularly the results. * It enables the manager to detect errors to take corrective actions whenever needed. ## Three level of Management (Top-Middle-low) ### Top managers : * Make decisions about the overall direction and developing the organization's strategy. ### General manager: * Is responsible for several organizational activities & makes decisions across different functions ### Functional manager: * Is responsible for organizational activity, such as accounting or marketing. ### Project manager: * Has the responsibility for the planning, execution, and closing of any project. ### Line manager: * Leads a function that contributes directly to the products or services the organization. ### Staff manager: * Leads a function that contributes indirect inputs. For example, finance and accounting are critical organizational functions but don't directly contribute to the final product. ## Traditional Management VS Contemporary Management **Traditional management :** * Is characterized by stability and routine, with a hierarchical organizational structure, centralized decision-making, and strict to establish strategy. **Contemporary management: (Modern management)** * Focuses on adaptability and flexibility, with an emphasis on teamwork, and employee empowerment. Involves often decentralized decision-making. ## Managerial Roles | **Interpersonal** | **Informational** | **Decisional** | |---|---|---| | 1. Figurehead | 1. Monitor | 1. Entrepreneur | | 2. Leader | 2. Disseminator | 2. Disturbance Handler | | 3. Liaison | 3. Spokesperson | 3. Resource Allocator | | | | 4. Negotiator | ## The Skills Managers Need | Skill | Description | |---|---| | Conceptual Skills | The ability to think analytically | | Human Skills | The ability to work with others | | Technical skills | Necessary skills for a specific field | ## Management Levels | Level | Needs | Skills Needed | |---|---|---| | Top Management | | Conceptual skills | | Middle Management | | Human skills | | Low Level | | Technical skills | ## Organizational structure: Refers to how individual and team work within an organization are coordinated. ## Types of Organizational Structures ### 1. Functional Organization * Individuals with the same specialties are placed in groups. * One individual can work on more than one project. * There is no *Project Manager*. * When the *Chief Executive* asks for a report on a specific project, the *Functional Manager* will provide it. ### 2.Divisional structure * Individuals with different specialties are placed in groups. * There is a *Project Manager* for each project. * When the *Chief Executive* asks for a report on a specific project, the *Project Manager* for that project will provide it. ### 3.Matrix structure * This structure combines *Functional* and *Divisional* by placing individuals with the same specialties in groups, and having a *Project Manager* for every project. * The *Functional Manager* and the *Project Manager* can split up the individuals because each project has its own *Project Manager*. ## An organizational structure is based on a range of elements, including: 1. **Work specialization:** each worker has a specific task 2. **Chain of Command:** a series of positions of authority within an organization that are ordered from lowest to highest. 3. **Span of control:** refers to the number of people reporting directly to a given manager. 4. **Formalization:** determines business processes, policies, and job descriptions. It may regulate communication between employees and managers, workplace culture, operational procedures, etc.  5. **Departmentation** 6. **Centralization/Decentralization** ## How to Design Your Organization's Structure? 1. Create a charter * When creating a charter, you'll be able to answer the following questions: * Why do we need to design (or re-design) an organizational structure? * When do we start? * Who are the key stakeholders in this project? * What should we do first? * Where is the company headed? Will our organizational structure be relevant in a year? 2. Build your strategy 3. Assess your internal processes & systems 4. Design your structure 5. Create a transition plan 6. Implement your new structure 7. Monitor the impact 8. Gather feedback & improve ## What is a Project? A project is a temporary endeavor undertaken to create a unique product, service, or result. A project can create: 1. product. 2. service. 3. result. 4. An improvement in the existing product or service. ## What is Project management? The application of knowledge, skills, tools and techniques to project activities to meet project requirements *Note: Each project has documentation that should be finished before the starting period of your project is Undertaking a feasibility study (before starting any project, a feasibility study should be conducted)* ## Project life cycle (Process Groups Interact in a Phase or Project) (Five phases): 1. Initiation. 2. Planning. 3. Execution. 4. Monitoring and Control. 5. Closure. ### 1.Initiation: * Identifying the primary problem of project. * Identifying initial scope. * Identifying deliverable and the product. ### 2.Planning: * Planning is the major importance of the project involves: * Creating a project plan. * Creating workflow documents or process maps. * Budget estimation and financial planning. * Gathering resources. * Identifying risks and potential quality roadblocks ### 3. Execution: * Creating tasks and organizing workflows. * Team briefing and Communication. * Monitoring and Control. * Budget management. ### 4. Closure: * Analysis of project and team performance * Documentation of project closure. * Conducting a final analysis and Closing the finances of the project. ## The three primary constraints of project management: * Scope * Quality * Cost * Time ## Project Scope Management Includes all necessary processes to complete the project successfully. ### 1. Plan Scope Management: * Creating a (scope management plan)(Project Management Plan) * Describes how the project scope will be defined, validated, and controlled. ### Project Management Plan: * The project management plan is the document that describes how the project will be executed, monitored, and controlled * It is basically a high-level project description that provides guidance on how the project will be executed.  ### Project charter: * Is a document that provides a high-level project description. * This document is produced by the sponsor and formally defines the business needs, assumptions, constraints, stakeholders, product characteristics and high-level Budget. ### Enterprise Environmental Factors: * Refer to conditions, not under the control of the project team, that influence the project include: * Organizational culture, structure, and governance. * Infrastructure * Quality and government standards. * Marketplace conditions. ### Organizational Process Assets: * Are the policies & procedures and historical databases used by the performing organization. ### Tools & Techniques: * Expert Judgment & Meetings.  ### The requirements management plan: * Is a component of the project management plan that describes how requirements will be analyzed, documented, and managed. ## 2-Collect Requirements: * Is the process of determining and documenting stakeholder requirements to meet project objectives. ### Tools & Techniques * Interviews * Focus groups * Questionnaires and surveys * Prototypes ### Stakeholder Register : * Those involved in the project within or outside the organization who have an interest in the project. * For example: -Project Manager and Team Members. -Project Customer. ### Tools & Techniques: * Interviews, Workshops and Group Activities. * Questionnaires and Surveys. * Prototyping. ## 3-Define Scope * (developing a detailed description of the project and product.) ### Inputs * Project Charter * Requirements documentation * Organizational Process Assets ### Tools & Techniques * Expert judgment * Product analysis ### Output: * Project Scope Statement: * Product scope description * Product acceptance criteria * Project deliverables * Project exclusions * Project constraints * Project assumptions ### 2.Project Document Updates: * Stakeholder register * Requirements documentation * Requirements traceability matrix-RTM (to ensure that all requirements as matrix) ## 4-Work Breakdown Structure: * Is a technique used for dividing and subdividing the project scope and project deliverables into smaller and more manageable pieces. ### Inputs * Scope management plan * Project scope statement * Requirements documentation * Enterprise environmental factors * Organizational process assets ### Tools & Techniques * Decomposition * Expert judgment ### Outputs * Scope baseline * Project documents updates ## The scope baseline : * Is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.  ## 5-Verify Scope ### Inputs * Project Management Plan * Requirements documentation * Change Requests ### Tools & Techniques * Inspection ### Outputs * Accepted Deliverables * Change Requests ## Validate Scope: * The process of formalizing acceptance of the project deliverables and increases the chance of acceptance final project. ## 6-Control Scope * Is the process of monitoring the the project scope and managing changes to meet the scope baseline. ### Inputs * Project Management Plan * Work Performance Information * Requirements Documentation * Organizational Process Assets ### Tools & Techniques * Variance analysis ### Outputs * Work Performance Measures * Organizational Process Assets * Change Requests * Project Management Plan Updates * Project Document Updates ## Project Management Process Groups | Knowledge Areas | Initiating Process Group| Planning Process Group | Executing Process Group | Monitoring and Controlling Process Group | Closing Process Group | |---|---|---|---|---|---| | 1. Project Integration Management| 4.1 Develop Project Charter | 4.2 Develop Project Management Plan | 4.3 Direct and Manage Project Work | 4.4 Monitor and Control Project Work | 4.6 Close Project or Phase | | 2. Project Scope Management | 5.1 Plan Scope Management | 5.2 Collect Requirements | | 4.5 Perform Integrate Change Control | | | | | 5.3 Define Soope | | 5.5 Validate Soope | | | | | 5.4 Create WBS | 5.6 Control Soope | | ## Project Scope * **The 'How'**: Work-orientated. Work that needs to be done to deliver a product or service * **The 'What'**: Oriented to functional requirements. Features & functions that characterize a product or service. ## Scope of Statement * Electrical work, unless otherwise specified, includes the supply, installation, testing and commissioning of the complete electrical systems, equipment and materials shown on the Drawings and/or described in the Specification together with all associated ancillary work, support work and builder's work in connection. * Incoming power supply and connection will be provided by Local Power Authority at 11kV and 50 Hz to the location shown on the drawings. * Telephone public exchange lines will be brought into the premises by the Local Telephone Authority to the location shown on the drawings or to be agreed upon with Authority. Here are some key things to consider when defining the scope of a project: * **Constraints**: Any limitations or restrictions that will affect the project. * **Assumptions**: A statement that is believed to be true but not yet verified, which is used in planning or executing the project.