About Project Management ( Part 1 )

Project

What Is a Project?

Project Defined (according to PMI):

• A temporary endeavor undertaken to create a unique product, service, or result.

Major Characteristics of a Project:

• Has an established objective.
• Has a defined lifespan with a beginning and an end.
• Involves several departments and professionals.
• Involves doing something never done before.
• Has specific time, cost, and performance
  requirements.

Program versus Project

Program Defined:

• A group of related projects designed to accomplish a
  common goal over an extended period of time.

Program Management Defined:

• A process of managing a group of ongoing, interdependent, related projects in a coordinated way to achieve strategic objectives.

Examples:

• Project: completion of a required course in project
  management.
• Program: completion of all courses required for a business
  major.

Strategy

Two main reasons project managers need to understand their organization’s mission and strategy:

1. So they can make appropriate decisions and adjustments.
   • How a project manager would respond to a suggestion to modify the design of a product or to delays may vary depending upon strategic concerns
2. So they can be effective project advocates. They have to be able to:
   • Demonstrate to senior management how their project contributes to the firm’s mission in order to garner the continued support of management.
   • Explain to stakeholders why certain project objectives and priorities are critical in order to secure buy-in.
   • Explain why the project is important to motivate and empower the project team

Organization and Scope

Three different project management structures are:

1. Functional organization
2. Dedicated project teams
3. Matrix structure
   • Weak matrix
   • Balanced matrix
   • Strong matrix

Matrix Structures

Weak matrix

• This form is very similar to a functional approach with the exception that there is a formally designed project manager responsible for coordinating project activities.
• Functional managers are responsible for managing their segment of the project.
• The project manager acts as a staff assistant who draws the schedules and checklists, collects information on the status of the work, and facilitates project completion.

Balanced matrix

• The project manager is responsible for defining what needs to be accomplished. The project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, set schedules, and monitors progress.
• The functional managers are concerned with how it will be accomplished. The functional managers are responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the project manager.

Strong matrix

• The project manager controls most aspects of the project, including scope trade-offs and assignment of functional personnel. The project manager controls when and what specialists do and has final say on major project decisions.
• The functional managers have title over their people and are consulted on a need basis. The functional managers serve as subcontractors for the project.

Project Management Offices(PMOs)

• Is a centralized unit within an organization or a department that oversees and supports the execution of projects.
• Plays a critical role in helping matrix systems mature into more effective project delivery platforms.
• Can be characterized in different kinds:
  • Weather station—tracks and monitors project performance.
  • Control tower—improves project execution.
  • Resource pool—provides the organization with a cadre of trained project managers and professionals.
  • Command and control center—has direct authority over the project.

Organizational Culture

• Is a system of shared norms, beliefs, values, and assumptions that blinds people together, thereby creating shared meanings.
• Reflects the “personality” of the organization.
• Performs several important functions in organizations.
  • Provides a sense of identity for its members
  • Helps legitimize the management system
  • Clarifies and reinforces standards of behavior
  • Helps create social order