PROJECT MANAGEMENT

Lecture 2
Introduction to Project Management - II

PROF. RAMESH ANBANANDAM

Department Of Management Studies , IIT Roorkee

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Phase-I
Course outline
Project Initiation
Introduction to project management-I
Introduction to project management-II
Agile project management
Project selection models
Examples of Project selection Model
Project manager
Attributes of Effective Project Manager
Managing for stakeholders
Resolving Conflicts
Negotiation
Project in the organization structure
Human factors and the project team
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 Agenda
• Non-projects, Quasi-Projects
• Why Project Management?
• Benefits of Project Organization
• Advantage of project-based organisations
• Disadvantage of project-based organisations
• Limitations on Project Management
• Trends in Project Management
• The Project Life Cycle and its types
• Risk During the Life Cycle
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 Non-projects
• Non-project refers to all activities or tasks that
are ongoing and do not stop when the project
completes.
• The use of a manufacturing line to produce a
flow of standard products is a non project.
• Eg:
• production of weekly employment reports
• preparation of school lunches
• delivery of mail
• Checking your e-mail

• They are all routine

• They are tasks that are performed repeatedly
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Siddharth, we need to finish
Quasi-Projects this by Friday’s meeting

Aparna, would you investigate this?

• Quasi project is a project that does not have specific

tasks identified, no specific budget, and no specific
deadline.
• There is a disconnect between the timeframes and
project objectives.
• This poorly conceived notion trickles down into other
project parameters such as budgets, unique product or
service, project targets and due dates.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons., Mantel, S., Meredith, J., Shafer, S., & Sutton, M. (2011).Project management in practice(4th ed.). Hoboken,
NJ: J. Wiley & Sons. Hardy, S. (2018). PJM 5900 Assignments. Northeastern Blackboard

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 Managing Quasi-Projects
• How can you plan a project when you don’t
know the scope requirements?
• The project is determining the scope
requirements.
• Set the determination of resources, budget,
deadline, capabilities, personnel, and any
other matters as the first milestone.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Why Project Management?
• Contemporary society demands the development of new methods of
management.
• Three forces are paramount:
– Exponential expansion of human knowledge
– Growing demand for a broad range of complex, sophisticated,
customised goods and services
– Evolution of worldwide competitive markets for the production
and consumption of goods and services

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Why Project Management?

• The primary purpose for initiating a project is to accomplish specific goals.

• The reason for organizing the task as a project is to focus the

responsibility and authority for the attainment of the goals on an
individual or small group.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Why Project Management?
• Three forces combine to mandate the use of teams
to solve problems that used to be solvable by
individuals.

• Combining also increases the complexity of goods

and services produced plus the complexity of the
processes used to produce them.

• Leads to the need for more sophisticated systems to

control both outcomes and processes.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Benefits of Project Organization
Project form of organization allows the manager to be responsive to
• The client and the environment
• Identify and correct problems at an early date
• Make timely decisions about trade-offs between conflicting project goals
• Ensure that managers of the separate tasks that comprise the project do
not optimize the performance of their tasks at the expense of the total
project

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Advantage of project-based organizations
• Experience better control and better customer
relations.
• Increase in their project’s return on investment.
• Shorter development times, lower costs, higher
quality and reliability, and higher profit margins.
• Sharper orientation toward results, better
interdepartmental coordination, and higher
worker morale.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Disadvantage of project-based organizations

• Results in greater organizational complexity.

• Increases the likelihood that organizational
policy will be violated.
• Higher costs, more management difficulties,
and low personnel utilization.
• Conflict

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Limitations on Project Management

• The creation of a project may be an admission

that the parent organization and its managers
cannot accomplish the desired outcomes through
the functional organization.

• Conflict seems to be a necessary side effect.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Limitations on Project Management

• PM often lacks the authority of a position that is

consistent with the assigned level of responsibility.

• PM must depend on the goodwill of managers in

the parent organization for some of the necessary
resources.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Achieving Strategic Goals
• There has been a greater push to use projects to achieve more strategic
goals and filter existing significant projects to make sure that their
objectives support the organization’s strategy and mission.

• Projects that do not have clear ties to the strategy and mission are
terminated, and their resources are redirected to those that do.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Achieving Routine Goals
• On the other hand, there has also been a push to use project
management to accomplish routine departmental tasks that would
previously have been handled as a functional effort.

• This is because lower-level management has become

aware that projects accomplish their scope objectives
within their budget and deadline and hope to employ
this new tool to improve the management of their
functions.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management

Achieving Routine Goals

• Artificial deadlines and budgets are created to accomplish routine tasks

within the functional departments.

• This process is called “projectizing.”

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Improving Project Effectiveness
• A variety of efforts are being pursued to improve the results of project
management, whether strategic or routine.

• One well-known effort is the creation of a formal Project Management

Office in many organisations, which is responsible for evaluating and
improving an organization’s project management “maturity,” or skill and
experience in managing projects.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Virtual Projects
• With the rapid increase in globalisation, many projects now involve global
teams with team members operating in different physical geographic
locations and time zones, each bringing a unique set of talents to the
project.
• These are virtual projects because the team members may never physically
meet before the team is disbanded and another team reconstituted.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management

Virtual Projects
• Advanced telecommunications and computer technologies allow such
virtual projects to be created, conduct their work, and complete their
project successfully.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Dynamic Projects
• Agile project management is an iterative approach to managing software
development projects, focusing on continuous releases and incorporating
customer feedback with every iteration.

• It is also implied that minimal product development activities, project

documents, meetings, and other administrative activities should be used.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Quasi-Projects
• Project management is now being extended into areas where the final scope
requirements may not be understood, the deadline unknown, and the
budget undetermined.

• When any one or all the three primary project objectives are ill-defined, we
call this a “quasi-project.”

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Trends in Project Management
Quasi-Projects
• Quasi-projects are extremely difficult to manage and are often initiated by
setting an artificial due date and budget and then completed by “de-
scoping” the required deliverables as the project progresses to meet those
limits.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Different stages in Project Life Cycle

Termination
Evaluation
Control
Monitoring
Scheduling
Planning
Selection
Conception

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 The Project Life Cycle-”S” Shaped
The common stretched-S
project life cycle.
• Most projects go through similar stages from
origin to completion.
• We define these stages, shown in Figure, as the
project’s life cycle.
• The project is born (its start-up phase), a
manager is selected, the project team and initial
resources are assembled, and the work program
is organized.
• Then work gets underway, and momentum
quickly builds.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 The Project Life Cycle - ”S” Shaped
The common stretched-S
• Progress is made and continues until the end is project life cycle.

in sight.
• But completing the final tasks seems to take an
inordinate amount of time, partly because
several parts often must come together and
partly because team members “drag their
feet” for various reasons and avoid the final
steps.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Time Distribution of Project Effort-”S” Shaped
• Project effort in terms of person-hours plotted
against time.
• Minimal effort is required at the beginning when
the project concept is being developed and
subjected to project selection processes.
• Strong correlation between the life-cycle progress
curve and the effort curve because effort usually
results in corresponding progress.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Time Distribution of Project Effort-”S” Shaped
• Activity increases as planning is completed and
execution of the project gets underway.

• This rises to a peak and then begins to taper off

as the project nears completion, finally ceasing
when evaluation is complete, and the project is
terminated.

• There is no particular pattern that seems to typify

all projects, nor any reason for the slowdown at
the end of the project to resemble the buildup at
its beginning.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 The Project Life Cycle-inverse ‘S’ curve
• While starting any technology
implementation project, time vs resources

Manpower
generally follows an “inverse S-shaped curve”

• For example, in the given figure, generally,

manpower would be required more at the initial
Time
stage of technology implementation
Example-Technology Implementation

• After some time, the manpower decreases

and at the last very little manpower is required
after the completion of technology
implementation.
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Project Life Cycle-Stretched J curve

• The analogy of baking a cake can capture an

essential alternative life-cycle shape.

• Once the ingredients are mixed, we are

instructed to bake the cake in a 350° (F) oven
for 35 minutes.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Project Life Cycle- Stretched J curve
• Experienced bakers know that the mixture
changes rapidly from “goop” to “cake” in the
last few minutes of the baking process.

• The life cycle of this process looks like the

stretched-J curve shown in Figure.

• Several actual projects have a similar life cycle.

Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Risk During the Life Cycle
• Uncertainty about our ability to meet project goals due to various factors
in the project life cycle.

Risk During at the Risk During the

Start of the Life Cycle Life Cycle

Estimate of project cost: Estimates of project cost:

estimate made at project start made at time t0 , t1 & t2
Source: Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach. John Wiley & Sons.

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 Summary
• Non-projects, Quasi-Projects
• Why Project Management?
• Benefits of Project Organization
• Advantage of project-based organisations
• Disadvantage of project-based organisations
• Limitations on Project Management
• Trends in Project Management
• The Project Life Cycle and its types
• Risk During the Life Cycle
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Thank You

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