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Chapter 1

The document discusses modern project management, emphasizing its importance in today's world and distinguishing it from routine operations. It outlines the project life cycle, the role of project managers, and the differences between Agile and traditional project management. Additionally, it highlights the benefits of an integrative approach and the major functions of portfolio management.

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trang.nguyenbk1904
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© © All Rights Reserved
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2 views

Chapter 1

The document discusses modern project management, emphasizing its importance in today's world and distinguishing it from routine operations. It outlines the project life cycle, the role of project managers, and the differences between Agile and traditional project management. Additionally, it highlights the benefits of an integrative approach and the major functions of portfolio management.

Uploaded by

trang.nguyenbk1904
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Project Management

Quản lý Dự án
Dr. TRAN QUYNH LE
Dr. NGUYEN DUC DUY
Industrial Systems Engineering Department
Mechanical Engineering Faculty
Ho Chi Minh City University of Technology (HCMUT)–
VNUHCM
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CHAPTER 1: Modern Project Management

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LEARNING OUTCOME

After completing this chapter, you should be able to:


• Understand why project management (PM) is crucial in today’s
world.
• Distinguish a project from routine operations.
• Identify the different stages of a project life cycle.
• Describe how Agile PM is different from traditional PM.
• Understand that managing projects involves balancing the
technical and sociocultural dimensions of the project

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What Is a Project?

“A project is a temporary endeavor undertaken to create


a unique product, service, or result.”

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What Is a Project?
Major characteristics

▪ An established objective.
▪ A defined lifespan with a beginning and an end.
▪ Usually, the involvement of several departments and professionals.
▪ Typically, doing something that has never been done before.
▪ Specific time, cost, and performance requirements.

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Comparison of Routine Work with Projects

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Program versus Project
Program defined
▪ A program is a group of related projects designed to accomplish a common
goal over an extended period of time.
▪ Each project within a program has a project manager.
▪ The major differences lie in scale and time span.

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The Project Life Cycle

Specifications: Consider when the object is an electronic device

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The Project Manager
▪ Plan, schedule, motivate, and control
▪ Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration to the project team.
• Is responsible for performance and success of the project.
▪ Must induce the right people at the right time to address the right issues
and make the right decisions.

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Agile Project Management
Project Uncertainty

Agile methodologies emerged out


of frustration with using traditional
project management processes to
develop software.

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Agile Project Management

Agile PM focuses on active collaboration between the project team and


customer representatives, breaking projects into small functional pieces, and
adapting to changing requirements.

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Current Drivers of Project Management

▪ Compression of the Product Life Cycle


▪ Knowledge Explosion
▪ Triple Bottom Line (Planet, People, Profit)
▪ Increased Customer Focus
▪ Small projects represent big problems

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Benefits of an Integrative Approach to Project Management
▪ Integration (or centralization) of project management provides
senior management with:
▪ An overview of all project management activities

▪ A big picture of how organizational resources are used

▪ A risk assessment of their portfolio of projects

▪ A rough metric of the firm’s improvement in managing projects relative to


others in the industry

▪ Linkages of senior management with actual project execution management

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Integrated Project Management Systems
▪ Problems resulting from the use of piecemeal project management
systems:
▪ Do not tie together the overall strategies of the firm.

▪ Fail to prioritize selection of projects by their importance of their contribution


to the firm.

▪ Are not integrated throughout the project life cycle.

▪ Do not match project planning and controls with organizational culture to


make appropriate adjustments in support of project endeavors.
Integrated Management of Projects

FIGURE 1.2

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Major Functions of Portfolio Management
▪ Oversee project selection.
▪ Monitor aggregate resource levels and skills.
▪ Encourage use of best practices.
▪ Balance projects in the portfolio in order to represent a risk level
appropriate to the organization.
▪ Improve communication among all stakeholders.
▪ Create a total organization perspective that goes beyond silo
thinking.
▪ Improve overall management of projects over time.
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Project Management Today: A Socio-Technical Approach

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