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Project Management & Operations Vs Projects: by I.Krishna Murthy Asst - Prof University of Petroleum and Energy Studies

Project management involves applying knowledge, skills, tools, and techniques to temporarily manage unique projects within cost, time and quality constraints. It balances competing demands among stakeholders. The project life cycle defines stages from initiation to closure. Key stakeholders include the project manager, customer, performing organization, and sponsor. Organizational structure and culture influence projects. General management skills like communication and problem solving are important. The project management process identifies tasks and resources to create deliverables meeting requirements. It establishes plans, monitors progress, and controls deviations. There are nine knowledge areas including scope, time, cost, quality and risk management.

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69 views

Project Management & Operations Vs Projects: by I.Krishna Murthy Asst - Prof University of Petroleum and Energy Studies

Project management involves applying knowledge, skills, tools, and techniques to temporarily manage unique projects within cost, time and quality constraints. It balances competing demands among stakeholders. The project life cycle defines stages from initiation to closure. Key stakeholders include the project manager, customer, performing organization, and sponsor. Organizational structure and culture influence projects. General management skills like communication and problem solving are important. The project management process identifies tasks and resources to create deliverables meeting requirements. It establishes plans, monitors progress, and controls deviations. There are nine knowledge areas including scope, time, cost, quality and risk management.

Uploaded by

raj_vishal_kimothi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Project Management &

Operations Vs Projects
By
I.Krishna Murthy
Asst.Prof
University of Petroleum and Energy Studies
Project Management Introduction

• What is a project?

• What is Project Management?

• The Context for Project Management

• The Project Management Process

• Knowledge areas for project management


What is a Project?

A project is a temporary endeavor undertaken


to create a unique product or service.

• Temporary means that every project has a


definite beginning and a definite end.

• Unique means that the product or service is


different in some distinguishing way from all
similar products or services.
Distinguish between projects and operations

• Operations are ongoing and repetitive.

• Projects are temporary and unique

Projects are usually performed by teams

• Clearly defined team and individual roles.

• Open and effective communications.

• Visible rewards for good performance, pressure to


improve poor performance
Operations and Projects

Operations and projects share many


characteristics:

• Performed by people.
• Constrained by limited resources.
• Planned, executed, and controlled.

Operations may include activities such as:

• Financial management and control


• Continuous manufacture
• Product distribution
Projects may include activities
such as:

• Developing a new product or service.

• Effecting a change in structure, staffing, or


style of an organization.

• Developing or acquiring a new or modified


information system.
Projects are Temporary
Temporary means that every project has a definite
beginning and a definite end.

The end is reached:

• When the project’s objectives have been achieved, or


• When it becomes clear that the project objectives will not or
cannot be met and the project is terminated.

Temporary does not necessarily mean short in


duration:

• Many projects last for several years.

• The duration of a project is finite:

• Projects are not ongoing efforts.


The Product of a Project is Unique

A product or service may be unique even if the


category it belongs to is large.

• For example, many thousands of office buildings have been


developed, but each individual facility is unique—different owner,
different design, different location, different contractors, and so
on.

• Because the product of each project is unique, the


characteristics that distinguish the product or service must be
progressively elaborated.

• Progressively means “proceeding in steps; continuing steadily


by increments”

• Elaborated means “worked out with care and detail; developed


thoroughly”
What is Project Management?

Project management is the application of


knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder
needs and expectations from a project

Meeting stakeholder needs and expectations


involves balancing competing demands among:

• Scope, time, cost, and quality.

• Stakeholders with differing needs and expectations.

• Identified requirements (needs) and unidentified


requirements (expectations).
The Triple Constraint of Project Management
Project Management &
Other Management Disciplines

Project Management Application


Knowledge and Area
Practice Knowledge and
Practice

General
Management
Knowledge and
Practice
Project Management and Software
Development
Software development shows many characteristics that make it
suitable for management as projects

• Many software products are unique

• Software development commonly involves deadlines for


time and resources

• The characteristics of software are well suited to


progressive elaboration

Project Management techniques are commonly seen as best


practice for software development
The Context for Project
Management

 The Project Life Cycle

 Project Stakeholders

 Organizational Influences

 Key General Management Skills


The Project Life Cycle

The project life cycle serves to define the beginning


and the end of a project

The life cycle is normally divided into a number of


phases

Each project phase is marked by completion of one


or more deliverables

•A deliverable is a tangible, verifiable work product


such as a feasibility study, a detail design, or a
working prototype.
A Generic Life Cycle
Project Stakeholders

Project stakeholders are individuals and organizations


who are actively involved in the project, or whose
interests may be positively or negatively affected as
a result of project execution or successful project
completion.

The project management team must identify the


stakeholders, determine what their needs and
expectations are, and then manage and influence
those expectations to ensure a successful project.
Key Stakeholders

Key stakeholders on every project include:

• Project manager

• The individual responsible for managing the project.

• Customer

• The individual or organization who will use the project product.

• Performing organization.
Key Stakeholders

Key stakeholders on every project include:

• The enterprise whose employees are most directly involved in doing


the work of the project.

• Sponsor

• The individual or group within the performing organization who


provides the financial resources, in cash or in kind, for the project.
• Project team members.

• The people doing the work on the project to “realize” a product.


Organizational Influences
Conduct of Projects is influenced by:

• Organizational Structure

• range from fully functional to totally project oriented

• Organizational Culture

• Conservative or Aggressive

• Participative or Authoritarian

• Organizational Systems

• Suitability of support functions such as finance, human


resource management or strategic planning for project
work
Influence of Organizational Structure on
Organization Type Weak Balanced Strong Projectize
Projects Matrix Matrix Matrix d
Project Functional
Characteristics
Project Manager’s Little or None Limited Low to Moderate to High to
Authority Moderate High Almost
Total
Percent of
Performing
Organization’s Virtually 0–25% 15–60% 50–95% 85–100%
Personnel Assigned None
Full-time to Project
Work
Project Manager’s Part-time Part-time Full-time Full-time Full-time
Role
Common Titles for Project Project Project Project Project
Project Manager’s Coordinator/ Coordinator/ Manager/ Manage/ Manager/
Role Project Project Project Program Program
Leader Leader Officer Manager Manager
Project
Management Part-time Part-time Part-time Full-time Full-time
Key General Management Skills
General management encompasses planning, organizing, staffing,
executing, and controlling the operations of an ongoing enterprise.

General management also includes supporting disciplines such as


computer programming, law, statistics and probability theory,
logistics, and personnel.

Some general management skills are critical for successful project


management:

• Leading

• Communicating

• Negotiating

• Problem Solving

• Influencing the Organization


Project Management Process

The purpose of the Project management process is


to identify, establish, and coordinate and monitor
activities, tasks, and resources necessary for a
project to produce a product and/or service meeting
the agreed requirements.
Outcomes of Project Management

As a result of successful implementation of the


process:

• The scope of the work for the project will be defined;

• The feasibility of achieving the goals of the project with


available resources and constraints will be evaluated;

• The tasks and resources necessary to complete the work


will be sized and estimated;

• Interfaces between elements in the project, and with other


projects and organizational units, will be identified and
monitored;
Outcomes of Project Management

As a result of successful implementation of the process:

• Plans for execution of the project will be developed and


implemented;

• Progress of the project will be monitored and reported;

• Actions to correct deviations from the plan and to prevent


recurrence of problems identified in the project, will be taken
when project targets are not achieved.
(Project implementation and control)
Knowledge Areas for Project Management
 Project Integration Management

 Project Scope management

 Project Time Management

 Project Cost Management

 Project Quality Management

 Project Human Resource Management

 Project Communications Management

 Project Risk Management

 Project Procurement Management

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