Knowledge explosion in project management

Assignment 3: Defining The Project Scope Project Management

Review the project case using the documents in Shared Documents. Determine the scope of the District 4 Production Warehouse Move project from the information provided in the case. Using the Project Scope Checklist, prepare a scope document for review and approval by the project sponsor prior to starting the project.

Project Scope Checklist

Project objective

Deliverables

Milestones

Technical requirements

Limits and exclusions

Reviews with customer

Submit your report to the Submissions Area by the due date assigned.

Assignment 3 Grading Criteria

Maximum Points

Prepared a project scope document that is ready for sign-off.

30

Determined the complete scope of the project.

30

Included all sections from the scope checklist.

Modern Project Management

PowerPoint Presentation by Charlie Cook

Copyright © 2014 McGraw-Hill Education. All Rights Reserved.

CHAPTER ONE

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An Overview of Project Management 6e.

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What is a Project?

Project Defined

A complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.

Major Characteristics of a Project

Has an established objective.

Has a defined life span with a beginning and an end.

Requires across-the-organizational participation.

Involves doing something never been done before.

Has specific time, cost, and performance requirements.

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Program versus Project

Program Defined

A series of coordinated, related, multiple projects that continue over an extended time and are intended to achieve a goal.

A higher level group of projects targeted at a common goal.

Examples:

Project: completion of a required course in project management.

Program: completion of all courses required for a business major.

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Comparison of Routine Work with Projects

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TABLE 1.1

Routine, Repetitive Work

Taking class notes

Daily entering sales receipts into the accounting ledger

Responding to a supply-chain request

Practicing scales on the piano

Routine manufacture of an Apple iPod

Attaching tags on a manufactured product

Projects

Writing a term paper

Setting up a sales kiosk for a professional accounting meeting

Developing a supply-chain information system

Writing a new piano piece

Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs

Wire-tag projects for GE and Wal-Mart

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The Challenge of Project Management

The Project Manager

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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Current Drivers of Project Management

Factors leading to the increased use of project management:

Compression of the product life cycle

Knowledge explosion

Triple bottom line (planet, people, profit)

Corporate downsizing

Increased customer focus

Small projects represent big problems

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Project Governance: An Integrative Approach

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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Alignment of Projects with Organizational Strategy

Problems resulting from the uncoordinated project management systems include:

Projects that do not support the organization’s overall strategic plan and goals.

Independent managerial decisions that create internal imbalances, conflicts and confusion resulting in dissatisfied customers.

Failure to prioritize projects results in the waste of resources on non-value-added activities/projects.

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Major Functions of Portfolio Management: The “Science” and “Art” of Project 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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Key Terms

Program

Project

Project life cycle

Project Management Professional (PMP)

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