PMG506 Projects in Contemporary Organizations Assignment

PMG506 Projects in Contemporary Organizations Assignment

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PMG506 Projects in Contemporary Organizations Assignment

Introduction

Projects in Contemporary Organizations Lecture 1

Project management provides an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilizes its people and resources.

Project management has emerged because the characteristics of our contemporary society demand the development of new methods of management. Of the many forces involved, three are paramount: (1) the exponential expansion of human knowledge; (2) the growing demand for a broad range of complex, sophisticated, customized goods

and services (3) the evolution of worldwide competitive markets for the production and consumption

of goods and services

Projects in Contemporary Organizations Lecture 1

Forces Fostering Project Management: First, the expansion of knowledge allows an increasing number of academic disciplines to be used in solving problems associated with the development, production, and distribution of goods and services. Second, satisfying the continuing demand for more complex and customized products and services depends on our ability to make product design an integrated and inherent part of our production and distribution systems.

Third, worldwide markets force us to include cultural and environmental differences in our managerial decisions about what, where, when, and how to produce and distribute output.

Projects in Contemporary Organizations Lecture 1

Three Project Objectives: All undertakings have much in common, they are complex, multidisciplinary, and have the same general objectives— performance (or scope), time, and cost. We refer to these as “direct” project objectives or goals. The fourth dimension is the expectations of the client. The expectations of client and project team should be aligned and integrated throughout the entire project, but rarely are.

Projects in Contemporary Organizations Lecture 1

The Project Manager: The project manager (PM) is expected to integrate all aspects of the project, ensure that the proper knowledge and resources are available when and where needed, and above all, ensure that the expected results are produced in a timely, cost-effective manner.

The project manager’s job is not without problems. • There is the ever-present frustration of being responsible for outcomes while lacking

full authority to command the requisite resources or personnel. • There are the constant problems of dealing with the parties involved in any project—

senior management, client, project team, and public—all of whom seem to speak different languages and have different objectives.

• There are the ceaseless organizational and technical “fires to be fought.” • There are vendors who cannot seem to keep “lightning-strike-me-dead” promises

about delivery dates. This list of troubles only scratches the surface.

Projects in Contemporary Organizations Lecture 1

Trends in Project Management:

• Achieving Strategic Goals Projects that do not have clear ties to the strategy and mission are terminated and their resources are redirected to those that do. • Achieving Routine Goals This is because lower-level management has become aware that projects accomplish their performance objectives within their budget and deadline, and hope to employ this new tool to improve management of their functions. • improving Project Effectiveness, The creation of a formal Project Management Office and the evaluation of an organization’s project management “maturity”

Projects in Contemporary Organizations Lecture 1

Trends in Project Management:

• Virtual Projects Team members may never physically meet before the team is disbanded and another team reconstituted • Quasi-Projects The final performance (or “scope”) requirements may not be understood, the time deadline unknown, and/or the budget undetermined.

Projects in Contemporary Organizations Lecture 1

1.1THE DEFINITION OF A “PROJECT” A project is “A temporary endeavor undertaken to create a unique product, service or result”

project, program, task, and work packages. Program refer to an exceptionally large, long-range objective that is broken down into a set of projects. These projects are divided further into tasks, which are, in turn, split into work packages that are themselves composed of work units.

Projects in Contemporary Organizations Lecture 1

Attributes that characterize projects: • Importance It must be important enough in the eyes of senior management to justify setting up a special organizational unit outside the routine structure of the organization. • Performance A project is usually a one-time activity with a well-defined set of desired end results. Often, the project itself must be coordinated with other projects being carried out by the same parent organization

• Life Cycle with a Finite Due Date From a slow beginning they progress to a build-up of size, then peak, begin a decline, and finally must be terminated by some due date. • Interdependencies Projects often interact with other projects being carried out simultaneously by their parent organization.

Projects in Contemporary Organizations Lecture 1

Attributes that characterize projects: • Uniqueness Every project has some elements that are unique. No two construction or R & D projects are precisely alike. • Resources The attempt to obtain additional resources (or any resources) leads to the next attribute conflict. • Conflict The PM must be expert in conflict resolution, but we will see later that there are helpful types of conflict. The PM must recognize the difference.

Projects in Contemporary Organizations Lecture 1

Attributes that characterize projects: • Nonprojects and Quasi-Projects The use of a manufacturing line to produce a flow of standard products is a nonproject. The production of weekly employment reports, the preparation of school lunches, checking your e-mail. They are all routine One common quasi-project in the information systems area is where the project includes discovery of the scope or requirements of the task itself (and possibly also the budget and deadline).

Projects in Contemporary Organizations Lecture 1

1.2 WHY PROJECT MANAGEMENT? The basic 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. The project form of organization allows the manager to be responsive to:

(1) the client and the environment, (2) identify and correct problems at an early date, (3) make timely decisions about trade-offs between conflicting project goals, (4) ensure that managers of the separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project—that is, that they do not suboptimize.

Projects in Contemporary Organizations Lecture 1

1.2 WHY PROJECT MANAGEMENT?

Advantages of using Project Management • Better control • Better customer relations • Increase in their return on investment • Shorter development times • Lower costs • Higher quality and reliability • Higher profit margins • Sharper orientation toward results • Better interdepartmental coordination • Higher worker morale

Projects in Contemporary Organizations Lecture 1

1.2 WHY PROJECT MANAGEMENT?

Disadvantages of using Project Management • Greater organizational complexity • Organizational policy violation • Higher costs, • More management difficulties • Low personnel utilization

The disadvantages seem to be the price one pays for the advantages. On the whole, the balance weighs in favor of project organization if the work to be done is appropriate for a project.

Projects in Contemporary Organizations Lecture 1

1.3 THE PROJECT LIFE CYCLE Most projects go through similar stages on the path from origin to completion, these stages are the project’s life cycle.

Projects in Contemporary Organizations Lecture 1

There is a strong correlation between the life-cycle progress curve of Figure 1-3 and the effort curve of Figure 1-4 because effort usually results in corresponding progress.

For the S-shaped life cycle in Figure 1-3, percentage of project completion is closely correlated with cost, or the use of resources. However, for the exponential progress curve in Figure 1-5, the expenditure of resources has little correlation with progress, at least in terms of final benefit.

Projects in Contemporary Organizations Lecture 1

Risk During the Life Cycle: There may be considerable uncertainty about our ability to meet project goals (performance, time, and cost). The crosshatched portion of Figure 1-6 illustrates that uncertainty.

Projects in Contemporary Organizations Lecture 1

Figure 1-7 shows how the uncertainty decreases as the project moves toward completion. From project start time, t0, the band of uncertainty grows until it is quite wide by the estimated end of the project. As the project actually develops, the degree of uncertainty about the final outcome is reduced. (See the estimate made at t1, for example.) A later forecast, made at t2, reduces the uncertainty further. It is common to make new forecasts about project performance, time, and cost either at fixed intervals in the life of the project or when specific technological milestones are reached.

Projects in Contemporary Organizations Lecture 1

1.4 THE STRUCTURE OF THIS TEXT This approach is consistent with our belief that it is helpful to understand the entire process of project management in order to understand and manage its parts.

Projects in Contemporary Organizations Lecture 1

Projects in Contemporary Organizations Lecture 1

Important takeaways • This chapter introduced the subject of project management and discussed its

importance in our society. It defined what we mean by a “project,” discussed the need for project management, and described the project life cycle.

• The three primary forces behind project management are (1) the growing demand for complex, customized goods and services; (2) the exponential expansion of human knowledge; and (3) the global production– consumption environment.
• The three prime objectives of project management are to meet specified performance within cost and on schedule.
• Our terminology follows in this order: program, project, task, work package, work unit. • Projects are characterized by their importance, specific end results, a definite life

cycle, complex interdependencies, some or all unique elements, limited resources, and an environment of conflict.

Projects in Contemporary Organizations Lecture 1

Important takeaways • Project management, though not problem-free, is the best way to accomplish certain

goals. • Projects often start slowly, build up speed while using considerable resources, and

then slow down as completion nears.

Projects in Contemporary Organizations Lecture 1

Glossary Deliverables The desired elements of value, outcomes, or results that must be delivered for a project to be considered complete. Interdependencies Relations between organizational functions where one function or task is dependent on others.

Life Cycle A standard concept of a product or project wherein it goes through a start-up phase, a building phase, a maturing phase, and a termination phase. Parties-at-Interest Individuals or groups (the stakeholders) with a special interest in a project, usually the project team, client, senior management, and specific public interest groups.

Program Often not distinguished from a project, but frequently meant to encompass a group of similar projects oriented toward a specific goal. Project Management The means, techniques, and concepts used to run a project and achieve its objectives.

Projects in Contemporary Organizations Lecture 1

Glossary Risk The chance that project processes or outcomes will not occur as planned. Suboptimize Doing the best within a function or area but at a cost to the larger whole. Task A subset of a project, consisting of work packages. Technology The means for accomplishing a task.

Trade-off Taking less on one measure, such as performance, in order to do better on another, such as schedule or cost. Uncertainty Having only partial or no information about the situation or outcomes, often due to ambiguity or complexity. Work Package A subelement of a task at the lowest level in the Work Breakdown Structure, used to assign costs and values.

Projects in Contemporary Organizations Lecture 1

PMG506 Projects in Contemporary Organizations Assignment

RUBRIC QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points:  Student failed to submit the final paper. 20 points out of 50:  The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50:  The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately.  Elements of the required response may also be lacking. 40 points out of 50:  The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples.  The answer is complete. 50 points:  The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples.  No aspects of the required answer are missing. Use of Sources (worth a maximum of 20% of the total points). Zero points:  Student failed to include citations and/or references. Or the student failed to submit a final paper. 5 out 20 points:  Sources are seldom cited to support statements and/or format of citations are not recognizable as APA 6th Edition format. There are major errors in the formation of the references and citations. And/or there is a major reliance on highly questionable. The Student fails to provide an adequate synthesis of research collected for the paper. 10 out 20 points:  References to scholarly sources are occasionally given; many statements seem unsubstantiated.  Frequent errors in APA 6th Edition format, leaving the reader confused about the source of the information. There are significant errors of the formation in the references and citations. And/or there is a significant use of highly questionable sources. 15 out 20 points:  Credible Scholarly sources are used effectively support claims and are, for the most part, clear and fairly represented.  APA 6th Edition is used with only a few minor errors.  There are minor errors in reference and/or citations. And/or there is some use of questionable sources. 20 points:  Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented.  APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. Grammar (worth maximum of 20% of total points) Zero points:  Student failed to submit the final paper. 5 points out of 20:  The paper does not communicate ideas/points clearly due to inappropriate use of terminology and vague language; thoughts and sentences are disjointed or incomprehensible; organization lacking; and/or numerous grammatical, spelling/punctuation errors  10 points out 20:  The paper is often unclear and difficult to follow due to some inappropriate terminology and/or vague language; ideas may be fragmented, wandering and/or repetitive; poor organization; and/or some grammatical, spelling, punctuation errors 15 points out of 20:  The paper is mostly clear as a result of appropriate use of terminology and minimal vagueness; no tangents and no repetition; fairly good organization; almost perfect grammar, spelling, punctuation, and word usage. 20 points:  The paper is clear, concise, and a pleasure to read as a result of appropriate and precise use of terminology; total coherence of thoughts and presentation and logical organization; and the essay is error free. Structure of the Paper (worth 10% of total points) Zero points:  Student failed to submit the final paper. 3 points out of 10: Student needs to develop better formatting skills. The paper omits significant structural elements required for and APA 6th edition paper. Formatting of the paper has major flaws. The paper does not conform to APA 6th edition requirements whatsoever. 5 points out of 10: Appearance of final paper demonstrates the student’s limited ability to format the paper. There are significant errors in formatting and/or the total omission of major components of an APA 6th edition paper. They can include the omission of the cover page, abstract, and page numbers. Additionally the page has major formatting issues with spacing or paragraph formation. Font size might not conform to size requirements.  The student also significantly writes too large or too short of and paper 7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper.
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