1. MITM743 Advanced Project Management
Dr. Abdul Rahim Ahmad
Assoc. Professor
College of IT, UNITEN
Kerzner Chapter 1
Growth of Project Management

2. Contents Introduction Understanding project management
Resistance to Change
Strategic Imperatives for Project Management
Project management Life Cycle
Excellence in Project Management

3. 1.0 Introduction

4. Introduction You should have some Project management exposure through
Seminar/class/readings on project management
Exposed to PMBOK Guide
Advanced project management is supposed to pick up from there: Put theory into practice
For this course, besides
some theory of project management and PMBOK knowledge,
we use textbook by Kerzner

5. 1.1 Understanding Project Managemenrt

6. Understanding Project Management
A unique endeavour (never been attempted in the past) that has a definable objective, consume resources, and operate under time, cost and quality constraints
Project Management
The planning, scheduling and controlling of a series of integrated tasks such that the objectives of the project are achieved successfully and satisfy the stakeholders

7. Workflow Traditional Project management based Vertically Horizontally
top down chain of commands
Less interaction between functional groups
Project management based
Horizontally
Organized across functional groups
More coordination and communication among functional groups
Productive, efficient and effective
Vertically and horizontally

8. Project Management Implementation
Based on organization culture
In many organizations currently
Select PM after project planning is completed.
PM not involved in market analyses or revenue projection
A good project management culture is to:
Educate PM Through PM COE
Involve in bottom line
PM has more authority

9. 1.2 Resistance to Change

10. Project Management Acceptance
Why was project management so difficult to accept implement? Historical!
Due to
earlier industry classification
Non Project driven – Product management
Project driven – Project Management
Mix of both – Program Management
Economic reasons. Dominance of white collar/management ranks. No emphasis on project management .
Senior managements preference to status quo.

11. Project Management Acceptance
Now, many companies run organization by
“Management by project” basis. Advantageous.
Acceptance of Project management
in the late 80’s after recession
TQM, reengineering, lean and mean etc
Effects of IT in workplace
What makes companies successfully implement project management?
Successful implementations
Successful Execution of processes
Successfulmethodologies

12. 1.3 Strategic Imperatives for project management

13. Strategic imperatives
Strategic imperatives (absolutely required) behind achieving excellence in PM comes from :
Internal
Benefits discovery by senior managers
Suggestion by middle managers?
External
Pressure in order to accept: Competition, quality, financial, legal, technology, social, political, economic, stakeholder
Can be integrated with concurrent engineering, TQM, risk mgmt., change mgmt.

14. 1.4 Project management Life Cycles

15. PM Life Cycle To achieve PM excellence – need training and education
5 Phases of PM life cycle
Embryonic : recognize need, benefits, apps, what to do.
Executive management acceptance – from support to sponsors
Line management acceptance – from support to willingness
Growth – life recognize cycle, tracking
Maturity – manage, integrate, educate.

16. 1.5 Excellence in project management

17. 6 components of excellence
6 areas in which successful companies excel in project management
Integrated processes
Culture
Management support
Training and Education
Informal project management
Behavioral excellence
All requires communications and sharing of informations

18. View of project management: Past vs present
Need more people
Need more cost
Decrease profit
Creates unstabiliy/conflicts
Create problems
Only for larger project
Quality problems
Power and authority problems
Only delivers product
Make organization uncompetitive
Less people
Less cost
More profit
Better control scope and changes
Org more efficient
Work closely with customers
Solve problems
Reduce power struggles
Allows people to make good company decisions
Delivers solutions

19. Case studies Kerzner chose 300 companies Identified through
Published literatures
Survey questionnaires
First hand meetings
External trainers and consultants
How studies were made
3 sets of questionnaires
Follow-up interviews
Not all good companies participated
Afraid of loosing competitive edge
Afraid of being benchmarked
Not authorised to release information
Afraid of higher expectation

20. Case studies Case 1: Clark Faucet Company. Case 16: Cortez Plastics.
Case 2: Photolite Corporation (A).
Case 3: Photolite Corporation (B).
Case 4: Photolite Corporation (C).
Case 5: Photolite Corporation (D).
Case 6: Continental Computer Corporation.
Case 7: Goshe Corporation.
Case 8: Hyten Corporation.
Case 9: Acorn Industries.
Case 10: Mohawk National Bank.
Case 11: First Security Bank of Cleveland.
Case 12: Como Tool and Die (A).
Case 13: Como Tool and Die (B).
Case 14: Apache Metals, Inc.
Case 15: Cordova Research Group.
Case 16: Cortez Plastics.
Case 17: Haller Specialty Manufacturing.
Case 18: Macon, Inc.
Case 19: Jones and Shephard Accountants.
Case 20: The Trophy Project.
Case 21: The Blue Spider Project.
Case 22: Corwin Corporation.
Case 23: Denver International Airport.
Case 24: MIS Project Management at First National Bank.
Case 25: Concrete Masonry Corporation.
Case 26: Construction of a Gas Testing Laboratory in Iran.
Case 27: The Space Shuttle Challenger Disaster.
Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales.

21. Discussions
Why PM is less likely to be implemented during favourable economic times?
Is PM excellence more achievable through knowledge and education or by doing it?
In project driven organization, acceptance of PM is more internally driven or customer driven.

22. End of Slide

23. Project Management….
Work Smart Not Hard !!!