Successful project management 6th edition free pdf download

Successful project management 6th edition free pdf download

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WebSuccessful Project Management 6Th Edition PDF Book Details Product details Publisher: Cengage Learning; 7th edition (February 8, ) Language: English Hardcover: WebSuccessful Project Management 6th Edition Free pdf Download There should be no difficulty in finding the successful project management 6th edition free pdf download WebMar 12,  · Name: Successful Project Management Author: Jack Gido ISBN Pub Date: Publisher: Cengage Learning File name: ... read more

In what ways does good humour improve interactivity when the project manager is putting across ideas? Suggest any two referential or open-ended questions that you can use to bring your message to life. Why do you think such questions achieve the goal of enlivening your message? This is because in everyday social interaction we get by in our conversations without paying much attention to what we communicate and how we communicate it. However, in order for those we interact with in the context of a project to understand us, what we communicate must be clear while at the same time we must be heard clarity and audibility. A distance education project for which an institution invests financial, IT, human and other resources should be perceived as a serious matter.

As manager of the project you cannot, therefore, afford not to be heard because you are unable to articulate issues clearly. You should pay attention to what you say and how you say it. This includes diction, pitch, volume, tone, and pace. Never mind this jargon because we are going to clarify it in a moment. Diction Diction refers to how you say what you say, that is, whether you pronounce words and sentences clearly or not. This is an issue in many countries where English, the language through which interaction for projects is a second, or even a third language. Even among speakers of the same mother tongue, there are dialect variations of the first language L1 that influence the way English words are pronounced.

This situation is exacerbated in circumstances where the team is made up of members from different nationalities. A typical case can be cited from a particular DE institution in Southern Africa where an Indian professional headed a project and the team membership comprised people whose first languages were Setswana Botswana , KiSwahili Uganda , Nyanja Malawi , Shona Zimbabwe , and Ibo Nigeria. As you will appreciate, this situation can be complex especially that the people pronounce English words differently.

So, how does the project manager deal with such a situation to ensure clarity and audibility? A good dictionary will give you a lead on pronunciation in accordance with what we call standard English. You can think of other examples that can lead to lack of clarity. Pitch Pitch refers to the manner in which you vary your voice in order to create the required effect. A monotone can be boring when you address project team members. Boring voices occur for several common reasons, which you can easily correct in order to achieve interactivity.

Some of these are: dreary content, overreliance on a written script, and a voice that lacks variety. Do you think you can do something about these three aspects of pitch? What do you think? To begin with, reading your presentation is a sure way of being monotonous, so practise putting across your message with minimum reference to the script. That way you will be able to raise or lower your voice and accompany it with non-verbal emphases for effect. Presenting content that you have not carefully thought about is another sure way of being monotonous, especially when such content is not logically sequenced.

So, plan your content and ensure it attracts attention. Finally, give your voice, the instrument of interaction, some colour and variety. Accompany that with a smile wherever possible. More importantly, practise how to vary your pitch, learning what words and phrases to emphasise by putting energy into them. What do you think about this? Volume Talking either too loudly or too quietly can undermine clarity and audibility. If you find participants asking you to speak up or to repeat yourself, it probably indicates that you have a rather quiet voice even though it sounds perfectly normal to you. You should not rule out the fact that some of the people who ask you to repeat yourself are bewildered by ignorance of what you are saying, and you should use your 45 judgment to decide whether you really have to repeat yourself or simplify the message to accommodate them.

Tone Tone conveys whether you are being friendly, angry, cheerful, patient, passionate, etc. and can play an important part in establishing clarity and audibility. When things are difficult at a particular stage of the project, as they are bound to be at times, I have noted that the project manager who is weighed down by the pressure presents the message with characteristic lack of enthusiasm. The tone of dejection and low spiritedness becomes evident. Presentation is usually accompanied with loss of patience for those who appear unnecessarily dull and slow to grasp simple messages. This often borders on anger as the project manager feels peeved and out of sorts. The misfortune is that like flu, this disposition contaminates team members, and you end up with a meeting that is depressed.

If the manager displays a tone characterized with lack of enthusiasm, why should team members be enthusiastic? Pace Pace is concerned with how fast or slow the project manager speaks. Either way, speech that is too fast or too slow does not achieve its goal. When you are too fast, you lose some of the audience, and when you are too slow the same applies. The good project manager will strive for a balance between the two, and ways to slow down include: ƒ adding more pauses to give people time to think; ƒ varying your delivery pace so that sometimes you slow down, and at other times speed up; and ƒ using less energy in actually speaking, so that words come out more smoothly and less jerkily. Among some of the ways to speed up speech are: ƒ put more energy into talking so that the words come out more strongly ƒ practise before you present; and ƒ learn to time yourself with a watch.

This helps you improve speed. In what way is diction linked with the specialist vocabulary of the area of distance education from which a project of interest to you is derived? What do you think is the distinction between pitch and tone? Explain how each one affects clarity and audibility. To what extent do you agree with this view? Using pauses for successful interaction A pause can be defined as momentary silence that is calculated to have some effect on the progress of the dialogue. The purpose of a pause is to leave space for reflection and for team members to fill in the gaps, and the good project manager should not regard it as a waste of time. A pause can be timed to coincide with the end of an important point, and this will allow interactants to reflect and digest the point raised in retrospect.

It can also coincide with an open-ended question to allow team members to plan a fitting response in language that is appropriate to the situation. In sum, the benefits of momentary silence are that it: ƒ creates a feeling of openness and spaciousness for yourself and others; ƒ adds gravitas to how you come across; ƒ helps reduce cognitive load by allowing members time to think prospectively; and ƒ serves as a sign of respect for the previous speaker. When you use silence well, you will be more observant and focused.

Oftentimes we take little or no regard of the affective dimension, forgetting that it is on the basis of how people feel that they make choices about what to absorb or pay attention to in project management meetings. It is this sensitivity that distinguishes the successful and more interactive manager from the less successful one. As an example, the project manager with low emotional intelligence would not be realizing that at any given moment during a meeting there is potential to make others feel devalued, inadequate, intimidated, angry, frustrated, or guilty. As the meeting progresses, and as interaction and dialogue becomes more inclusive of every member, frustration or a sense of being devalued does not only emanate from you the manager, but from other team members whose responses help in the reconstruction of dialogue as they interact with colleagues.

The manager must be alive to such developments and consciously stabilize the tenor of discourse so that objectives can be attained with minimum injury to emotions. On your part, act as a party host by pretending that everyone in the meeting is a guest at your party. Typically as host you would pay particular attention to each person before moving on to the next. That approach has the potential of improving the chemistry among the participants. How easy do you think it is to build up emotional intelligence in yourself? Easy Difficult 48 Perhaps this is a difficult question to ask. This is made possible by the fact that it is possible to read the social dynamic, that is, what is happening at any given moment during a project meeting. You will now be requested to give your own views about this important aspect of interaction by working on an activity. Activity Sensitivity is an important aspect of developing emotional intelligence when dealing with a team in a given DE project.

What would you say are positive aspects of sensitivity? What would you say are negative aspects of sensitivity? From personal experience, cite specific interaction circumstances, in a given project, when team members feel devalued, ignored, intimidated, or frustrated. In project management, emotional intelligence involves reading situations and interpreting the behaviours of the team members and stakeholders under your leadership, their intentions, emotional states, and their willingness to interact. Fortunately, there are ways to increase your emotional intelligence, and these are best appreciated by answering these important questions relative to your particular situation.

In other words, how have they chosen to occupy space? Some might adopt sleeping postures. For example, coming in late, moving in and out, mini dialogues, etc. That means you have to check out for involuntary signs as indicators of what is happening inside a person. Pay attention to the words used and the accompanying non-verbal actions to help you determine the mood of the meeting and act accordingly. This is probably not easy to do, but has nevertheless to be done for the sake of a successful project in distance education. It will be concluded that when properly equipped with the language related interactive skills, the project manager is better positioned to go through meetings with success.

Such meetings will include planning meetings, scheduling meetings, meetings in which teams are structured, meetings to do with project evaluation, and meetings aimed at reviewing progress. Key Points to Remember Systematic interaction is a precondition for successful management of distance education projects, mainly because participants have to work as a team. Interaction directly implies a conscious control and exploitation of the most effective potential of expressive language in both its verbal and non-verbal manifestations. As an example, project managers who communicate and interact well usually listen hard for silences of the team members.

They detect enthusiastic agreement, bitter resistance or unspoken misgivings. This comes from focusing, really listening and staying present. Towards that end, in this chapter we covered a range of key ideas on the subject of interactivity, and these included: ƒ Terms of reference for the project team. These form the basis for both initial and subsequent interaction. These were discussed as advice to the project manager e. how to speak with ease, the need to explain complicated ideas lucidly; and the essence of speaking clearly and audibly. Learning Outcomes After working through this chapter, you should be able to: ƒ Justify the purpose of planning in project management; ƒ Make a clear distinction between a poorly managed and a well-managed project; ƒ List and clarify phases of a well-managed project; ƒ Specify the main steps taken in managing a project and be able to present an unambiguous justification for each one; and ƒ Explain how the risk analysis template can be used to assess potential areas of risk.

This means using such resources to: ƒ make the correct interventions; ƒ do the right things; ƒ do the things at the right time; and ƒ with the right quality. The need for the project manager to make sure that certain stages are properly planned cannot be overemphasised. Both well-managed and badly managed projects go through stages or phases. Think of a badly managed project in your workplace. What phases did it go through? Dou remember seeing any of the characteristics in Figure 4A below? How do these phases differ from those in Figure 4A? There are three basic considerations that a successful project manager takes into account. These are: ƒ Defining the problem Defining the problem involves identifying the problem, then decide what the difference will be after solving it. They should brainstorm solution alternatives. Who must do what? What is the cost? How is it to be done? When should it be done? Project planning is summed up in Figure 4B. Figure 4B: Phases of a well-managed project Define the problem Brainstorm Alternatives Plan the Project Specify what has to be done Decide roles Decide how a task is to be done Set target dates for each task Determine cost Establish resources required Brainstorm Alternatives Implement the plan Monitor the Project Close the Project Lessons learnt.

What was well done? The good manager will ensure that the team members are clear what the problem is, why it is said to be a problem, why it has to be solved, and agree what alternative solutions are at the disposal of the team. Most certainly, if there is no agreement at the beginning, the project is likely to lead to some of the most difficult conflicts. There are several barriers to good planning, namely: ƒ Prevailing paradigms among the members. A paradigm is what each individual member perceives about a problem. People have different beliefs about a given situation. It is natural for members to be sceptical about colleagues or the project itself. This is usually because of workplace politics or personality clashes. Members often belong to different sections of an organisation, and their being assigned to membership of the project may be against their will.

Some will most likely consider the project to be interfering with what they consider their core responsibilities in the organisation. You may have other barriers from personal experience. Add them to the few already given above. We shall base our discussion on a given project, which is: Developing a communication course for immigration officers. The problem Immigration officers in the country face challenges communicating with visitors coming from all over the world. Currently there is no training programme to help them cope with the situation. Before Starting the Project The planning should include three steps.

Step One: Setting objectives The following should be agreed. Add any two of your own in the space below. Step Two: Plan and organise for action The following should be agreed. Step Three: Establish controls The following should be agreed. Regarding risks, it is helpful to assess risks of failure relative to the schedule, the budget, project quality, and customer satisfaction. The simplest way to conduct a risk analysis is to ask: ƒ What could go wrong? It is beneficial to list the possible risks first, then think about contingencies for dealing with them. Figure 4C gives a template for risk analysis. Figure 4C Risk analysis template What could go wrong? Contingency measures During the Project Planning during the project involves re-planning when plans formulated before project inception need re-visiting. We shall refer to that step as the implementation stage.

Step 4: Implementation There are four implementation components that the project manager should account for, namely, direction, duration, dynamics, and discussion. Direction To establish a sense of direction, these questions should be constantly asked, and answers provided: ƒ Are the team members complying with the objectives? Duration Duration refers to the time taken to accomplish the project on the basis of time taken for different tasks on the action plan. Three questions should guide operations. Dynamics Dynamics is concerned with the way members operate in order to achieve a common purpose. If not, then why not? Dialogue Interaction is crucial during operations. For one thing, project members do not belong to the same department, hence the need to keep one another informed. It pays to repeat the same information, for among members are some who are slow to grasp, or others who may deliberately pretend that they have not heard. The project manager should keep the following questions in mind.

What then remains is to reflect and assess the processes from the beginning up to the end. The team should meet and answer some questions. This will be Step 5. Step 5: Project Evaluation The following questions will guide decision-making and the way forward. On the basis of what has been discussed above, contribute your own views by working on this activity, which is based on the project topic already mentioned earlier, namely, Developing a communication course for immigration officers. What is meant by objectives that are measurable and achievable? What is the distinction between milestones and exit points of a project? When is informal reporting used during the operational stage of a project? As project manager how do you ensure that every member is involved in the project activities? What is the importance of dialogue among members when carrying out the project of the communication course? Suppose that at the end of the project you concur with team members that the project sponsor head of the institution was not supportive.

What steps would you take to ensure that the new project you are going to manage receives the necessary support? Key Points to Remember A distance education organisation has as its main business the conducting of projects almost on a day-to-day basis. There are main projects as well as subprojects handled at different levels of authority. Unlike the teacher in the conventional school situation, whose primary responsibility is to look after the class for the day, the DE practitioner functions differently. These are projects that require performance, cost, time, and have a certain scope. Planning becomes essential. So, to sum up: 59 ƒ Where there is no plan, the manager has difficulties controlling the project. Define activities. Schedule activities. Allocate activities. Plan alternatives. Learning Outcomes After working through this chapter, you should be able to: ƒ define the concept of WBS and clearly explain its significance in project management; ƒ specify a project topic and design a schedule following the WBS; ƒ build up the project team; and ƒ design a Gantt chart for use in scheduling.

Introduction Now that we have discussed the various areas of planning in a global manner, let us single out an area of management that is extremely crucial, namely, work breakdown structure WBS. We regard project managers in DE as the foundation of the project, or that of project planning. A Guide to the Project Management Body of Knowledge PMBOK cited in Micah Mathis, defines WBS as: a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. The seemingly intimidating jargon will be unpacked as we discuss along. It will be pointed out at the outset that creating a quality WBS requires energy, time, and people. However, before getting into detail, let us examine its purpose. Purpose Why, in your opinion do we need to create a WBS for DE projects? What purpose do you think it serves for the IT coordinator of five or more regional centres in an open 61 and distance learning ODL organisation, for example?

You may not have asked such questions as a past or present project manager, but I am certain you have heard them from other managers or team members. Important stages for the project manager are to ensure that the team gets together; agrees on the project mission; structure the tasks. The Project Mission The question you need to answer is: How do we go about it? The first thing to have is the project scope statement. This is captured in the project mission statement and the project vision statement. Members of the team, to ensure unity of purpose, must share these two. The project mission is a concise expression of purpose of operation and the desired end state that that serves as the initial impetus for planning purposes. Jurgen Appelo , talking about the characteristics of a project mission statement observes that it should tell you about the fundamental purpose of the project, and concentrates on the present.

It defines the customer and critical processes, and informs you of the desired level of performance. Revisit the mission statement cited above, and establish the extent to which it measures up to the criteria spelt out by Appelo. Having done that, I want you to spell out the mission statement for the project you are either managing or intend to manage, then read on. Activity The Mission Statement for my project is: The Project Structure The WBS should be developed before the schedule, that is, it depicts the main parts of the project. As an example, in a distance education project where study materials have to be originated by the organisation, the broader areas must be identified first. These are: ƒ Areas that are the responsibility of the sponsor such as the signing of a memorandum of agreement if the project is done collaboratively with a partner. At this stage there is no attempt to sequence tasks and activities.

This is the rough drawing of the project and should be agreed with stakeholders. As you will appreciate, the WBS is a good way to show the scope of the job. Participants begin to see responsibilities before getting into details, which are the main focus of the schedule. Essentially, the WBS is a reflection of deliverables. It is not the activities or tasks, but what the customer will get at various stages. Getting the Team together The first step to creating the WBS is for the ODL project manager to get the team and the key stakeholders together in one room. This is a vital step because it is the team that possesses all the expertise Look at the Responsibility column in Table 5A. There are two things to be agreed upon, namely, the project title, and secondly, all the deliverables for the project. Decomposition involves breaking down deliverables in smaller chunks of work See Table 5A.

Decomposition ensures that the work breakdown is realistic and can be achieved within a given time framework. The team should be guided by an important concept when decomposing the tasks. The concept is that some activities depend upon other activities being completed first. For example in a typical DE project, you cannot schedule the first tutorial before you have tutors in place. Let us look at a typical case of a WBS crafted when two institutions signed an agreement to offer a degree programme jointly. The case study is as follows. The Botswana College of Distance and Open learning BOCODOL proposed to offer the Bachelor of Commerce degree Human Resources management and Industrial Relations and approached different institutions. The Zimbabwe Open University ZOU offers this qualification, so the two ODL institutions agreed on a joint offering. The implications were numerous. For example, BOCODOL had in place some study materials comparable to those in the shelves of ZOU, so the College did not need to acquire all the materials for the programme.

BOCODOL established that some of the materials could be adopted as they were, while others needed adaptation. Adaptation involved contextualisation of content so that it would reflect human resources management circumstances in Botswana. For that to happen, writers and content editors would be needed. All other steps were to be taken so that the first tutorials, nationwide, would resume on a given date. Here is a work breakdown structure towards that purpose. Degree Task 1. Finalise MoA with ZOU 2. Decide relevant material that are in place at BOCODOL 3. Agree ZOU material for adoption 4. Agree ZOU material for adaptation 5. Allocate materials to semesters 6. Formulate programme Regulations 7. Identify course writers to adapt some modules 8. Begin course adaptation 9. Acquire adopted study materials from ZOU Decide learner support model Agree monitoring procedures Decide study centres Determine fee structure Determine tutor rates Undertake course promotion Advertise course Decide tutorial cycle Induct regional staff Identify tutors Induction of tutors Formal appointment of tutors Allocation of tutors to centres Select learners Enrol learners Induction of learners Deliver study materials to regions Cassidy, It assists the project manager in identifying the tasks, the sub tasks, the target dates, etc.

to be taken into account. Milestones can also be organised in tabular form alternative to Gantt Chart as in Table 5A above. The Gantt Chart lists the milestones in the first column; the target date in the second column, and the members responsible in the third column. It should be noted that this is a simplified structure, which does not capture other issues such as risks and the cost for each task. The point is that it answers some of the questions raised earlier about the justification of the WBS. For example, the project hinges on the memorandum of agreement MoA between the parties being put in place.

It is only when it is in place 65 that the other tasks can be carried out against target dates. Equally important is the issue of who carries out the responsibility. In some cases, it is an individual, a department, or a group of individuals. All the tasks are synchronised to meet the target date, namely, 7August. Now, look at the WBS again and attempt these questions before reading on. Why was it necessary for the project manager to create and table this plan to the project steering committee? Why are dates necessary when a breakdown is made? Imagine you were the project coordinator for this particular project.

Why is it necessary for the project manager to present the WBS in a hierarchical order? There can be no doubt that your insights from a close examination of the case study, and the responses you gave to the four questions, you now appreciate the purpose of the WBS. The following are some of the reasons for using it: ƒ It accurately and specifically defines and organises the scope of the project as a whole. Unit 1 is with the PDC; Units 2 and 3 are being reviewed by the content editor; Unit 4 is being reviewed by the writer; and Unit 5 has made no progress since it is still in the hands of the writer. None of the units has reached the DTP section as planned.

What does this information tell you as manager? Key Points to Remember It is noteworthy that merely appreciating the purpose of the WBS is on its own not enough. Creation of the WBS is actually one of the more difficult activities that distance education project managers face. What is often most frustrating is that it is difficult to come up with a schedule that is as precise as the team would like. To reinforce the foregoing structuring of a schedule, here are some useful steps that can be followed. Step 1: Define the tasks The tasks should be placed in clusters so that those that go hand in hand are treated as a package. Activities to be carried out for each task should then be determined.

For example in the chart developed above, tasks 7 and 8 would form a cluster. Step 2: Sequence the activities In this step we sequence the schedule activities in the order in which they need to happen. Step 3: Estimation of resources This step involves estimating what resources will be required to accomplish each task. Step 5: Schedule the tasks This step is the process where sequence of activities, resources needed for the tasks, and the duration of each activity are used to come up with the Gantt chart. Step 6: Monitoring and controlling This step is performed throughout the life of the project and ensures that the work results are in line with the schedule plan.

Typically, schedule control requires the use of progress reporting and schedule change when necessary. All people are motivated. The question is: By what? People are different. Nothing is so unequal As the equal treatment of unequals. Introduction People who work together on the project are referred to as a team. However, in view of what we have already discussed in previous topics, it will be helpful to refresh our minds about the link between project management and teamwork. What immediately comes to mind is the question: How is teamwork interrelated with the accomplishment of project tasks?

Further, you may also ask yourself what it is you still have to learn about teamwork and production, which you do not already 69 know. These, and many other questions, can be asked. By contributing to the discussion that follows, most of your questions will be answered. Ideas about teamwork and production to be discussed In the present topic, prepare yourself to discuss : ƒ the link between teamwork and production: ƒ communicating in a team: ƒ building up a team: and ƒ Do people really enjoy work? The link between teamwork and production At any workplace there are goals and targets to be achieved. Achievement depends on the collective effort of top management, the project manager and members of the project team. Our starting point is the definition of key terms, and the following activity invites you to make your first contribution. My definition of teamwork is: 2.

My definition of production is: 3. The connection between teamwork and production is that Teamwork refers to a group of people working together in order to achieve a common goal. Production, on the other hand, refers to the results of teamwork. For example, if the goal of a car assembly plant is to assemble four cars in a day, and only two are assembled, we say production is below target. Similarly, if a team at the border post of a country takes ten hours to clear travellers, where it normally takes four hours for a different team, we can say that team is not productive enough. The connection between teamwork and production is that where members of a team pull together, they are more productive, whatever type of business. Given this 70 observation, how productive is your team with reference to the project being undertaken? Communication is necessitated by the need to solve a given problem or to complete a task. b project, operational, and functional. c reactive, proactive, and functional.

d matrix, project, and operational. Which of the following is the most common type of activity relationship used in a network diagram? a Project management skills can help you complete projects on time, on budget, and on target. b Project management is a reactive management style. c Project management helps you avoid serious errors of omission and eliminate costly mistakes. Which of the following is true about managing project objectives? a Logic network diagrams, schedules, and budget plans are used to manage the project. b A project activity that is completed early is a variance that causes no harm.

c Quality and cost are more difficult to measure than scope and time. d The cause of a variance is of little consequence in managing project objectives. Which of the following is true about project evaluations? a Reviews help ensure that the standards included in the project scope statement are being applied to the work. b Work on a project should be reviewed weekly as part of an ongoing quality assurance program. c Evaluation results should not be shared with workers because it can decrease motivation. d Periodic evaluations are necessary only on large projects to ensure compliance with industry standards. A rolling wave estimate would be most appropriate in which of the following situations? a In projects with greater risk b In times of inflation when the cost of materials is increasing rapidly c In projects with a unit-price contract d When a novice project manager is assigned to a project Which of the following is true in managing projects?

a Accountability is an agreement between two or more people for the purpose of achieving a desired result. b Authority should be given commensurate with the responsibility. c Accountability is a detriment to good performance. d Responsibility is the power given to a person to complete an assignment. Which of the following is true about risk management? a Potential risks should be identified before the project begins and during the course of the project. b Risks are uncertain events that have a negative effect on the project; those with positive effects are not considered risks. c Risk management should plan for all possible negative events, regardless of their impact or likelihood. d The purpose of risk management is to ensure that no negative events occur. Which of the following statements is not true about the skills of a project manager? b A successful project manager needs to understand the culture of the organization.

c A project manager needs greater technical skills than the team members. d Project managers typically use a combination of formal authority and persuasion skill. Which of the following is true about evaluating team performance? a Team performance should be audited weekly to ensure schedules are met. b If consistent data are gathered over time, periodic reviews are not needed. c Team performance should not be compared with other companies since every project is unique. d Benchmarking can be a helpful point of reference to measure performance. Which of the following is true about work breakdown structures? a Each box is a summary of the boxes in the levels below it. b The sum total of boxes must represent the complete project. c The boxes in the top level are called work packages. d The diagram should represent a logical or time sequence of events. Which of the following is true about activities on the critical path?

a The late start and early finish are the same. b The early start and late start are the same. c The early start and early finish are the same. d The early start and late finish are the same. Budget cuts and cash flow problems are examples of: a logistical risks. b mitigation strategies. c financial risks. d contingency reserves. Which of the statements below correctly identifies the relationship between project personnel? a Functional managers lead project team members. b Team members work with the project manager in the planning process. c Customers and project sponsors determine the sequence of individual project activities. d The project sponsor provides performance reviews for team members. Which of the following is true about earned value analysis? a Schedule variance is determined by subtracting the earned value from the planned value. b The cost performance index is a ratio of budgeted costs to actual costs.

c Cost variance is determined by subtracting the earned value from the actual cost. When using a cost-plus contract, who assumes the risk of unforeseen problems? a Contractor b Project manager c Worker d No one A planning tool that displays the levels of project work is a: a Gantt chart. b Pareto diagram. c skills inventory. d work breakdown structure. a Fixed-price b Unit-price c Cost-plus d Incentive A risk response plan includes all of the following except: a possible risks, potential causes, and how they may affect the project. b a prioritized list of project risks, their owners, and planned responses.

c warning signs of a possible risk occurrence. d a mitigation strategy to eliminate the possibility of risk events from occurring. When a project schedule is slipping, corrective action might entail all of the following except: a adding more or higher-skilled personnel. b adding additional equipment or other resources. c changing the sequence to allow activities to be done in parallel or to overlap. d negotiating with preceding activities to complete their activities in a shorter time. Many people become project managers by accident. Someone names you to manage a project because of your areas of expertise, not because you have any project management training. However, even if you become a project manager by accident, managing a project by accident is an invitation to disaster! Learning project management skills can help you complete projects on time, on budget, and on target. The discipline of project management includes proven strategies for clarifying project objectives, avoiding serious errors of omission, and eliminating costly mistakes.

It also addresses the necessary in- terpersonal skills for acquiring the cooperation, support, and resources to get the job done. Project management is not just for project managers. Team members need to know how to carry out their parts of the project, and business execu- tives need to understand how to support project management efforts in the organization. Project management consists of the knowledge, skills, methods, techniques, and tools used to plan and manage project work. It establishes a sound basis for effective planning, scheduling, resourcing, decision making, management, and plan revision. Project management skills help complete projects on schedule, within budget, and in full accordance with project specifications. At the same time, they help achieve the other goals of the organization, such as productivity, quality, and cost-effectiveness.

The objective of project management is to en- sure that projects meet agreed goals of time, cost, and scope. Noah was a project manager. It took careful planning and execution to construct the ark and gather two of every animal on earth, including all the necessary food and water. The pyramids of Egypt stand today because of countless successful projects and project managers. Although there have been brilliant project managers over the years, proj- ect management was not recognized as a formal management concept until operations research in the s and s pioneered methods and specialized tools to manage expensive, high-profile aerospace projects such as Polaris and Apollo. NASA and the U. Department of Defense established project man- agement standards that they expected their contractors to follow.

In the middle and late s, business managers began searching for new techniques and organizational structures that would help them adapt quickly to changing en- vironments. The s and s brought more published data on project management, leading to the development of theories, methods, and standards. The construction industry, for example, saw the potential benefits of formal project management and began to adopt standards and develop new tech- niques. Large-scale initiatives such as quality improvement and reengineering provided data, analysis, and problem-solving techniques, but no structured discipline to implement them. Therefore, managers turned to project man- agement for direction in implementing and tracking such large-scale projects. By the s, industries in both profit and nonprofit sectors realized that the size and complexity of their activities were unmanageable without formal project management processes and tools.

Large and small organizations recognize that a structured approach to planning and managing projects is a necessary core competency for success. Appen- dix C has contact information for these and other organizations. PMI offers cre- dentialed certifications such as the PMP® Project Management Professional to those who demonstrate competency in the field of project management through education and experience—and by passing rigorous certification exams. PMI sets standards and accredits degree-granting educational programs in proj- ect management. In , PMI published the first Project Management Body of Knowledge PMBOK® to document and standardize generally accepted project management information and practices.

The current edition, A Guide to the Project Management Body of Knowledge PMBOK® Guide , is a basic reference for anyone interested in project management. It provides a common lexicon and consistent structure for the field of project management. The PMBOK® Guide, which is stud- ied and cited by thousands of project managers, is updated regularly. Universities offer undergraduate and graduate degree programs in proj- ect management. See Appendix C for a list of organizations and websites. Think About It. Would applying project management standards in your organization produce benefits? PROJECT WORK Project work and traditional functional work differ in significant ways.

It is important to understand the differences. Functional Work Functional work is routine, ongoing work. Each day, secretaries, financial an- alysts, and car salespeople perform functional work that is mostly repetitive, even if their activities vary somewhat from day to day. A manager assigned to the specific function provides training and supervision, and manages them according to standards of productivity, such as quantity of work performed or number of sales. Functional work is typically structured as a hierarchical organization with traditional formal lines of authority, as shown in Exhibit Projects are temporary because they have a defined beginning and end.

They are unique because the product, service, or result is different in some distinguishing way from similar products, services, or results. The construc- tion of a headquarters building for ABC Industries is an example of a project. The unique work is defined by the building plans and has a specific beginning and end. A project manager is responsible for the project, overseeing the con- tractors, and managing the schedule and budget. In mature organizations, multiple projects may be grouped and managed together in a program to obtain benefits and control not available from man- aging them individually. Multiple programs may be grouped and prioritized into portfolios aligned around larger strategic organizational objectives.

Project teams typically are not organized in the same hierarchical struc- ture as that used by traditional functional groups. Project teams are organized in various ways, which are described later in this chapter. Exhibit illustrates how functional and project responsibility fit to- gether, using the functional departments in a publishing company, with project managers assigned to accomplish specific publication projects. Solid vertical lines show the functional responsibilities of the writing, editing, design, print- ing, and distribution departments. Broken horizontal lines show the project responsibilities of specific project managers assigned to given publications projects.

Because not all projects require the services of every functional de- partment, circles indicate where people are assigned to a project. Project 2 uses outsourced resources. Project 3 is a video that uses an external video duplication company rather than the internal printing facility. A project manager manages horizontally via projects rather than vertically via functional experts. Exhibit shows that Dennis is responsible for Project 1. To get the job done, he must enlist the help of editors and designers from one functional manager, and printers and distributors from another functional manager.

In some organizations, functional managers are called resource managers because they are responsible for assigning resources to the project. In the real world, there are at times overlaps between project and func- tional managers. If functional resources other than a project management staff are assigned to a project manager, then the manager has functional re- sponsibility and is acting as both project manager and functional manager. Exhibit compares functional and project work. The traditional functional approach is not adequate in a project environ- ment and does not promote quality work on time and within budget. The project approach promotes the innovation, experimentation, and entrepre- neurship needed in the workplace today.

xhibit Comparison of Project and Functional Work Functional Project Type of work Repeated, ongoing. Unique, no rehearsal. Often involves change. Focus Operations, accomplishing effective Completing the project. Management Managing people. Managing work. responsibility Budgets Ongoing operational budgets. Project budgets to fund specific projects. Exhibit continues on next page. Functional Project Responsiveness Less responsive. Longer response More responsive. Shorter response to customers and time. changing environments Consistency and Industry standards. May have fewer standards because standards work is unique. Cross-cultural Varies across cultures. More constant across cultures. relevance Risk Ongoing work is stable and less Higher risk because work is unique risky. and unknown. Visibility May have little visibility if standards Obviously noted when project are not met. objectives are not met. Think of two examples of functional work: Think of two examples of project work: Does your organization understand the difference between project and functional work?

How can you help coworkers and management implement project management philosophies? Draw a diagram showing how your organization manages projects. Speed, quality, and cost management are taking on increased sig- nificance in business, government, and nonprofit sectors. Project management allows managers to plan and manage strategic initiatives that generate new revenue in expanding sectors of the market. Project management tools de- crease time to market, manage expenses, ensure quality products, and enhance profitability. Project management helps sell products and services by posi- tively differentiating them from their competitors. Project management is one of the most important management techniques for ensuring the success of an organization.

The global marketplace and e-commerce are forcing organizations to change. Consider the business trends in the next section. This can be accomplished only across functional lines of authority in a project environment. With the shift from mass production to custom production of goods and services, project management is an increasingly important aspect of a responsive management style. Businesses are shifting from traditional hierarchical management to project management. Orga- nizational charts are changing from vertical structures to team-centered project structures. Middle management is also disappearing as companies rely on computers to gather and analyze information. The new focus is on projects and project teams assigned to solve specific problems.

Teams might be set up to design a new product or reengineer the ordering process. Project teams come and go as new problems and opportunities arise. Companies offer less job security as they refocus on core competencies and outsource noncore work. They teach marketable skills but do not promise a job tomorrow. Personal success is measured by the value of the projects on which a person works. The goal is growth in the profession, not movement up the corporate ladder into management. This has been the norm for decades in Hollywood, where cast- ing agents match actors with projects.

In the entertainment industry, pro- ducers are the top-level management, casting and talent agents are the resource providers, movie directors are the project managers, and actors and crew are the talent. There is more pressure with less time, more work with less staff, and more cost management with less tolerance for mistakes. The solution to this dilemma lies in a proac- tive rather than reactive management style. Systematic project management is a proactive style. Exhibit compares reactive and proactive styles. Many companies conduct business as a series of projects. Each project is justified because it creates a product or service that the company can sell or because it reduces or controls costs. As the number of potential projects in- creases, there is a greater need to choose the right projects and execute them xhibit Careers in the Typical Company of Tomorrow Career Title Function Top-level CEO, president, executive VP sets strategy management Resource provider CFO, CIO, HR manager, VP of provides budget; develops and marketing, engineering, etc.

manages expert staffs Project manager project manager uses money and people from the resource providers Talent chemist, engineer, accountant, reports to resource provider but programmer spends much time on project teams © American Management Association. As competition between vendors increases, the winning com- pany is the one with superior project management processes, reports, tools, and organization. Organizations that were once hierarchical and bureaucratic now realize that success requires internal and external networking. Functional depart- ments are no longer self-sufficient, but interdependent. Teams are formed from various functional departments to accomplish project work.

When one project is complete, individuals are reassembled into another team to take on another project. How could you benefit from using more project management principles? Exercise continues on next page. List projects you manage or would like to manage in the future. What problems do you see in man- aging the projects you have listed? As you read subsequent chapters, try to identify ways you can address these problems. Suggested answers are given in Appendix A. When a project is conceived, management might appoint a project manager and team members with little attention to the skills needed for the job. They take people from their regular jobs to work on the project, or worse yet, they ask team members to do the project in addition to their regular work. This section discusses the need for an organization to formally adopt project management methodologies.

It presents the major organizational structures and discusses the advantages and disadvantages of each. Finally, it gives some considerations on how to organize for greater efficiency and con- tinuity in projects. Everyone must recognize project manage- © American Management Association. Senior management must recognize the need for project management and be willing to establish a formal project management system. Managing projects is considerably different from managing functional groups. Senior executives need to recognize that project management requires special con- cepts, skills, and tools. Managers schooled in traditional concepts of business management might find this difficult to understand. Also, functional line man- agers might have difficulty understanding the difference between functional and project responsibilities.

Implementing a project management system requires more than lip serv- ice; senior management must provide the time, budget, and resources to do it. The entire organization must have a long-term commitment to the project management process and support it without constantly shifting priorities. The role and authority of the project managers must be clearly defined and supported. Project managers are not simply people selected from among the project teams; they need to have project management skills. If manage- ment simply assigns a technical person to be the project manager, the organ- ization loses in two ways. First, if the person does not also have project management skills, the project might fail. Second, the organization loses a good technical person from the project team. Also, the organization must be willing to change. Functional departments with a strong and unique sense of identity might feel that project managers cannot fully understand or correct their problems.

No one system works equally well in all organizations. Be willing to adapt the system as you experience successes or failures, so the system can operate at optimum efficiency in your organi- zation. You may need to be patient in helping your organization adopt a proj- ect management system because it will take time to implement. For project management to be effective in any organization, there should be formal, written policies and procedures that explain the role and authority of project managers and how project management functions in the organiza- tion. Exhibit is an example of such a written policy statement. Definition of a project A temporary endeavor undertaken to create a unique product, service, or result. Responsibility The director of the Project Management Division is responsible for the operation of the project management system.

The director prepares policy statements and maintains the policy and pro- cedure manual. The director tracks all approved projects and reports project status to senior man- agement. Project objectives All projects are defined in terms of 1 cost, 2 time, and 3 project scope. These objectives are the basis for project approval, budgeting, tracking, and reporting. Project managers A project manager is assigned to each project when it is approved. The manager may be from the Project Management Division or from another functional division as needed. The project man- ager is responsible to see that the project accomplishes its objectives of cost, time, and project scope. The lines of responsibility and communication with senior management will be identified as needed with each project. Does your organization have written statements like Exhibit ? Could it benefit from such a state- ment? It often constrains the availability of resources or the terms under which resources are available to the project.

Organizational structures typically span the spectrum from functional to project, with a variety of matrix structures in between. The next sections describe the characteristics, advan- tages, and disadvantages of functional, project, and matrix organizational struc- tures. It is important to understand how your organization is structured so you can decide how to use project management techniques within that context. Functional Organization The classic functional organization is a hierarchy in which people are grouped into functional divisions, such as marketing or production. Each employee has one clear superior. In functional organizations, the scope of projects is typi- cally limited to the boundaries of the functional division.

Each division has its own project managers who report to the head of the division, as illustrated in Exhibit These project managers operate independently from project managers in other divisions. For example, project managers in the marketing division come from the ranks of salespeople. They are responsible for defining requirements, scheduling work, setting priorities, providing facilities, acquiring and managing re- sources, adhering to company policies, and ensuring quality. They might be moved around within the division as needed. xhibit Functional Organizational Structure CEO V. Because project managers and team members have expertise in the functional area, project requirements can be defined and challenged intelligently. This means that fewer changes will be made and that a more practical end product can result.

Since they must live with the end result of the project, they are committed to it. Problem situations can be identified and corrected quickly. Enterprise policies and practices might not be enforced uniformly across divisions. It might be difficult for senior executives to manage the various projects within the organization. Many aspects of a project are handled as ongoing functional work of the division, so it might be dif- ficult to identify and account for the true cost of a project. Project Organization In a project organization, projects are centralized in a separate division of skilled project managers that serves the project management needs of all di- visions of the company see Exhibit This is often referred to as a project management office PMO. A centralized project management office is respon- sible for the direct management of all the projects in an organization. xhibit Project Organizational Structure CEO V. of Finance Sales Projects © American Management Association.

These common standards aid communication and provide efficiency. A centralized organizational structure makes it easier to see productivity trends and take steps to improve processes in the organization. Enterprise port- folio management allows senior management to set priorities across projects and allocate resources for the overall good of the organization. Rather than serving the needs of the project office, careful focus must be given to the needs of the project and the people it benefits. The project office must constantly assess the value they provide to ensure that the value exceeds the cost.

Matrix Organizations Matrix organizations are a blend of functional and project organizations. A weak matrix see Exhibit has many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expe- diter with limited authority. A strong matrix organization see Exhibit has many of the characteristics of a project organization, with a full-time proj- ect manager who has significant authority and a project administrative staff. In a matrix organization, the project team has a dual reporting role to a project manager, coordinator, or expediter who provides project management skills and a functional manager who provides technical and functional skills. In a strong matrix organizational structure, the project manager has more power than the functional manager.

In a weak matrix structure, the balance of power leans toward the functional manager. xhibit Weak Matrix Organization CEO Marketing Production Information Manager Manager Manager Staff Staff Staff Staff Project Coordinator Staff Staff from different functional departments are assigned to a project. One staff member is assigned to coordinate the project. Personnel and skills are less redundant, and when expertise is scarce, it may be applied more flexibly to different projects. Conflicts between project requirements and functional organization poli- cies may be perceived and resolved readily. When team members receive conflicting instructions from project and functional managers, time and effort are wasted clarifying the communi- cation.

The team might be unable to react fast enough to meet changing project requirements. In the process of resolving conflicting priorities, project personnel can become confused and demoralized. The chart in Exhibit shows project manager authority in each of the organizational types. Reread the ad- vantages and disadvantages of your organizational structure and keep them in mind as you operate within that structure. When faced with difficulties, many project managers jump to the con- clusion that restructuring the organization will solve all the problems. Al- though it is important to have the right organizational structure, it is unhealthy to reorganize too often. Petronius Arbeiter illustrated this fallacy about two thousand years ago Townsend, : We trained hard, but it seemed that every time we were beginning to form up into teams we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing, and a wonderful method it can be for producing the illusion of progress while creating confusion, inefficiency, and demoralization.

As you have seen, each possible organizational structure has both advan- © American Management Association. Before your organization considers reorganizing, be sure that the advantages outweigh the disadvantages to your organization. The advantages must be significant enough to make up for the confusion and pain of making the change. Reorganizing has a significant impact on any organi- zation. Do not underestimate the lost productivity during the time it takes to make the change. It will take time for people to function efficiently under the new structure. Exercise Organizational Types Determine which of the basic organizational types describes your current organization.

Draw a chart of your current organizational structure, using solid lines to show formal reporting relation- ships and broken lines to show lines of communication. Review the characteristics, advantages, and disadvantages listed in this chapter for your or- ganizational type. List the things you need to do to work effectively within this structure. How often does your organization follow effective project management processes? Score your re- sponses in the appropriate spaces on a scale of 0 to 10 as indicated below: 0 1 2 3 4 5 6 7 8 9 10 Never Almost never Sometimes Almost always Always What can you do to better implement project management? PROJECT LIFE CYCLE A good project management system follows a standard project life cycle with defined project phases.

A Guide to the Project Management Body of Knowledge PMBOK® Guide draws from best practices in the project management pro- fession to provide a general framework for starting projects, organizing and preparing, carrying out the project work, and closing projects. Although this generic life cycle may be adapted to the specific needs of your organization, it is important to have a structure in place to provide a common reference for comparing projects and communicating throughout the organization. Initiating: Defining and authorizing the project. Planning: Establishing the project scope, refining the objectives, and defin- ing the course of action to attain the objectives. Executing: Integrating people and other resources to carry out the work de- fined in the project plan. Monitoring and Controlling: Tracking, reviewing, and regulating the progress and performance of the project plan, identifying where changes to the plan are required, and taking corrective action.

Closing: Finalizing all activities across all the process groups to formally close the project. Although it is important to understand these general processes and learn the skills needed to execute each process, in practice, these processes overlap and interact in iterative ways, and many processes are repeated during the project. More detail about each of these processes is found in chapters throughout this course. Exercise Project Life Cycle Consider how you or others in your organization initiate, plan, execute, monitor, control, and close projects.

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WebSuccessful Project Management 6th Edition Free pdf Download There should be no difficulty in finding the successful project management 6th edition free pdf download WebMar 12,  · Name: Successful Project Management Author: Jack Gido ISBN Pub Date: Publisher: Cengage Learning File name: WebSuccessful Project Management 6Th Edition PDF Book Details Product details Publisher: Cengage Learning; 7th edition (February 8, ) Language: English Hardcover: ... read more

With the shift from mass production to custom production of goods and services, project management is an increasingly important aspect of a responsive management style. A ratio of 1. Performances b. b a prioritized list of project risks, their owners, and planned responses. There is skills gap This happens when in the middle of the project, the project manager discovers that some members lack certain skills, or that none of the team members possesses some of the key skills. com Знайти в бібліотеці Де придбати ».

They require skill, knowledge, and tact on the part of the leader. in Instructional Science and lives in Salt Lake City, Utah. Моя бібліотека Довідка Розширений пошук книг. Note it down here as I have done above. Bottom-Up Estimating A bottom-up approach estimates the cost and duration of the individual work packages from the bottom row of activities of the work breakdown structure, then totals the amounts up each row until reaching an estimate for the total project.