MITM743

Advanced Project Management

Dr. Abdul Rahim Ahmad
Assoc. Professor
College of IT, UNITEN

Kerzner Chapter 1
Growth of Project Management
 Contents
Introduction
Understanding project management
Resistance to Change
Strategic Imperatives for Project Management
Project management Life Cycle
Excellence in Project Management
1.0 Introduction
 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
1.1 Understanding Project
Managemenrt
Understanding Project Management
Project
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
 Workflow
Traditional
Vertically
• 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
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
1.2 Resistance to Change
 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.
 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
1.3 Strategic Imperatives for project
management
 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.
1.4 Project management Life Cycles
 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.
1.5 Excellence in project
management
 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
View of project management: Past vs present
Need more people Less people
Need more cost Less cost
Decrease profit More profit
Creates Better control scope and
unstabiliy/conflicts changes
Create problems Org more efficient
Only for larger project Work closely with
Quality problems customers
Power and authority Solve problems
problems Reduce power struggles
Only delivers product Allows people to make
Make organization good company decisions
uncompetitive Delivers solutions
 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
 Case studies
Case 1: Clark Faucet Company. Case 16: Cortez Plastics.
Case 2: Photolite Corporation (A). Case 17: Haller Specialty Manufacturing.
Case 3: Photolite Corporation (B). Case 18: Macon, Inc.
Case 4: Photolite Corporation (C). Case 19: Jones and Shephard Accountants.
Case 5: Photolite Corporation (D). Case 20: The Trophy Project.
Case 6: Continental Computer Corporation. Case 21: The Blue Spider Project.
Case 7: Goshe Corporation. Case 22: Corwin Corporation.
Case 8: Hyten Corporation. Case 23: Denver International Airport.
Case 9: Acorn Industries. Case 24: MIS Project Management at First National
Case 10: Mohawk National Bank. Bank.
Case 11: First Security Bank of Cleveland. Case 25: Concrete Masonry Corporation.
Case 12: Como Tool and Die (A). Case 26: Construction of a Gas Testing Laboratory
Case 13: Como Tool and Die (B). in Iran.
Case 14: Apache Metals, Inc. Case 27: The Space Shuttle Challenger Disaster.
Case 15: Cordova Research Group. Case 28: Phillip Condit and the Boeing 777: From
Design and Development to Production and Sales.
 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.
End of Slide
Project Management….

Work Smart Not Hard !!!