Project Managementa-:1Project Management 1. CHAPTERIIIProject
ManagementLearning Objectives; The role of the project manager;
Work breakdown structure (WBS); Program evaluation and review
technique (PERT); Critical path method (CPM); Crashing a project;
The use of MS ProjectWhen you complete this chapter, you When you
complete this chapter, you should be able to :should be able to
:Describe or Explain: Describe or Explain: Project
ManagementIceberg TheoryA visible iceberg is due to only one-eighth
of it being above water.Project Managementa-:4Project a temporary
endeavor undertaken to create a unique product or serviceTemporary
? Unique ? (product, service, or result)Project Management the
application of knowledge, skills, tools, and techniques to project
activities to meet project requirementsRequirements ? Expectations
? Project Managementa-:5Project Management; because it has not been
done, it does mean it cannot be done. Problems solving skills &
experiencesPhilosophy of Project ManagementProject
Managementa-:6Sydney Opera HouseOriginal budget in 1957 ($ 7 M) and
in 1966 ($ US 22.9M) Finish budget completed in 1973 ($ US102
M)Schedule time Original 1957-1963 (6 years)Phase I: Podium
1959-1963 ($5.5M)Phase II: Roof 1963-1967 ($12.5 M)Phase III:
Interior1967-1973 ($ 82 M)Reality time 1957-1973 (14 years)Project
Managementa-:7 Original idea in 2503Approved 7 . 2534Budget
approval in 2545 155,000 Schedule time: 2503-2549 (47 years)Started
Construction 19 . 2545Phase Terminal I: Project Costs 125,000 Phase
Terminal II: Project Costs 77,000 Started Operations 29 . 2549Delay
from original plan~42 yearsProject Managementa-:8Projects /
Operations / ServicesSuvarnaphumi AirportRail link to
AirportPTT-ICT Data Center Construction7-11 new shopsMRT, BTS
expansion Transfer moneyBig C/ Lotus new branchLaunch new brand
name car to marketGolf tournament Sale insurance; CAR, Car
Insurance New call center: Hospital, Hotel.Improve product/ service
qualityCost reductions: layoff, cut operation/ service
costs.Project Managementa-:9 Project Management , .( 15
)a-:10Pre-TestProject Managementa-:11 ()Project Management; ;
Planning Planning; ; Objectives Objectives; ; Resources Resources;
; Work break Work break- -downdown schedule schedule; ;
Organization Organization; ; Scheduling Scheduling; ; Project
activities Project activities; ; Start & end times Start &
end times; ; Network Network; ; Controlling Controlling; ; Monitor,
compare, revise, action Monitor, compare, revise, actionProject
Management ActivitiesProject ManagementBefore committing to any
largescale investment. you want the best information concerning
your projects feasibilityProject-Feasibility Analysis helps you
determine whether your project will benefit the community in which
your organization operates. The expert consultants examines the
complete economic picture and applies complex scenario analyses
that enable you to: Determine overall market size Understand your
competitive position in the marketplace Predict future
project-related demand a-:13Project Feasibility AnalysisProject
ManagementTechnology and SystemSchedule
InvestmentResourcesCulturalMarkets/ Customer Satisfactions
a-:14Project Feasibility Study FactorsProject
Managementa-:15Project Feasibility FrameworkProject Management
Methodology ProcessBusiness Requirements & NeedsRequirements
Definition, General Design, Needs Assessment, PrioritizationOther
Documents:Federal funding requests, etc.IT PortfolioFeasibility
StudyProject Managementa-:16 ( )Performance-Save cost-Shorten
duration-Improve quality-Realize commercial goals
Competencies-Enhance project management capability in project
portfolio-Enhance knowledge management-Improve technology
innovation-Smooth organization transformationProject
Managementa-:17 ( )Increase revenue-Increase the project
income-Broaden the business opportunities-Create the new
marketsCultivate the personnel-Clearer career path, job
responsibilities and accountabilities-Better motivation and
training-Create positive organization cultureProject
Managementa-:18 ( )Cultivate favorable corporate cultureImprove
customer relationship management-Better customer
communication-Greater customer satisfaction-Stronger customer
loyalty-Attract new customerProject Managementa-:19 Project
ManagementThe Role ofthe Project ManagerHighly visibleHighly
visibleResponsible for making sure that:Responsible for making sure
that:; ; All necessary activities are finished in orderAll
necessary activities are finished in order and on time and on time;
; The project comes in within budget The project comes in within
budget; ; The project meets quality goals The project meets quality
goals; ; The people assigned to the project receiveThe people
assigned to the project receive motivation, direction, and
information motivation, direction, and informationProject
ManagementThe Role ofthe Project ManagerHighly visibleHighly
visibleResponsible for making sure that:Responsible for making sure
that:; ; All necessary activities are finished in orderAll
necessary activities are finished in order and on time and on time;
; The project comes in within budget The project comes in within
budget; ; The project meets quality goals The project meets quality
goals; ; The people assigned to the project receiveThe people
assigned to the project receive motivation, direction, and
information motivation, direction, and informationProject managers
should be:; Good coaches; Good communicators; Able to organize
activities from a variety of disciplinesProject
Managementa-:22Project manager ( ) Managers are people who do
things rightand leaders are people who do the right things"Project
Managementa-:23Leader () Huse. -:s::: Yukl. -s-Project
Managementa-:24 Managers are people who do things rightand leaders
are people who do the right things1. 2. Project Managementa-:25 3.
4. Project Managementa-:26 Project Managementa-:27 Pr oc essesTi
meProject Managementa-:28Interaction Between ProcessesProject
Managementa-:29 1. Project Scope Management2. Project Time
Management3. Project Cost Management4. Project Quality Management5.
Project Human Resource Management6. Project Communication
Management7. Project Procurement Management8. Project Integration
Management9. Project Risk Management10. Professional Responsibility
(Ethics)Project Managementa-:30 Project Managementa-:31Project
Scope Management1. Initiation2. Scope Planning3. Scope Definition4.
Scope Verification5. Scope Change ControlProject
Managementa-:32Project Time Management1. Activity Definition2.
Activity Sequencing3. Activity Duration Estimating4. Schedule
Development5. Schedule ControlProject Managementa-:33Project Cost
Management1. Resource Planning2. Cost Estimating3. Cost Budgeting4.
Cost ControlProject Managementa-:34Project Quality Management1.
Quality Planning2. Quality Assurance3. Quality Standards4. Quality
ControlProject Managementa-:35Project Human ResourceManagement1.
Organizational Planning2. Organization Chart3. Staff Acquisition4.
Team DevelopmentProject Managementa-:36Project
CommunicationManagement1. Communications Planning2. Information
Distribution3. Performance Reporting4. Administrative
ClosureProject Managementa-:37Project ProcurementManagement1.
Procurement Planning2. Solicitation Planning3. Solicitation4.
Source Selection5. Contract Administration6. Contract
CloseoutProject Managementa-:38Project IntegrationManagement1.
Project Plan Development2. Project Plan Execution3. Integrated
Change ControlProject Managementa-:39Project Risk Management1. Risk
Management Planning2. Risk Identification3. Qualitative Risk
Analysis4. Quantitative Risk Analysis5. Risk Response Planning6.
Risk Monitoring and ControlProject Managementa-:40Professional
ResponsibilitiesETHICS ???CompanyManagement LevelsProject
ManagerProject TeamSocial ResponsibilitiesProject
Managementa-:41Framework for Project Integration ManagementProject
Managementa-:42Change Management ModelProject
Managementa-:43Dynamic Project Change Management ConceptProject
Managementa-:44Sample Generic Life CycleProject Managementa-:45Life
Cycle StageProject Managementa-:46Interaction Between StagesProject
Managementa-:47Software Development Life CycleProject
Managementa-:48Cross Matrix Project TeamProject Managementa-:49Case
Example: 1. J Mame Louis Vuitton Bags Management.2. J Mame Shopping
Policies.Case Study: 1. Suvarnabhumi Airport Project2. Rail-link to
Suvarnabhumi Airport Project3. PTT Data Center @ Energy Complex
BuildingProject Managementa-:50Project ManagementUsing Microsoft
ProjectProgram 3.2Project ManagementUsing Microsoft ProjectProgram
3.3Project ManagementUsing Microsoft ProjectProgram 3.4Project
ManagementUsing Microsoft ProjectProgram 3.5Project ManagementUsing
Microsoft ProjectProgram 3.6Project ManagementUsing Microsoft
ProjectProgram 3.7Project Managementa-:57Project Managementa-:58
Thank for Your Attention Q &A MWi boonr at @gmai l .c om Tom_k
i at t i si n@hot mai l .c om Dr . Mont r i - 083 139 0166 Dr .
Supapor n- 081 866 4207Thank for Your AttentionQ &AMWi boonr at
@gmai l .c omDr . Mont r i 083 139 0166
