Project Management Essentials summary. This course is taught at Artevelde University in the first year of Event and Project Management, or as an elective course in the second and third years.
PROJECT MANAGEMENT
ESSENTIALS
MODULE 1: THE PROJECT
“ a project can be defined as a group of people, usually from various fields of expertise, collaborating
temporarily with the aim of reaching a predetermined project result within a predetermined budget within a
predetermined time frame”
A PROJECT
- organizing a major event (exhibition, sports event or music festival)
- building a new shopping center, bridge, housing estate, nursing home, factory,…
- relocating a large company to a new location
- implementing a new software at a company
- introducing a new electronic learning environment f.e. Chamillo > Canvas
- developing and launching a new product
- setting up a website
- merging to businesses
- reducing waiting lists in the field of health care
- improving internal communicatin
- even rearranging your own study room
TYPE OF ACTIVITIES
> weten welke je wanneer moet gebruiken bv: if the procdures of an activity are chaotic, which are you using?
> nu vooral kijken naar project-based
VUCA
,POSITIVE ACTION IN PROJECT MANAGEMENT
PROJECT FEATURES (POSSIBLE EX: GIVE THREE AND EXPLAIN)
- temporary: clear starting point (start-up or kick-off) and finishing date
- unique and clearly defined goal
- sponsor who has commissioned the project
- a project has a budget
- project members with different expertise (we need a team)
- own organizational set-up
- a project must be initiated
3 SPECIFIC FEATURES OF A PROJECT (>< process)
1) a project has a finish line: delivering a specific outcome, within a certain budget by a set deadline
- completion date/ deadline - desired outcome/ goal - finished prototype/ product
2) a project involves something new
- brings change by creating or doing something new
- can be challenging
> a project can become a process
3) a project delivers a benefit, but not straight away: “short term pain or long term results”
- projects seek to change and/or improve the world - added value and progress
WHEN DO WE NEED A ‘PROJECT’? FROM IMPROVISATION TO ROUTINE
,> not cast in stone !! > needs trainig
example vacation
routine: every year, the same period of time, you go to the same place
improvised: last minute ticket, take a random plane, road trip
project based: plan where you will be going to, wat you are going to do (beforehand)
TYPES OF PROJECTS
1) technical project
- effect change in technology or come up with a new product f.e. construction of a bridge, railway in line,
upcoming computer network
2) social projects (= the most difficult)
- change the corporate culture or organizational structure of a company f.e. adapting working procedures,
reorganization of a company
- also known as soft projects/people projects
- most difficult because: you are trying to change the behaviour of people/change teams of an organization,
which is difficult, people don’t like to change
3) commercial projects
- ultimate goal is to earn money f.e. conducting markets research/ introducing a new product on the market
4) mixed projects
- combine some of the aspects of both technical and social projects f.e. the design, programming and
installation of an extensive computer program
- “they do not speak each other’s language”
5) events
- the end result only appears at a certain point in time f.e. computer fair, pop, festival, quiz, car show,…
PROJECT MANAGEMENT CONCEPTS
WATERFALL (WE WILL FOCUS ON THIS ONE)
- linear execution
- everything is mapped out and documented
- stages need to be completed before moving on
- very predictable/ not flexible
- best practices + full scope of requirements
+ -
easy to manage very documented heavy
phase based no testing possible
very detailed on planning if errors happen – back to square one
no guessing
clearly shows progress by stages
potential to save time and money
AGILE
- iterative execution
- no clear objective needed to start
- great for creative processes
- defined intervals with specific goals
- constant re-evaluation
, - sprints of 2/3 weeks, small changes
+ -
no clear objective needed to get started scope creep/ expanding scopes
works with MVP budget increases
close interaction with client throughout sacrifice on quality/ scope
more ability for changes even in end product very short term and no long term
good for team spirit and interaction hard for physical projects
great for creative processes and IT projects no agreed-on plan to start
defined intervals with specific goals no clarity on what/when/money
re-evaluation
Scope= what are we going to make
Scone creep= we end up with something more (manager said this, other said yea but I want this too and
another one wants something else,…)
PROJECT MANAGEMENT METHODOLOGIES
PMI’s PMBOK
the PMI= Project Management Institute (US)
since 1969 – leading authority on PM (first version 1987)
compilation of 100 + different tools and methods to manage a project
Thee PMBOK= Project Management Book Of Knowledge > lot of theories for PM
PRINCE 2
= PRojects IN Controlled Environments
developed by UK government
in 1989 Prince I, in 1996 revision > Prince II (2023 7 th edition)
> gewoon weten dat deze management methodologieën zijn
PHASING AND PRODUCTS
WHY PHASING?
- minimizes the risks associated with the project
- number of opportunities for decision making are built into the project. At the end of each phase the sponsor
has an opportunity to alter the project
> continue as planned
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