Samenvatting
Samenvatting Introduction To Project Management
Complete samenvatting van Introduction to Projectmanagement in het eerste jaar Event- en projectmanagement gegeven door Denis de Bruyne. Ik behaalde voor dit examen 16/20.
[Meer zien]Voorbeeld 6 van de 34 pagina's
Voorbeeld 6 van de 34 pagina's
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Voorbeeld van de inhoud
INTRODUCTION TO PROJECT MANAGEMENT1.1 WHAT IS PROJECT MANAGEMENT?
Refers to the series of methods and tools that are used to plan and implement a change or project
from its inception to its completion
It allows you to take highly complex tasks and break them down into manageable processes
It helps to direct the project’s momentum and results
1.2 HOW TO DEFINE A PROJECT?
A project should have the following features:
1. Temporary
1. Clear starting point (start-up or kick-off)
2. Finishing date
3. Unique and clearly defined goal
2. Sponsor who has commissioned the project (is the person that gives the job not like a sponsor in
football who places his logo on the football shirts)
3. A project has a budget
4. Project members with different expertise
5. Own organizational set-up
6. A project must be initiated (it needs to be started)
Types of activities (which way you can set up a project)
Improvised
o Happens ad hoc (suddenly)
o Result of your reaction will be uncertain
o Not familiar with the way you do it it suddenly happens
o A lot of freedom , you can do whatever you think is best
o No Procedures chaotic
Routine
o Is something that you done before (ex. Brushing your teeth)
o The result is certain, you have done it a few times so you will know what you get
o Well known
o Very little freedom, you can’t do it in a other way
o Procedure is clear you have a plan (a, b, c ..)
Project based
o It is predictable when you are going to do it
o You know more or less what you will get
o Not familiar but it is planned s
o You plan your project so you have freedom but not that much
o The project will get more and more clear
,EXAM QUESTIONS:
Given: X: a car dealer sells cars ; Y: Bazart makes a new album
Which answer is correct? C) Only Y is a project-based activity X is routine
VUCA-world negative (telling you all the problems that may occur)
Volatile = Rate of ongoing changes that are unpredictable and out of your control
Uncertain = have to take actions without certainty
Complex = The world is dynamic, with many interdependencies
Ambiguous = unfamiliar, lack of clarity about meaning (of an event)
Project management have turned into positive:
Vision = focus on activities that will bring you closer to your goal
Understanding = work with up-to-date data coming from all stakeholders
Clarity = Simplify communication make sure that messages are understood clearly
Agility provide flexibility to adjust the changes more quickly
EXAM QUESTION:
If the procedures of an activity are chaotic, which approach are you using? B) Improvised
Explain how the C of complex in VUCA gets its solution in the C of Clarity in project management, how do they
connect? When you hand It in a clear way, the problem is solved
From improvisation to routine:
1. There is something happened fire in the building
2. To solve that problem we had to improvise
3. Because it happened ones you will make a plan
4. The same situation happens again project-based activity, because you have a plan that you have to
follow
5. When It happens regularly routine project because you already did it a few times
What’s an project?
Building a new shopping centre, bridge, housing estate, nursing home or factory large project
Relocating a large company to a new location
Organizing an event
Implementing software at a company
Introducing a new electronic learning environment
Developing a new project
Setting up a website
…
,Types of projects
1. Technical projects
Change in technology
Come up with a new product
Eg. Construction of a bridge, railway line or computer network
2. Social projects
Change the culture or the organizational structure of a company
Eg. Adapting working procedures, reorganization of a company
3. Commercial projects
Goal: to earn money
Eg. Conducting market research or introducing a new product on the market
4. Mixed projects
Combine some of the aspects of both technical and social projects
Eg. The design, programming and installation of an extensive computer program
5. Events
The end result only appears at a certain point in time
Eg. Computer fair, pop festival
EXAMPLE: A vacation
in a routine way: when you go to the same place each year or month.
In an improvised way: when you suddenly decide to go to the airport and take the first plane you can
In a project-based manner: when you have a plan when you go on a vacation and when there are
problems (ex. It is closed) you have a plan b
Things to remember when you become a project manager
Request planning time
o See that you don’t forget anything
Consult everyone involved
Work from the top down
o You begin with what the sponsor want
1.3 THE SIX PHASES
1. Concept: the idea project proposal
2. Definition: what needs to be done? project plan
3. Design: what is the ultimate goal? You work to this goal preliminary/first design
4. Preparation: how do you need to go about detailed design
5. Realization: doing it project results at some projects it stops here
6. Aftercare: Operation and maintenance (you product is in use) - using the project results and
adapting it
,Why phasing?
Minimizes the risks
Opportunity to alter the project the sponsor can say when the products is not the product that he
wanted (after a certain phase) than you have to change something in the following phases
Termination? Requires a great deal of courage. After all, a lot of time and effort has already been
invested in it.
In general: benefits <> the costs, during each phase of the project.
1. CONCEPT/IDEA
Result: project proposal approved by the sponsor next phase
Project exist only as a problem or an idea in the minds of those who have thought It up
A number of activities may be carried out:
• An investigation into the current state of affairs maybe there is not a problem or the problem is just
a person
• A rough estimation of the extent of the problem
• A determination of the aims or the desired results of the project
• A determination of the feasibility of the project
2. DEFINITION
Result: a project plan
The project has been given a go
o Formal objectives: necessary need to have
o Wishes of those involved nice to have
3. DESIGN
Result: a first/preliminary design
Brainstorming sessions with all the participants
Prototype = simplified version of the real thing
o Goal: show the sponsor what he will be getting + show those who will be actively involved in
the next phase exactly what has to be produced
4. PREPARATION
Result: detailed design (eg. Building plan)
The design that was prepared during the previous phase is made ready for production.
The product itself is not produced during this phase.
5. REALIZATION
Result: project results
The phase of implementation: facilitate the introduction of the project’s outcomes.
Transition from an old to a new situation: conversion measures.
At the end of this phase the project’s outcomes are delivered.
,6. AFTERCARE
Result will be used or maintained by adapting it to new desires and resolving any problems
When to use a project-based approach?
It is only wisely when the duration of the project is at least two to three months
When the project will take a year divide it into several sub-projects
1.4 ADVANTAGES AND DISADVANTAGES
Advantages of a project based approach
It is a temporary new job
The sponsor makes the decisions
Clear project plan
Balanced team
Smaller risk of failure
Disadvantages of a project based approach
It cost times and that costs money
Tasks and responsibilities in your own company must be filled that needs to be done by another
person when you have a project
Inexperienced members must be trained first
1.5 LIFECYCLE OF A PROJECT
Goal of a project is to achieve a specific goal the results are most of the time temporarily
When the goal of a project fades out organization will start with a whole new project
1.6
(PROJECTS SHOULD BE) SMART
Specific: you give a correct description what you project will be (you have to be clear)
Measurable: It should be possible to measure what the differences are before and after
Attainable/Acceptable: you need to have someone that will do the project to achieve the results
, Relevant/realistic: Can it be done in these amount of days/time
Time based: you must have specify the deadline
Definition is only ONE SENTENCE
o I (A) want to lose (S) five pounds (M) over the next three months (T).
[The feasability (R) is for you to determine.]
o The surgery unit (A) must reduce the waiting lists for hip operations (S) by 20% (M) by December
31 of this year (T). (R?)
2.1 PROJECT ORGANIZATION
A separate project organization
‘outside’ of the normal line organization
Has it’s own temporary project manager, who acts as the temporary manager of the members of a
project team
Line organization
o Staff function: is someone that only needs to listen to the CEO, she doesn’t need to listen to
the other people
o They have no project
Project group
Made up of people who have been brought together because of their particular capacities, expertise
and attitude
Setting out the tasks of each individual in the team
They have to make decisions relating to how its members should collaborate, how and when meetings
are scheduled, and how decisions are reached
Functions with a project group
Project managers/working group managers
o For every working group there needs to be a working group manager (more than 1 by larger
projects)
Working group is responsible for carrying out a separate sub-task of the project
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