Hoofdstuk 1 • Introduction to Project
Management
1. What is Project Management?
What is Project Management? It is about …
• people working together
• aiming for a project result
• within a predetermined budget and timeframe
2. Types of activities
Improvised Project-based Routine
When? Ad hoc, suddenly Predictable Repetitive
Result? Uncertain Reasonably certain Certain
Familiarity? New New, planned Well-known
Freedom? A lot Suitable amount Little
Procedures? Chaotic Clear Clear
3. VUCA
The world we live in is VUCA, it is not easy:
flowing from one side to
another (volare > flying)
making decisions without
knowing wether they will work
dependensies, not just one
thing
not clear, unfamiliar and
outside of your expertise
3.1. Positive action in project management
, you need to have a vision
to get work done
understanding = communicating
with stakeholders & everyone that
is concerned in your project
simplify communications
be flexible, subtle, agile
4. Examples of projects
• building a new shopping centre, bridge, housing estate, nursing home, factory …
• relocating a large company to a new location
• organizing a major event (exhibition, sports event or music festival)
• implementing software at a company
• introducing a new electronic learning environment
• developing and launching a new product
• setting up a website
• …
5. Project features
There are 7 features that make something a project:
1. Temporary
• a project has a clear starting point and finishing 5. Project members with different expertise
date • people are in your team because they are good
at something
2. Unique and clearly defined goal
6. Own organizational set-up
3. Project sponsor who has commissioned the • working independently
project
• = the person responsible for the start of the 7. A project must be initiated
project • someone has to take the first step, it doesn’t
come for itself
4. Budget
6. Types of projects
Technical projects Social projects Commercial projects
Mixed projects Events
Technical projects
• effect change in technology or come up with a new product
• example construction of a bridge, railway line or computer network
,Social projects
• change in the corporate culture or organizational structure of a company
• example adapting working procedures, reorganization of a company
• also known as ‘soft’ projects > most difficult projects
Commercial projects
• ultimate goal is to earn money
• example introducing a new product on the market
Mixed projects
• combine some of the aspects of both technical and social projects
• example desing, programming and installation of an extensive computer program
• “they do not speak each other’s language”
Events
• the end result only appears at a certain point in time
• example computer fair, pop festival, quiz, car show
7. Phasing and products
7.1. Why phasing?
> it minimizes the risks associated with the projects
> at the end of each phase the project sponsor has an opportunity to alter (= change) the project:
• continue as planned
• continue with some alterations (= changes) to the project
• termination of the project
– requires a great deal of courage, after all the time and effort that has already been invested in it
In general: benefits <> costs during each phase of the project
7.2. The phases
7.2.1. The concept – idea
“The concept phase of a project often results in a project proposal. If the proposal is approved by the
management (= the sponsor), the next phase may commence”
,At this stage, the project exist only as a problem or an idea in the minds of those wo have thought it up.
A number of activities may be carried out:
• investigation into the current state of affairs
• rough estimation of the extent (=size) of the problem
• determination of the aims or the desired results of the project
• determination of the feasibility of the project
7.2.2. Definition
“Defining the end result of a project and what needs to be done to achieve it. The result of the definition is a
project plan. With complicated projects, it is common to carry out various subprojects, all with their own project
plan.”
> the project has been given a go
> question by the end of the definition phase: “What will have been achieved when the project is completed?”
Need to have Nice to have
• formal objectives, necessary • wishes of those involved, desirable
7.2.3. Design
“Deciding what the project result will be, “how to go about it”. What will the sponsor be getting for his money. This
phase results in a preliminary design.”
> brainstorming with all the participants
> prototype or maquette – simplified version of the real thing
The design should do the following:
• show the sponsor exactly what he will be getting
• show those who are actively involved in the next phase exactly what has to be produced
7.2.4. Preparation
> detailing how to do it
> results in a detailed design, such as a building plan
> the product itself is not produced during this phase
> the design that is made during the design phase is made ready for production
Aim > create conditions to allow the production phase to take place without a hitch or disturbances
7.2.5. Realization
= doing it > leads to the project results desired by the sponsor
> at the end the project’s outcomes are delivered
> phase of implementation
> transition from an old to a new situation > conversion measures
7.2.6. Aftercare
> the result is used or maintained by adapting it to new desires and resolving any problems
, 8. (Dis)advantages of a project-based approach
Advantages + Disadvantages -
• temporary new job, not part of your everyday • costs time
work • tasks and responsibilities in own department
• sponsor makes most important decisions must be filled
• clear project plan • inexperienced members must be trained first
• balanced team
• smaller risks of failure
9. When to use a project-based approach?
A good rule:
• only use a project-based approach if the duration of the project is at least two to three months
• however, if it is expected to take a year, divide in sub-projects
• if it can be carried out in only a week’s time, don’t use a project-based approach
10. SMART
> goal described in only one sentence:
We are going to improve the delivery of our products.
Specific > We need to reduce the delivery time of our products.
Measurable > We need to reduce the delivery time of our products from five to two days.
Acceptable – attainable – The Logistics Department must reduce the delivery time of our products
from five to two days.
Realistic – relevant > Can the result be achieved?
Time based > The Logistics Department must reduce the delivery time of our products
from five to two days by December 31 of this year.
