Samenvatting
Uitgebreide samenvatting boek Project Management van Olaf Passenheim
Uitgebreide samenvatting van het boek 'Project Management' van Olaf Passenheim voor de cursus Financial and Project management
[Meer zien]Voorbeeld 2 van de 45 pagina's
Voorbeeld 2 van de 45 pagina's
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Samenvatting Project Management Olaf Passenheim1. Project Management
1.1. Introduction
Project management nowadays is regarded as a very high priority as all
companies or organisations, whether small or large, are at one time or another
involved in implementing new undertakings, innovations and changes.
1.2. Project Management and Process Management
Process the constitution of links between activities and the transformation
that takes place within the process.
Every process has the following characteristics:
- Definability clearly defined boundaries, input and output
- Order consist of activities that are ordered according to their position in
time and space
- Customer there must be a recipient of the process’ outcome, i.e. a
customer
- Value-adding the transformation taking place within the process must
add value to the recipient, either upstream or downstream
- Embeddedness process must be embedded in organizational structure
(not exist of itself)
- Cross-functionality process can, but not necessarily must, span
several functions
Process owner a person being responsible for the performance and
continuous improvement of the process, is also considered as a prerequisite.
The fundamental nature of a project is that it is a temporary endeavour
undertaken to create a unique product, service, or result.
Project will deliver business and/or technical objectives, is made up of defined
processes & tasks, will run for a set period of time, has a budget and resources.
Project management deals with tracking this process’ execution, from a
schedule and cost perspective.
Every project has the following characteristics:
- Consists of temporary activities that have predetermined start and end
dates
- Uses restricted resources
- It has a single goal or a set of goals
- All events are to be realized to develop a single and new output
- Usually has a budget
- Usually a project manager is responsible for co-ordinating all activities
These features can also be called problems, opportunities, or business
requirements. The central theme of all these features is that management must
make a decision about how to respond and what projects to authorize a charter:
, - Market demand a customer product company authorising a project to
develop a new fruit drink for kids with less sugar in response to an
increased health awareness
- Business need a publisher authorising a project to write a new book to
increase its revenues
- Customer request an amusement park authorizing a company to
develop a new roller coaster
- Technological advance an electronics firm authorising a new project
to develop a faster, cheaper, and smaller netbook
- Legal requirement US federal government authorises a project to
establish laws for controlling the home loan system
- Social need non-governmental organisation authorising a project to
raise the awareness of donating blood
1.3. Conceptual Framework
Projects typically have identifiable phases and each phase has a unique set of
challenges for the project manager. If one of these phases is planned or executed
wrongly, the project will have a high probability of failure.
2. Project Organisations
2.1. Introduction
Project management seems the ideal solution to maximise the possibility of the
successful completion of a task, which is time-limited.
Nowadays there is not a single best option for setting up a project organisation.
Project management has to identify prior to a project start the internal and
external requirements in order to give the best possible recommendation for a
successful project.
2.2. Project Organisation and Responsibilities
Structural organisation a static framework of an organisation that defines
on one side the internal distribution of tasks to individuals or departments and on
the other side the relationship between the individuals/departments. (who has to
do a job)
Operational structure a more dynamic approach, where and how often
something has to be done
The general framework of such an internal project organisation:
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