Академический Документы
Профессиональный Документы
Культура Документы
Lecture 2.1
Hello, welcome to Initiating and Planning Projects. This is our
first course in our Introduction to Project Management series.
I'm Margaret Meloni and it's my honor to lead you through this
course, so I'm really glad you're here.
After you complete this course, you will be able to identify the
key characteristics of a project and identify project constraints.
You will know and understand the role and responsibilities of
the project manager and be familiar with the project
organizational structures we frequently use to run our projects.
You will see why a project charter can be useful and you will
know the key elements that go into a project plan. You are going
to consider what causes conflict within a project and you will
gain an understanding of the difference between authority and
influence. This will help you understand more about your role,
and about how you wish to lead your team. Are you ready? Let's
jump in.
We should start with the basics. And in the very beginning of
an introductory project management course, we should start with
what is a project?
A project is a unique and temporary endeavor. It has a defined
beginning and end. And the purpose of the project is to
create a specific product or service or to make changes to a
specific product or service.
1
because they want this specific effort to receive the attention and
oversight that a project receives. An example of this could
be a computer refresh. Perhaps your organization has decided
that employees should have new computers every two years.
Replacing them one by one is really an equipment upgrade. But,
if all of them are replaced at once, the entire effort may be very
likely treated as a project.
When you execute a project, you have certain constraints that
you face. A constraint is a factor which might place limitations
or restrictions on what you do or how you do it or when you do
it.
For example, if your project is a party or an event, and it has to
occur on a specific date, that is a constraint. If your project is to
purchase and install a new payroll system, that new system has
to provide a certain functionality. Yet you do not have unlimited
budget, that's a constraint. If your project is to design and
manufacture a new product, you might have requirements as to
how much of the manufacturing can occur outside of your
country, that's a constraint.
As a project manager, you oversee the success of the project.
You are using your knowledge and skills, combined with project
management tools and techniques, to ensure that project
objectives are met. You are the one who is responsible for
defining that special event or that payroll system or
implementation. You help to ensure that the requirements are
identified, that all involved are properly represented, and that
communications are clear and well coordinated and you lead the
team to success.
3
What you are learning about in this class is based upon the
recommendations of the PMI and from the Guide to the Project
Management Body of Knowledge. With that information in
hand, let's look at some of those project organizations.
First, we will look at what is called the Functional Organization.
4
run very many projects or for projects which are not complicated
and not on a tight deadline.
The Matrix Organizations work well when team members are
going to be assigned to a combination of multiple projects and
also other work. And in a matrix, team members could be
assigned to quite a few projects. In a matrix situation, you as the
project manager, most likely you're running multiple projects.
As to which matrix is best, weak, balanced or strong? Well the
PMI would ask us to consider strong because that is where the
project manager has more power. And of course the PMI wants
to see projects run by project managers, who are drawing upon
the best practices. But sometimes a weak matrix is good, when
the functional manager in charge has much of the required
expertise and simply needs help with project coordination. A
balanced matrix works well when it's easy to divide decision
making and responsibility between the project manager and the
functional manager. If it makes sense for the project manager
to have more of the authority and the decision making, but not
all of it, then a strong matrix could be the way to go. Now, a
Projectized Organization is good for a very critical project,
especially if time is of the essence. It is more expensive because
you take team members and put them all on one effort, and they
were doing something before, so you probably have to backfill
them. But the project gets all of the focus and attention that's
required.
There really is a time and a place for each of the project
organizations. And in fact, you'll find that some companies may
7