•

• Peter Coleman.

• Module Leader, SIM 335.

• University of Sunderland.

• Peter.coleman@sunderland.ac.uk
 Managing Project SIM 335

I shall give you: My time and support and

direction for study.

You need to: Interact with the course materials

 Managing Project SIM 335
Welcome to Lecture week 1

Recommended reading:
Unit 1 Study Guide
Pinto (2013) Chapters 1 and 2
Essential Reading:
Pinto, J.K. (2012) Project Management A Competitive Advantage. 2nd Ed.
London: Pearson Education Limited (pp. 21 – 28)

Additional Reading:

Field, M. and Keller, L. (2007) Project Management. London: Open

University Press (pp.1- 23; 52-59) Study Guide: (pp. 1-13; 225-229)

Schwalbe, K. (2009) An Introduction to Project Management. 2nd Ed.

Boston: Cengage Learning (pp. 2-29)

Maylor, H. (2010) Project Management 4th ed. Edinburgh: Pearson

Education Limited (pp. 2-18)
 Read

• The Economist
• Newsweek
• Financial Times
• Business Supplements
• Academic Papers
• And the Course Book !!!!!
Pinto, J. K. (2013) Project Management: Achieving
Competitive Advantage. Harlow: Pearson ducation
Unit Learning Outcome
Upon successful completion of this module, you will be able to:

•Understand the factors that make up a project

•Be able to analyse and understand the different types of project.

• Examine and understand some of the general concepts involved

in project management

•
Upon successful completion of this module, you will be
able to;

Knowledge

• Evaluate and apply a range of skills and techniques

• Demonstrate capability to evaluate projects from a

financial, human resource and time related perspective.

• Appreciate the requirements for control and the

application of control mechanisms.
Upon successful completion of this module, you will
be able to;
Skills,

•Ability to apply and evaluate tools and techniques

associated with the management of projects.

• Conduct reporting and diagnostic skills.

 Weeks Topic Unit
1&2 Project Concepts a/b 1

3&4 Planning Tools & 2 &3

Techniques a/b
5&6 Managing Project 4&5
Costs & Risks a/b
7& 8 Project Team 6
Structuring a/b
9 & 10 Assignment Progress
11 & 12 Project Control a/b 7&8
•It is a structured approach to planning and controlling
projects.

• It is the application of knowledge, skill’s, tools and

techniques to project activities
The history of Project Management is often associated with the
Pyramids & The Great Wall of China. They were certainly large complex
structures, built to high standards, that have stood the test of time and
must have required an enormous work force.
 What is a Project ?

Projects vary so much that they are difficult to define. What follows
are some definitions. Offered by writers about projects.

• A project is a unique venture with a beginning and an end,

conducted by people to meet established goals within parameters
of cost, schedule and quality.
Buchanan and Body (1992) p.8A
 What is a Project ?

A project is a set of people and other resources temporarily

assembled to reach a specified objective, normally with a fixed
budget and with a fixed time period. Projects are generally
associated with products or procedures that are being done for the
first time or with known procedures that are being altered.

Buchanan and Body (1992)

 Projects have the following
Characteristics
• A project is a unique undertaking; each one will differ from
every other in some respect.

• Projects have specific objectives ( or goals) to achieve.

• Projects require resources.

• Projects have budgets.

• Projects have schedules.

• Projects require the effort of people. Measures of Quality

will apply.
 Types Of Project
Projects are usually categorized into one of three types:

•Change Driven; the need to change operations to

match the environment.

•Market Driven; producing a new product in response

to market needs.

•Crisis Driven; Usually in response to an urgent situation,

pharmaceutical companies producing vaccines.
 Programme Management

•Sometimes a number of related projects are done together.

This is usually called a programme.

•As Field & Keller (1998) highlight: “ Sometimes the work

needed to achieve a major organizational objective will be
greater than can easily be organised and carried out in a
single project. This may mean that the organisation will
undertake a programme that consists of a number of
interrelated projects”.
 Why Project Management ?

•Today the focus for companies is on high Quality, speed to

market and first class customer satisfaction.
 How would you decide if a project is successful
or not.

 Did the project achieve its time, cost, quality objectives

• Does the project meet the customer’s perceived

requirements ?
• Does the projects outcome make the client want to
come back to do further business ?
• Has the project been completed leaving the project
organisation fit and able to continue further work.?
 The project manager is the person assigned to manage a
specific project and is expected to meet the approved
objectives of a project, including project scope, budget and
schedule.
 The project manager leads the project and provides vision,
direction and encouragement

 Project manager takes lead in project planning to determine

the schedule and budgets

 Project manager responsible for delivering the project

• People Skills – communication

• Knowledge of the organization

• Technical skills: Project managers need to have skills in

the technical area of the project.

• Integration skills: The project manager might have to

understand technical drawing
 According to Pinto
(2013)
• Projects are one of the ways in which we promote change

• Projects methods are a means of achieving change

• Projects and their successful management are essential to

organisational primacy

20
 You must work through the essential reading.

 Complete additional reading: Project management

concepts, methods and application

 And remember Read, Read Read.