Managing Project SIM 335

Welcome to Lecture week 3

Peter Coleman

Review of last week,

Recommended reading:
Unit 2 Study Guide (pp. 15 – 63)

Pinto, J. K. (2013) Project Management:

Achieving Competitive Advantage. Harlow:
Pearson Education
 What is a project
 The quadruple constraint.
 Types of Project.
 Project and Programmes.
 Project Manager Knowledge areas.
 Key People.
 The role of the project manager.
 Basic Project Management skills.
 The Project team.
Unit 2: Planning and Monitoring Tools and Techniques.

Essential Reading

Pinto, J. K. (2013) Project Management: Achieving Competitive

Advantage. Harlow: Pearson Education

Study Guide: (pp. 15-63)

Additional Reading:

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

Pearson Education Limited (pp. 130-173)

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

Ed. Boston: Cengage Learning (pp. 105-146; 161-
204)
 Unit learning outcomes

 Planning and Monitoring Tools and Techniques

◦ Project Feasibility
◦ Project Life Cycle
◦ Project Objectives
◦ Planning the Project
◦ Summary/ References
 Projectlife cycle is a framework
for dividing the project up into
more manageable phases.
 Concept or Initiation Phase: The first phase.
Starts the project off by establishing the need for the
project and the feasibility phase is in this stage.
 Design or Development Phase: Phase number
two. Designs the service or product, develops
schedules and plans for implementing the project.
 Implementation Phase: Phase number three.
Implements the project as per the agreed plan.
 Commissioning Phase: The fourth phase.
Confirms the project has been completed to the
design, then the project is closed down.
 Client Interest

Project Stake

Resources

Creativity

Uncertainty

Conceptualization Planning Execution Termination

1-8
 How realistic is it to expect that the project can meet
the stated objectives?
 How realistic are the project scope, budget and time
requirements?
 Are sufficient funds available to complete the
project?
 Does the organisation have the technical expertise to
accomplish the project?
 Ensure that stakeholders interest being considered.
 Objectives:
◦ To find out if a system development project can
be done.
◦ To examine the problem in the context of broader
business strategy.
◦ To suggest possible alternative solutions.
◦ To provide management with sufficient relevant
information.
◦ To allow management to make an informed “go/no-
go” decision.
 Elements:
◦ Overview
◦ Objectives
◦ General Approach

◦ Contractual Aspects
◦ Schedules
◦ Resource Requirements

◦ Personnel
◦ Evaluation Methods
◦ Potential Problems
• Things to be studied include:

– The present organisational system

– Problems with the present system

– Possible alternative solutions

– Advantaged and disadvantages of the alternatives

• The issues include:

◦ Stakeholder analysis
◦ Definition of clients needs
◦ Evaluate constraints
◦ Cost benefit analysis
 Types of Feasibility
◦ Technical
 E.g. is the project possible with current technology?

◦ Economical
 E.g. Given resource constraints, is the project possible?

◦ Schedule
 E.g. Will a solution be built in time to be useful?

◦ Operational
 Urgency of the problem
 Acceptability of the solution
 Human and social issues
 Essential that project teams have clear aims and goals.

 “The term aim is used here as meaning what you intend to do:
a goal is the desired outcome. Objectives focus on achieving
the aims – means to an end.”
Field and Keller (2007)
 Objectives should cover
◦ What is to be done?

◦ How it is to be done

◦ How much will it cost?

◦ When will the project be finished?

 Objectives should be SMART (specific, measurable, agreed,

realistic and time-limited)

 (Activity): What would happen if a project was not clearly

defined?
 Proper planning is essential for project success.

 Planning and control go hand in hand.

 “Planning is an important component of the planning and

control cycle, because the planning process not only
establishes what is to be done, but also smoothes the way to
make it happen. Planning is all about thinking forward in
time... The planning process communicates planning
information to the project team and stakeholders, and obliges
them to “sign on” and pledge their support...”
Burke (2003)
 Different types of Breakdown Structures:

◦ CWBS: Contractual WBS

◦ OBS: Organisational WBS

◦ RBS: Resource WBS

◦ BOM: Bill of Materials

◦ PBS: Project Breakdown Structure

 Breaking the project down into more manageable pieces is known as
creating a work breakdown structure (WBS).

 A WBS defines the work to be completed in the project.

 It is a graphical representation (diagram) of the project showing its

component parts.

 The work at all levels of the WBS should be defined in terms of results,
or deliverables, it is intended to achieve for:

◦ It gives better control of scope.

◦ It gives a more stable plan.

◦ It gives more visible control.

• Number of levels determined by :
• Level of detail.
• Level of risk.
• Level of control.
• Estimate accuracy.
• Work package value.
• Work package man hours.

• Levels are identified by a numbering system

 Feasibility study helps us identify whether the proposed
project is likely to be successful.

 Project planning starts with the project lifecycle and

project feasibility to test whether the project is feasible or
not.

 The stages in the life cycle model are apt to run into
problems.

 The Work Breakdown Structure (WBS) breaks the

project down into manageable chunks.
 Introduction to U.S. Hospitality Internships
2015-16

Wednesday 7th October 2015

12:00 – 1:00pm in RV416
This talk will be an introduction to the Hospitality Internships offered by
White Lodging Services in the U.S. Those considering an internship
overseas should come along to learn more about Hotel Rotation and Full
Service (Rooms and Food/Beverage Divisions).
Talk by Joel Arnott and Sarah Skinner.

To confirm your attendance please email business.placement-

unit@sunderland.ac.uk