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9/15/17

PROJECT MANAGEMENT
QTRE407

Phm Th Mai Khanh (Ph.D.)


phamthimaikhanh.cs2@ftu.edu.vn

Main Content

Chapter 1. OVERVIEW OF PROJET MANAGEMENT

Chapter 2. PROJECT INITIATION

Chapter 3. PROJECT PLANNING

Chapter 4. PROJECT EXECUTION/MONITORING

Chapter 5. PROJECT AUDTITING AND TERMINATION

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References
1. Jack R. Meredith and Samuel J. Mantel (2009), Project
Management A managerial approach, 7th edition, John Wiley &
Sons, Inc.
2. Project Management Institute (2013), A Guide to the project
management body of knowledge, 5th edition.
3. Maylor H. (2010), Project Management: with MS Project CD (4th
Edition), FT/Prentice Hall
4. Joseph Heagney (2014), Qun tr d n u t nhng nguyn tc
cn bn, NXB Lao ng-X hi

Assessment
Portfolio (20%) Final Exam (60%)
Problems (to be selected) - a real
life project Form: Multiple-choice questions and
essay questions.
Completed in groups with
individual reflection (an individual Duration: 60-75 minutes
project portfolio document Coverage: the whole course J
describing personal contribution to
the project).

Mid-term Exam (10%)

Form: Short questions


Duration: 40-60 minutes
Coverage: all content covered up
to the point of the exam

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Group Formation
3-5 students/group
To be assigned by the instructor/formed by students
Requirements to be informed at the beginning of the
course and sent to the class members.

Course Objectives
To develop your core knowledge of project management
tools and techniques, informed by current prac8ce and
research in the discipline.
To develop your leadership and group working skills for
eec8ve project management
To enable you to be able to work with stakeholders to
develop project solu8ons to problems
To enable you to eec8vely plan and manage projects.

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CHAPTER 1:
OVERVIEW OF PROJECT MANAGEMENT
1.1. An introduction to projects
Project Concepts and Main Characteristics
Project vs. Process
Project Life Cycle
1.2. An introduction to Project Management
Concepts
Rationales
Evolution and trends
Knowledge Areas

PROJECT

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Project - Definition

In the broadest sense, a project is a specic, nite task to be accomplished.


(Meredith and Mantel, 2009, p. 9)

A project is a temporary endeavour undertaken to create a unique product
or service. (PMBOK 2004)

To sovle a problem?

A project is...
an endeavor in which human material and nancial resources are
organized in a novel way to deliver a unique scope of work of given
specica8on oJen within constraints of cost and Dme to achieve
benecial changes dened by quan8ta8ve and qualita8ve objec8ves. (UK
Associa8on for Project Management - APM)

a progressive elaboraDon to achieve specic objec8ves within budget


and 8me constraints (Lientz and Rea, 2003)

a human acDvity that achieves a clear objec8ve against a 8me scale.
(Reiss, 2007)

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Main characterisitcs of a project


Temporary
Unique results
Time-bound

A PROJECT Resource-limited

Progressive Elaboration
Risky
Beneficial Changes
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Project Characteristics (2)


Progressive elaboration
A project occurs step by step to define the product or service, in a so called
progressive elaboration process.
for instance, the development of a chemical processing plant begins with the
process engineering to define the characteristics of the process, and ends with
the final assembly.
Development of a chemical processing plant
Define the Mechanical
chemical characteristics of the
characteristics of process units Detailed Manufacturing of
the process (pumps..etc) drawings the parts
Final
General plant Assembly
layout

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Project Characteristics (3)


Project Constraints - PCTS
C = f (P,T,S)

TIME COST

QUALITY/
PERFORMANCE

SCOPE

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Project Characteristics (3)


Project Constraints - PCTS

The fourth ident for project succes:


the client satisfaction

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Project Characteris8cs (4)


Benecial changes (Conicts)
Projects vs. Func8onal Departments; Project vs.
Project: compe88on for resources and personnel

Project member conicts

Par8es at Interests (Stakeholders) conic8ng


needs

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PROJECT VS. PROCESS

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Project vs. Process


Projects Functional Work (Processes)

Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring

Unique and temporary Once Routine


the end-point is reach, the Tasks that are performed
project is over (one-time over and over again
events)

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Project vs. Process


Projects Functional Work (Processes)

Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring

Unique and temporary Once Routine


the end-point is reach, the Tasks that are performed
project is over (one-time over and over again
events)

Source: Maylor 2010, p. 11

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Project vs. Process


Projects Functional Work (Processes)

Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring

Unique and temporary Once Routine


the end-point is reach, the Tasks that are performed
project is over (one-time over and over again
events)

Source: Maylor 2010, p. 12

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Project vs. Process


Projects Functional Work (Processes)

Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring

Unique and temporary Once Routine


the end-point is reach, the Tasks that are performed
project is over (one-time over and over again
events)

Source: Maylor 2010, p. 8

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Other related terms

Program (encompasses a group of similar projects


oriented toward a specic goals)
Sub-project
Project Tasks Work Packages

PorIolio
InternaDonal Investment Project

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Khi cng d n lc ha du
ln nht Vit Nam
Vi tng vn u t hn 9 t USD, d n lc ha du Nghi Sn l mt trong nhng d n u t nc ngoi ln nht
Vit Nam hin nay. Sau khi i vo hot ng, nh my s p ng khong 40% nhu cu xng du ton quc.
Sng 23/10, Tp on Du kh Quc gia Vit Nam (PetroVietnam) cng cc i tc lin doanh t chc khi cng t hp lc
ho du Nghi Sn. Vi tng vn u t trn 9 t USD, y l mt trong nhng d n u t nc ngoi ln nht hin nay. Nh
my c tng cng sut giai on 1 l 10 triu tn du th mt nm v s nng cng sut giai on 2 ln 20 triu tn.
Theo k hoch, cng trnh s hon thnh u t xy dng giai on mt v vn hnh thng mi vo qu I/2017. Sau khi i vo
hot ng, d n khng nhng gp phn bo m an ninh nng lng quc gia, phc v s nghip cng nghip ha, hin i
ha t nc m cn c sc lan ta v to bc t ph mi cho thu ht u t, pht trin Khu kinh t Nghi Sn v vng ph
cn.
Ch u t ca d n l Cng ty TNHH Lc ha du Nghi Sn (NSRP) c thnh lp, gp vn bi Tp on Du kh Quc gia
Vit Nam (25,1%), Cng ty Du kh Quc t Kuwait (KPI/KPE - 35,1%) Cng ty Idemitsu Kosan Nht (IKC - 35,1%) v Cng ty
Ho cht Mitsui Nht Bn (MCI - 4,7%).
D n c gii thiu l t hp ha du ch bin su tm c th gii, s dng cng ngh tin tin, cho ra cc sn phm bao
gm kh ha lng LPG, xng (RON 92, 95), du diesel (cao cp, thng), du ho/nhin liu phn lc, nha Polypropylene,
Para-xylene, Benzene...
Pht biu ti l khi cng, Th tng Nguyn Tn Dng nh gi cao n lc ca Tp on Du kh Vit Nam, cc nh u t
nc ngoi, Cng ty Lc ha du Nghi Sn, cc nh ti tr vn v cc nh thu EPC trong mt thi gian ngn hon thnh
khi lng ln cc cng vic, thu xp ngun vn v hon tt th tc u t hm nay chng ta c iu kin khi cng d
n. Ngi ng u Chnh ph cng nhn mnh vic khi cng xy dng hp ng EPC hm nay mi ch l bc khi u,
khi lng cng vic pha trc cn rt ln vi nhiu kh khn, thch thc.
L Hong
http://kinhdoanh.vnexpress.net/tin-tuc/doanh-nghiep/khoi-cong-du-an-loc-hoa-dau-lon-nhat-viet-nam-2899665.html

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Projects vs. Enterprises

(A) (B)

(C) (D)

Enterprise/Firm
Project

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Project Life Cycle


1. Initiation 1. Conception 1. Conception
2. Execution 2. Planning 2. Planning
3. Termination 3. Execution, 3. Execution
Control and 4. Control and
Monitoring Monitoring
4. Termination 5. Termination

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Project Life Cycle

Conception

Planning

Monitoring Execution
Control

Termination/
Closure
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Project Life Cycle

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Project Life Cycle

28

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Vng i d n

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Project Life Cycle

Cost and
Intermediate
Staffing
Phases (one
level
or more) Final
Initial
Phase Phase

Time
Start Finish

Milestones :
defined state of the project
decision point

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Potential for chages vs. cost of change in a Project Life Cycle

Concept Design Implement Comm Operation


Pham Thi Mai Khanh-Foreign Trade University

Level of influence

Potential to add values Cost of change

Concept

Design

Implement

Commission
Cost of change -i IT $1000
$1 $10 $100
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4-D Project Cycle

Maylor (2010), Project Management, Prentice Hall, p. 32


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4-D Project Cycle

Maylor (2010), Project Management, Prentice Hall, p.33

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4-D Project Cycle

Maylor (2010), Project Management, Prentice Hall


34

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4-D Project Cycle


E.g. Supply of a Information Management System to a Hospital

Maylor (2010), Project Management, Prentice Hall


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4-D Project Cycle


E.g. Supply of a Information Management System to a Hospital

Maylor (2010), Project Management, Prentice Hall


36

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PROJECT MANAGEMENT

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Project Management
Concepts

The evolution of PM

PM knowledge areas

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Concepts

Management, Project Management,


Program Management, Portfolio Management

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Func8ons of Management

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Project Management-Concepts (1)

. a combina8on of management and planning and the management of change. (Reiss,


1993 )
to plan, co-ordinate and control the complex and diverse ac8vi8es of modern industrial
and commercial projects (Lock, 1994)
a specialised management technique, to plan and control projects under a strong single
point of responsibility. (Burke, 1993)

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Project Management Concept (2)


the applica8on of a collec8on of tools and techniques (such as the CPM and matrix
organisa8on) to direct the use of diverse resources toward the accomplishment of a
unique, complex, one-Dme task within Dme, cost and quality constraints. Each task
requires a par8cular mix of theses tools and techniques structured to t the task
environment and life cycle (from concep8on to comple8on) of the task. (Oisen, 1971
reflected the 1950s view)

the planning, organisa8on, monitoring and control of all aspects of a project and the
mo8va8on of all involved to achieve the project objec8ves safely and within agreed 8me,
cost and performance criteria. The project manager is the single point of responsibility
for achieving this. (UK APM)

the applica8on of knowledge, skills, tools, and techniques to project ac8vi8es to meet
the project requirements. (PMI)

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Project Management Concept (3)

Project management is the


art and science of
converting vision into
reality.
(Turner, 1996)

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Project Management-Concept (4)


The applica8on of

Knowledge Skills Tools Techniques

to

Planning Organiza8on/Coordina8on Monitoring and Control

to achieve project objec8ves


Required Ancillary
Time Cost Eciency
Performance Objec8ves

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Project Boundaries

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Why Project Management?

l The main purpose for initiating a project is to


accomplish some goal
l Project management increases the likelihood of
accomplishing that goal
l Project management gives us someone (the project
manager) to spearhead the project and to hold
accountable for its completion

1-48

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Negative Side to Project Management

l Greater organizational complexity


l Higher probability organizational policy will be
violated
l Says managers cannot accomplish the
desired outcome
l Conflict

1-49

The Evolution of Project Management

l Historical projects
Tower of Babel
Egyptian pyramids
Great Wall of China
l The Manhattan Project
l Modern credit for the development of project
management goes to the military
Navys Polaris program
NASAs Apollo space program
Development of smart bombs and missiles

1-50

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The evolution of PM

l The grandfather of management science Frederick Winslow Taylor (an


American engineer) end of 19th century beginning of 20th century.
l The grandfathers of PM: beginning of 20th century
Henry Gantt (US): Gantt Chart (1910).
Henri Fayol (French): the introduction of the
5 functions of project management.
l Widely used during 1950 1960: PERT Program Evaluation and Review
Technique) and CPM Critical Path Method)

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5 functions of PM

l D bo v lp k hoch (forecast and plan)


l T chc b my (organize)
l iu khin (command)
l iu phi (coordinate)
l Kim sot (control)
(Henri Fayol)

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5 functions of PM

l Forecast and Plan


l Organize
l Command
l Coordinate
l Control
(Henri Fayol)

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Project Management Philosophy

l TheGolden Rule of Project Management is


three words:
Plan
Organize
Control

1-54

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The Evolution of Project Management

l 1969: The formation of Project Management Institution (PMI) in


the USA, grew from 7,500 members in 1990 to over 440,000 in
190 countries by mid-2013
l 1981: PMI published A Guide to the Project Management Body
of Knowledge (PMBOK Guide) , which is recognized
throughout the world as a standard for managing projects in
todays marketplace. The PMBOK Guide is approved as an
American National Standard (ANS) by the American National
Standards Institute (ANSI).
l Other organizations
Association for Project Management (APM UK)
International Project Management Association (IPMA) 1-55

The Evolution of Project Management

l Since 1990s, project management has found wide


acceptance in industry
l It has many applications outside of construction
Managing legal cases
Managing new product releases

1-56

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The Evolution of Project Management

Rapid growth in project management


In the past, most projects were external
Building a new skyscraper
New ad campaign
Launching a rocket
Growth lately is in internal projects
Developing a new product
Opening a new branch
Improving the services provided

1-57

Projects Tend to be Large

Projects tend to be large


The Channel Tunnel, or Chunnel
Denver International Airport
Panama Canal expansion project
Three Gorges Dam, China
Projects are getting larger over time
Flying: balloons planes jets rockets reusable
rockets
The more we can do, the more we try to do

1-58

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Project Management Also Getting Smaller

More people are seeing the advantages of project


management techniques
The tools have become cheaper
The techniques are becoming more widely taught
and written about

1-59

Forces Fostering PM
The expansion of knowledge (an increasing number of academic disciplines)
Increasing demand for more complex and customized products and services
(the need for cross-functional expertise)
Worldwide markets forces institutions to include cultural and environmental
differences in their managerial decisions about what, where, when how to
produce and distribute outputs.
The intense competition among institutions puts extreme pressure on
organizations to make their complex, customized outputs available as quickly as
possible (shortened time-to-market windows)

=> the requirement for a higher level of coordination and cooperation between
groups of people

PM development is driven by quickly changing global markets, technology and


education.

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Trends in Project Management

Achieving strategic goals


Achieving routine goals
Improving project effectiveness
Virtual projects
Dynamic and quasi-projects

1-61

Aspects of PM

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PM and other areas of knowlege

Management Professional
Knowledge
Project
Management

Complement
Knowledge

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Knowledge Areas of PM
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10.Stakeholders Management

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Knowledge Areas of PM

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PM 5 Process Groups and 9 Knowledge Management Areas

Stakeholders
Management

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