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PROJECT MANAGEMENT
QTRE407
Main Content
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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).
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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
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)
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A PROJECT Resource-limited
Progressive Elaboration
Risky
Beneficial Changes
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TIME COST
QUALITY/
PERFORMANCE
SCOPE
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Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring
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Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring
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Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring
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Human activities
Resource-limited
3 main phases: planning, execution, control and monitoring
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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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(A) (B)
(C) (D)
Enterprise/Firm
Project
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Conception
Planning
Monitoring Execution
Control
Termination/
Closure
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Vng i d n
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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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Level of influence
Concept
Design
Implement
Commission
Cost of change -i IT $1000
$1 $10 $100
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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
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Func8ons of Management
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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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to
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Project Boundaries
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1-48
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1-49
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
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The evolution of PM
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5 functions of PM
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5 functions of PM
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1-54
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1-56
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1-57
1-58
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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
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1-61
Aspects of PM
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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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Stakeholders
Management
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