Learning Outcomes
At the end of this session candidates will be able to:
Explore the various definitions and characteristics of a project Analyse the difference between leadership and management relating to projects
Explore why organisations in different sectors need to engage in projects and consider different types of project Evaluate the importance and relationship of project and people management in achieving project goals.
Demonstrate an understanding of external business environmental factors and how they may affect a project. Critically evaluate the concept of power and influence.
Identify the key stakeholders for a purchasing and logistics project and how their power and influence change throughout the life of the project.
Advanced Project Management
Definitions of Project
Management
‘… A set of activities with a defined start point and a defined end state, which pursues a defined goal and uses a defined set of resources.’ (Slack et al) “... A temporary endeavour undertaken to create a unique product or service”.
(US PMI)
“... The process by which projects are defined, monitored, controlled & delivered.....desired outcome......bring about change” (APM)
Advanced Project Management
Definitions
Cips Study Guide
“a group of activities that have to be performed in a logical sequence to meet pre-set objectives outlined by client”
Meredith & Mantel
“a specific, finite task to be accomplished......project seen as a unit....characteristics..importance, performance, lifecycle, interdependencies, uniqueness, resources and conflict”
What are key features? Group exercise
Advanced Project Management
Distinctions between
Leadership and
Management
“Leadership is the lifting of a person’s vision
to higher sights, the raising of performance to a higher standard, the building of personality beyond its normal limitations”. “Nothing better prepares the ground for such leadership than a spirit of management that confirms in the day-to-day practices of the organisation strict principles of conduct and responsibility, high standards of performance and respect for the individual and his work.”
Drucker; The Practice of Management
Advanced Project Management
What do Managers Do?
Plan
Organise
Coordinate
Control
Lead
Fayol
Is this mainly a shorter term focus?
Establishing overall purpose or policy Forecasting and planning Organising and allocating work
Giving instructions
Checking performance Coordinating the work of others
Buchanan
Advanced Project Management
What do Leaders Do?
Enable people and groups to achieve their objectives
Set and communicate objectives
Monitor performance and give feedback
Establish basic values Clarify and solve problems for others
Organise resources
Longer term?
Advanced Project Management
Administer rewards and punishments
Provide information, advice and expertise
Provide social and emotional support
Make decisions on behalf of others
Represent the group to others
Arbitrate in disputes
Act as a father figure Become a scapegoat
Leader or Manager?
Group exercise
What do you see as the key differences between management & leadership?
Which skills are more important in project management?
Recap Kotter p 11 – effective v efficient? Also Mintzberg p 12
Advanced Project Management
1
Reasons that Organisations
Undertake Projects
Change in:
The external environment
Markets and customer needs
Technology
Products and services
Processes
Globalisation
Impatient customers
Increasing demand for unique and customised solutions Change within organisations initiated by senior managers Paired ex – list examples for each point above – own org. or alternative
Advanced Project Management
Hard or Soft Projects
Hard – normally refer to tangible,
