Project Management Overview

1. Quality

1.1. Story

1.1.1. <1940s Protected economies

1.1.2. 1940s> increased competition

1.1.3. Focus: minimize costs

1.1.4. 1960s>80s: Japanese dominate

1.1.5. From equal quality - better price, to better quality - better price

1.2. Japanese view

1.2.1. Overall value of Quality

1.2.2. Overall cost of defect

1.2.3. Quality dividends

1.2.4. Involving people

1.2.5. Proactive planning

1.2.6. Whole organization (TQM)

1.2.7. Educate the customer to expect quality

1.3. Quality gurus

1.3.1. Agree

1.3.1.1. Whole Org.

1.3.1.2. Focus on process defects, before employee defects

1.3.1.3. Quality process must be structured

1.3.1.4. To exceed customer expectations

1.3.1.5. Rely on commitment

1.3.2. Deming 50s

1.3.2.1. QM improves production

1.3.2.2. 85% is up to management

1.3.2.3. managements needs to focus on tomorrow

1.3.2.4. Worker oriented, democratic type of M

1.3.3. Juran

1.3.3.1. Top-down: plan, control, improve

1.3.3.2. Boss type of M

1.3.4. Crosby

1.3.4.1. Q is the universal goal

1.3.4.2. Prevention, rather than detection/correction

1.3.4.3. HR type of M

1.3.5. Imai

1.3.5.1. Process approach, not results

1.3.5.2. Continuous improvement, slow and consistent

1.3.5.3. Like coach says: quality is a by-product, not our focus"

1.4. Quality standards

1.4.1. Early history

1.4.2. US Mil (1963)

1.4.3. BS5750

1.4.4. ISO9000

1.5. Quality control tools

1.5.1. Identification

1.5.1.1. Pareto analysis

1.5.1.1.1. Basic

1.5.1.1.2. Comparative

1.5.1.1.3. Weighted

1.5.1.2. Brainstorming techniques

1.5.1.2.1. Delphi

1.5.1.2.2. Nominal group technique

1.5.1.2.3. SWOT analysis

1.5.2. Analysis

1.5.2.1. Scatter diagrams

1.5.2.2. Control charts

1.5.3. Identification & analysis

1.5.3.1. Cause and effect analysis

1.5.3.2. Trend analysis

1.6. QM Six Pack

1.6.1. Policy

1.6.2. Objectives

1.6.3. Assurance

1.6.4. Control

1.6.5. Audit

1.6.6. Q Assurance plan & review

1.7. TQM

1.7.1. Quality is both a production and organizational concern

1.7.2. Enterprise wide

1.7.3. Continuous

1.7.4. Based on employee committment

1.7.5. Structured, 8 phases

1.7.6. Implemented 3 components

1.7.6.1. Breakthrough

1.7.6.2. DAM

1.7.6.3. CFM

1.8. Configuration management

1.8.1. Format and layout (OBS)

1.8.2. Identification specification

1.8.3. Change control system

1.8.4. Status accounting and reporting

1.8.5. Audit and feedback

1.8.6. Baseline (to monitor change against)

1.9. Concurrent engineering

1.9.1. Characteristics

1.9.2. Phased

1.9.3. Fast track

2. Project Cost Planning & Control

2.1. Concept

2.1.1. Cost planning (strategic)

2.1.2. Cost control (tactical)

2.1.3. Use same WBS as time planning

2.1.4. Requirements

2.1.4.1. SOW

2.1.4.2. Clear scope of work

2.1.4.3. Reliable estimating system

2.1.4.4. Realistic budget

2.1.4.5. Clear authorization system / signatories

2.1.4.6. Flexible to allow change

2.1.4.7. Reliable approach to tracking and variance analysis

2.1.4.8. Variance sensitivity envelop time-dependent

2.1.4.9. Contingency reserve (5-10%)

2.2. Types of control systems

2.2.1. Cybernetic

2.2.1.1. High level

2.2.1.2. Mid level

2.2.1.3. Low level

2.2.2. Analogue

2.2.3. Feedback

2.3. Costs and allowances

2.3.1. Classification

2.3.1.1. Fixed and variable

2.3.1.2. Direct and indirect

2.3.1.3. Measured works

2.3.1.4. Contingencies and reserve

2.3.1.5. Fluctuation (inflation)

2.3.1.6. Prime costs and provisional sums

2.3.1.7. Direct payments

2.3.1.8. Bonds and warrenties

2.3.1.9. Exchange rates and currency fluctuations

2.3.1.10. Insurance

2.3.2. Life cycle costs

2.3.2.1. Life-cycle phases

2.3.2.2. Process

2.4. PCCS

2.4.1. Planning

2.4.1.1. Estimating

2.4.1.1.1. Who

2.4.1.1.2. What

2.4.1.1.3. Data gathering

2.4.1.1.4. Presenting the estimate

2.4.1.1.5. CDES

2.4.1.2. Project estimating

2.4.1.2.1. Top-down

2.4.1.2.2. Bottom-up

2.4.1.2.3. Iterative

2.4.1.2.4. Bidding strategy

2.4.1.3. Project budget plan

2.4.1.3.1. Across the project, for each work package

2.4.1.3.2. 1. Preliminaries

2.4.1.3.3. 2. Prime costs

2.4.1.3.4. 3. Provisional sums

2.4.1.3.5. 4. Direct payments

2.4.1.3.6. 5. Dayworks

2.4.1.3.7. 6. Measured works

2.4.1.3.8. 7, Contingency

2.4.2. Work initiation

2.4.3. Cost data collection

2.4.3.1. Milestone monitoring

2.4.3.2. EVA

2.4.3.2.1. 7 considerations

2.4.3.2.2. Variables

2.4.3.2.3. Can be rolled up

2.4.4. Generation of variances

2.4.4.1. Use both CV, SV and CVI and SVI

2.4.4.2. Interpret

2.4.4.3. Variance tracking

2.4.4.4. Critical Ratio

2.4.5. Cost reporting

2.4.5.1. Types

2.4.5.1.1. routine

2.4.5.1.2. development

2.4.5.1.3. exceptional

2.4.5.1.4. subject-specific

2.4.5.1.5. PVAR

3. Time planning & control

3.1. What is

3.2. Process of time planning

3.2.1. Factors influencing it

3.2.1.1. Sources of data

3.2.1.1.1. Own knowledge / experience

3.2.1.1.2. Historical data

3.2.1.1.3. Industry specific data

3.2.1.1.4. Environmental conditions (e.g. competition)

3.2.1.1.5. Contract / client requirements

3.2.1.1.6. Stakeholder preferences

3.2.1.1.7. Govt regulation

3.2.1.2. Project uniqueness

3.2.1.3. People issues

3.2.1.4. Complexity - leads to WBS

3.2.1.5. Uncertainty and change

3.2.1.6. Communication

3.2.2. TDS approach

3.2.2.1. SOW

3.2.2.2. WBS

3.2.2.2.1. Purpose

3.2.2.2.2. Level of definition

3.2.2.2.3. Numbering to accommodate CAC

3.2.2.2.4. Preparing the WBS

3.2.2.2.5. WBS Checklist

3.2.2.3. PLE

3.2.2.3.1. Logic driven

3.2.2.3.2. Resource driven

3.2.2.3.3. > Precedence diagram

3.2.2.4. DMS

3.2.2.4.1. Networking

3.2.2.4.2. Scheduling

3.2.2.4.3. CPM

3.2.2.4.4. PERT

3.3. Project replanning

3.3.1. Change

3.3.2. Mostly about time and cost

3.3.3. Crash analysis

3.3.3.1. Typical T-C curve

3.3.3.2. Steps

3.3.3.2.1. Establish CP

3.3.3.2.2. Calculate cost of crashing each activity

3.3.3.2.3. Calculate cost per time unit

3.3.3.2.4. Calculate crash sequence

3.3.3.2.5. Re-check CP

3.4. Trade off analysis

3.4.1. Methodology

3.4.1.1. 1. Identify reason for problem

3.4.1.2. 2. Reevaluate project objectives

3.4.1.3. 3 Allow for any other factors

3.4.1.4. 4. Assemble a short list of solution scenarios

3.4.1.5. 5. Select and test best alternative

3.4.1.6. 6. Implement approved alternative

3.4.2. Classification

3.4.2.1. One variable fixed

3.4.2.1.1. time

3.4.2.1.2. cost

3.4.2.1.3. performance

3.4.2.2. Two variables fixed

3.4.2.2.1. time & cost fixed

3.4.2.2.2. time & performance fixed

3.4.2.2.3. cost & performance fixed

3.4.2.3. Everything is fixed

3.4.2.4. Nothing is fixed

3.4.3. Curve examples

3.5. Resource scheduling

3.5.1. 7 types of resources

3.5.1.1. People

3.5.1.2. materials

3.5.1.3. equipment

3.5.1.4. funds

3.5.1.5. information

3.5.1.6. technology

3.5.1.7. space

3.5.2. 2 considerations

3.5.2.1. productivity (logic driven)

3.5.2.2. availability (resource driven)

3.5.3. Aggregation

3.5.4. Utilization

3.5.5. Levelling

3.6. Software

3.6.1. ++

3.6.2. --

3.6.3. General considerations

3.6.4. General features

3.6.5. Examples

3.7. Getting the Most out of Project Calendars

4. Project Lifecycle

4.1. Some methodologies have their own lifecycles

4.1.1. Prince2

4.1.2. Association of Project Management

4.1.3. Method123

4.2. Typical stages or phases of a project

4.2.1. Start up or quick look

4.2.2. In Depth look or Planning

4.2.3. Do the work, development or build

4.2.4. Testing

4.2.5. Delivery of go live phase

4.2.6. Post go live or transition to BAU

4.3. Key documents in the lifecycle

4.3.1. Project Initiation Document (PID)

4.3.2. Schedule

4.3.2.1. Work Breakdown Structure (WBS)

4.3.2.1.1. WBS examples

4.3.2.2. Precedence or Network Diagram

4.3.2.3. Gantt Chart with Critical Path Analysis

4.3.2.3.1. Microsoft Project Plans

4.3.3. Project Brief or Mandate

4.3.4. Business Case

4.3.4.1. Business Case Template

4.3.5. Risk Register

4.3.6. Issue Log

4.3.7. Project Plan

4.3.7.1. Project Planning Mind map Template

4.3.8. Resource Plan

5. Stakeholder Management

5.1. Stakeholder Engagement

5.2. Stakeholder Templates

5.3. What is a Stakeholder?

5.4. Stakeholder Analysis

6. Project Scheduling

6.1. Dependencies

6.1.1. Task Sequencing Dependencies

6.1.2. Task Dependencies in Project Planning

6.2. How to Plan a Project

6.2.1. Step 1 Work Breakdown Structure

6.2.2. Step 2 Workflow or Precedence Diagram

6.2.3. Step 3 Estimate Task Duration

6.2.4. Step 4 resource scheduling

6.3. Project Scheduling Templates

6.3.1. Excel Schedule

6.3.2. Microsoft Project Schedules

6.3.3. Excel WBS template

7. Control

7.1. Measure

7.2. Respond

7.3. Mitigate residual risk

7.4. Establish contingencies

8. Thus, contract to control risk

8.1. Completion (one-off)

8.2. Term (long-term)

8.3. SLA

9. Individual & Team Issues

9.1. The PM

9.1.1. Is in charge for organizing and managing the team

9.1.2. Meeting objectives (time, cost, quality)

9.1.3. Needs influence in order to get it done

9.1.4. Needs both soft and hard skills

9.2. PM's primary functions

9.2.1. Project planning

9.2.1.1. Most intense at beginning, diminishing as project progresses

9.2.1.2. Good planning is critical, spend time on it

9.2.1.3. Planning activities, their sequence, their budget

9.2.1.4. Planning authority and communication relationships: TRM (who is responsible for what and when)

9.2.2. Authorizing

9.2.2.1. Given from above

9.2.2.2. Is ability to direct and control

9.2.2.3. 2 things

9.2.2.3.1. Get enough to get the job done

9.2.2.3.2. Decide how much to delegate

9.2.3. Team organizing

9.2.3.1. To get the job done, PM needs to devise the organizational structures and team management approaches

9.2.3.2. Needs to understand the current modes of organization, not clash with them

9.2.3.3. Theories (PM tend to favor Decision and Systems)

9.2.3.3.1. Classical - people are components of production process

9.2.3.3.2. Empirical - observe, interpret, correct process will emerge

9.2.3.3.3. Behavioral

9.2.3.3.4. Decision - study org mathematically, model

9.2.3.3.5. Systems management - consider input, processing and output as part of a whole

9.2.3.4. First meeting with PT is crucial

9.2.3.4.1. OBS

9.2.3.4.2. TRM

9.2.3.4.3. Authority, communication, responsibilities

9.2.3.4.4. The project programme

9.2.3.5. Delegating

9.2.3.5.1. How to Delegate

9.2.4. Controlling (measuring performance against targets, correcting when necessary)

9.2.4.1. Targeting

9.2.4.2. Measuring

9.2.4.3. Evaluating

9.2.4.4. Correcting

9.2.5. Directing - transform goals into reality using resources, including people

9.2.6. Team building - wield a group of people together into a team (10 steps)

9.2.7. Leadership

9.2.7.1. Decision making

9.2.7.2. Problem solving

9.2.7.3. Integrate new members

9.2.7.4. Interpersonal skills

9.2.7.5. Identify and manage conflict

9.2.7.6. Communication skills

9.2.7.6.1. Effective Communication Skills

9.2.7.7. Interface management skills

9.2.7.8. Factor-balancing skills

9.2.7.9. Life-cycle leadership

9.2.7.9.1. Task - stronger at inception and development

9.2.7.9.2. People - stronger at development and stabilisation

9.2.7.9.3. Both low at maturity - telling, persuading, participating, delegating

9.3. Project Team

9.3.1. Within functional organizations

9.3.1.1. Advantages

9.3.1.2. Disadvantages

9.3.2. Multidisciplinary & heterogeneity issues

9.3.2.1. Sentience

9.3.2.2. Interdependency

9.3.2.2.1. pooled

9.3.2.2.2. sequential

9.3.2.3. Differentiation

9.3.2.4. Integration

9.3.3. Difference

9.3.3.1. Groups - collection of indiv. with common goal, formal or informal

9.3.3.2. Teams, + under direction of a team leader

9.3.4. Performance

9.3.4.1. Heterogeneity

9.3.4.2. Cohesiveness

9.3.5. Managing and Motivating the team

9.4. Team staffing

9.4.1. Ensure balance of skills and experience

9.4.2. Think of PT in wide terms

9.4.3. Essential staff

9.4.3.1. PM (CEO)

9.4.3.2. Project Planner (COO)

9.4.3.3. Project Controller (CFO)

9.5. Team evolution

9.5.1. Through project life-cycle

9.5.2. 4 stages (Tucker)

9.5.2.1. Forming (first meeting, TRM, OBS)

9.5.2.2. Storming (conflict, establish cohesiveness)

9.5.2.3. Norming (formal and informal norms)

9.5.2.4. Performing

9.5.3. Groupthink

9.6. Team motivation

9.6.1. Mc Gregor

9.6.1.1. Type X

9.6.1.2. Type Y

9.6.2. Maslow

9.6.2.1. Hierarchy of needs

9.6.2.2. PM perspective

9.6.2.2.1. Relative importance of needs

9.6.2.2.2. Time-based requirements, higher level more complex, take more time

9.6.2.2.3. Unsatisfied needs

9.6.2.2.4. Anticipation

9.6.3. Equity theory

9.6.3.1. Perception of what I do and how rewarded compared to other

9.6.3.2. Inequality motivates

9.6.4. Expectancy theory

9.6.4.1. Motivation is related to personal goal

9.6.4.2. Align project/org and individual goals

9.7. Team communications

9.7.1. Inward, outward

9.7.2. Formal, informal

9.7.3. Internal, external

9.7.4. Operational islands

9.8. Team stress

9.8.1. Sources

9.8.1.1. Environmental

9.8.1.2. Personal

9.8.1.3. Work

9.8.2. Symptoms

9.8.2.1. Physiological

9.8.2.2. Psychological

9.8.2.3. Behavioral

9.8.3. Management

9.8.3.1. Individual (diet, exercise, holiday)

9.8.3.2. Team

9.8.3.2.1. Deregulation

9.8.3.2.2. Reasonableness

9.8.3.2.3. Fairness

9.8.3.2.4. Open-mindedness

9.8.3.2.5. Flexibility

9.8.3.2.6. Approachebleness

9.9. Conflict

9.9.1. characteristics

9.9.1.1. + heterogeneity, multidisciplinarity + conflict

9.9.1.2. - PM power and authority + conflict

9.9.1.3. - specific/quantifiable objectives + conflict

9.9.1.4. - communication within + conflict

9.9.1.5. + change + conflict

9.9.1.6. - perceived prestige of the project + conflict

9.9.2. Approaches

9.9.2.1. Conflict is bad - avoid, suppress

9.9.2.2. Conflict is natural - use it

9.9.3. Management

9.9.3.1. Avoid

9.9.3.2. Absorb

9.9.3.3. Impose resolution

9.9.3.4. Negotiate resolution

10. Introduction to Project Management

10.1. Project Management IS NOT

10.1.1. Business as Usual

10.1.2. Repeated process e.g. Payroll

10.1.3. Functions carried regularly e.g. by

10.1.3.1. Operations

10.1.3.2. Finance

10.1.3.3. HR

10.2. Production systems

10.2.1. Mass

10.2.2. Batch

10.2.3. Project

10.3. What is a Project?

10.3.1. One-off process (unique, temporary, unfamiliar)

10.3.2. Definable end-result or product

10.3.3. 3 key variables (constraints) - continuum

10.3.3.1. Time

10.3.3.2. Cost

10.3.3.3. Quality

10.3.4. Also

10.3.4.1. Secondary importance

10.3.4.2. Complex

10.3.4.3. Part of interlinked process

10.4. Types

10.4.1. Adminsistrative

10.4.2. Construction

10.4.3. Computer Software Development

10.4.4. Design of Plans

10.4.5. Equipment or System Installation

10.4.6. Event or Relocation

10.4.7. Maintenance of Process Industries

10.4.8. New Product Development

10.4.9. Research

10.4.10. Other

10.5. Characteristics

10.5.1. Concerned with multiple objectives (3 categories)

10.5.2. PM advice covers complete life-cycle

10.5.2.1. Inception

10.5.2.2. Feasibility

10.5.2.3. Prototype

10.5.2.4. Full design devt

10.5.2.5. Tendering & contacting

10.5.2.6. Manufacturing

10.5.2.7. Commissioning

10.5.2.8. Operation

10.5.2.9. Decommissioning

10.5.2.10. Removal / recycling

10.5.3. International profession with standards

10.5.4. Multi-industry, not specific to any one

10.5.5. But also industry specific standards

10.6. History

10.6.1. Great works of history (eg. pyramids)

10.6.2. Guilds & leagues, establish standards, qualifications and membership

10.6.3. Industrial rev. - from craftsmen to supervisors

10.6.4. 1900s Gantt Chart

10.6.4.1. Read an Introduction to Gantt Charts

10.6.5. 1940s Los Alamos

10.6.6. 1950s

10.6.6.1. Du Pont - CPM

10.6.6.2. US Navy - PERT

10.6.7. 1960s - PMI, APM and computer technology

10.6.8. 1990s - BS6079 & ISO10006

11. Risk

11.1. Concept

11.1.1. Risk=f(event, likelihood, consequences)

11.1.2. Risk=f(event, hazard, safeguard)

11.1.3. Other measures

11.1.3.1. Exposure

11.1.3.2. Sensitivity

11.1.4. Not bad

11.2. Human cognitive process

11.2.1. 3 phases

11.2.1.1. Pattern recognition

11.2.1.2. Attention

11.2.1.3. Memory

11.2.2. Bounded rationality

11.2.3. Risk forecasting

11.2.4. Intuition and bias

11.3. Risk handling

11.3.1. Assessment

11.3.1.1. Identify

11.3.1.2. Analyse

11.3.1.3. Classify

11.3.1.4. Prioritize

11.3.2. Risk Mitigation

11.3.2.1. Accept the Risk

11.3.2.2. Avoid the Risk

11.3.2.3. Hedge the Risk

11.3.2.4. Provide the Risk Buffer

11.3.2.5. Share the Risk

11.3.2.6. Find options or alternatives

11.3.2.7. Transfer the Risk

11.3.2.7.1. Risk Insurance

11.3.2.8. Defer Decision

11.3.2.9. Limit the Risk

11.3.2.10. Contingency or Plan B

11.4. Types

11.4.1. Generic types

11.4.1.1. Strategic

11.4.1.2. Operational

11.4.1.3. Financial

11.4.1.4. Knowledge

11.4.1.5. Catastrophic

11.4.2. Market & Static

11.4.2.1. Market

11.4.2.1.1. MBR

11.4.2.1.2. MFR

11.4.2.2. Static

11.4.3. External & Internal

11.4.3.1. External = no control

11.4.3.2. Internal = should some control

11.4.4. Predictable & unpredictable

11.4.4.1. Predictable = known unknowns

11.4.4.2. Unpredictable = unknown unknowns

11.5. Risk conditions and decision making

11.5.1. Certainty

11.5.2. Risk

11.5.3. Uncertainty

11.5.3.1. Hurcwitz (maximax)

11.5.3.2. Wald (maximin)

11.5.3.3. Savage (minimax)

11.5.3.4. Laplace

11.6. Management system

11.6.1. Identification

11.6.1.1. Start with 6 Questions

11.6.1.1.1. What could go wrong?

11.6.1.1.2. What could prevent this from happening?

11.6.1.1.3. What can harm us?

11.6.1.1.4. What is the worst case scenario?

11.6.1.1.5. What threats do we face?

11.6.1.1.6. What opportunities could we find?

11.6.1.2. Use PESTLE

11.6.1.2.1. what threats or opportunities could we face? - in each of the areas below

11.6.1.2.2. Politicial

11.6.1.2.3. Economic

11.6.1.2.4. Soci-cultural

11.6.1.2.5. Technological

11.6.1.2.6. Legal

11.6.1.2.7. Environmental

11.6.2. Classification

11.6.2.1. Type

11.6.2.2. Extent

11.6.2.3. Impact

11.6.3. Analysis

11.6.3.1. Risk map

11.6.3.2. Risk grid

11.6.4. Attitude

11.6.4.1. Averse

11.6.4.2. Neutral

11.6.4.3. Taker

11.7. Contracts

11.7.1. Basic contract theory

11.7.1.1. For contract to be

11.7.1.1.1. Mutual agreement

11.7.1.1.2. Consideration

11.7.1.1.3. Capacity

11.7.1.1.4. Legal relations

11.7.1.1.5. Communication

11.7.1.2. Alternatives to performance

11.7.1.2.1. Breach

11.7.1.2.2. Frustration

11.7.1.2.3. Rescission

11.7.1.2.4. Rectification

11.7.1.2.5. Void

11.7.1.2.6. Termination / Determination

11.7.2. Characteristics

11.7.2.1. Controllable or uncontrollable risks

11.7.2.2. Express or implied terms

11.7.3. Transfer of risk

11.7.4. Variation orders

11.7.5. Claims

11.7.6. Types

11.7.6.1. Professional services

11.7.6.2. Standard form

11.7.6.3. Nominated sub-contracts

11.7.6.4. Utilities pro-forma

11.7.6.5. Statutory contracts

11.8. Procurement

11.8.1. Types

11.8.1.1. Strategic

11.8.1.2. Project

11.8.2. Phases

11.8.2.1. Establish objectives

11.8.2.2. Exposure

11.8.2.3. Alternatives

11.8.2.4. Documentation

11.8.2.5. Tendering

11.8.2.6. Award

11.8.2.7. Contract administration

11.9. Risk Management Overview

11.10. Risk Templates

11.10.1. Risk Register

11.10.2. Risk Management Plan

11.10.3. Risk Register of 20 Common Project Risks

11.11. LISTS of Risks

11.11.1. 30 Construction Project Risks

11.11.2. List of 50 Business Risks

12. PM Organizational Structures and Standards

12.1. Internal (non-executive) PM

12.1.1. Functional Structure

12.1.1.1. Split into functional units of specialization

12.1.1.2. Vertical hierarchy

12.1.1.3. Functional boundaries

12.1.1.4. Typical

12.1.1.4.1. Govt

12.1.1.4.2. Police, army

12.1.1.4.3. Large corporations

12.1.1.5. Advantages

12.1.1.5.1. Intuitive, clear reporting

12.1.1.5.2. Repetitive, learning curve, develops specialist knowledge

12.1.1.6. Disadvantages

12.1.1.6.1. Inflexible, rigid

12.1.1.6.2. Functional output becomes the focus

12.1.1.6.3. Tends to develop operational islands

12.1.2. Pure project structure

12.1.2.1. Antithesys of functional structure

12.1.2.2. Also within functional structure

12.1.2.3. Appropriate when dealing with more uncertainty, difficult to plan

12.1.2.4. PM draws resources from a pool, they stay together until Project is finished, then disband

12.1.2.5. Can also be set up as separate org, parent company

12.1.2.6. Advantages

12.1.2.6.1. Flexible

12.1.2.6.2. Clear PM authority

12.1.2.6.3. Encourages innovation

12.1.2.6.4. Team members have no functional loyalties, less conflict

12.1.2.7. Disadvantages

12.1.2.7.1. Several projects running concurrently = duplication of efforts

12.1.2.7.2. Competition btw projects

12.1.2.7.3. Can cause prolonged absence of team members from functions = loss of specialization / skill

12.1.2.7.4. High staffing costs

12.1.3. Matrix structure (internal, non-executive PM)

12.1.3.1. Project teams are formed across functional boundaries

12.1.3.2. A blend, very popular

12.1.3.3. Functional (vertical) and Power (horizoontal) boundaries

12.1.3.4. Weak or Strong matrix structures

12.1.3.5. Project sponsor

12.1.3.5.1. Executive decisions when required

12.1.3.5.2. Adjudicates disputes

12.1.3.5.3. Allocates resources

12.1.3.6. The PM

12.1.3.6.1. Subordinate to project sponsor, Peer to function manager, Boss to team members

12.1.3.6.2. Interfaces through horizontal and vertical boundaries

12.1.3.6.3. Bidding to resource

12.1.3.6.4. Needs accurate time recording and cost-center charging to avoid conflict

12.1.3.7. Advantages

12.1.3.7.1. Retains flexibility, works with functional units, is a compromise btw pure and function

12.1.3.7.2. Operates as self-contained unit, balancing of resources

12.1.3.7.3. Promotes innovation

12.1.3.8. Disadvantages

12.1.3.8.1. Conflict when balancing function and project responsibilities (2 bosses)

12.1.3.8.2. Needs a sponsor

12.1.3.8.3. Project tends to get robbed of resources through its life-cycle

12.2. External (executive) PM

12.2.1. What is

12.2.1.1. Specialist PM consultants hired

12.2.1.2. Can use

12.2.1.2.1. All internal

12.2.1.2.2. All external

12.2.1.2.3. A mixture

12.2.1.3. Consider

12.2.1.3.1. Surrogacy

12.2.1.3.2. Risk transfer

12.2.2. External contractual linkages

12.2.2.1. Risk increases with external dependency (different from Internal PM)

12.2.2.2. Pricing and arrangement

12.2.2.2.1. Competitive (tender, bids)

12.2.2.2.2. Negotiated

12.2.2.2.3. Examples include

12.2.2.2.4. Different forms (standard forms, professional services, supply, sub-contract, pro-forma)

12.2.2.3. Typical linkages

12.2.2.3.1. Client to PM, P design Team

12.2.2.3.2. Client to main contractor

12.2.2.3.3. Client to service authorities

12.2.2.3.4. Client to subcontractors and suppliers

12.2.2.3.5. Client to local authority

12.2.3. External non-contractual linkages

12.2.3.1. Authority links

12.2.3.2. Communication links

12.2.4. Fee structures

12.2.4.1. Open and competitive, fee bid package approach

12.2.4.2. Paid in blocks, at milestones

12.2.4.2.1. completion of pre-contract works

12.2.4.2.2. post-contract works

12.2.4.2.3. Final account

12.2.4.3. Percentage fees

12.2.4.3.1. Measured works

12.2.4.3.2. Final account total

12.2.5. Advantages

12.2.5.1. Is flexible, can respond rapidly to change

12.2.5.2. External specialists can bring new ideas and skills

12.2.5.3. Can be established and disbanded quickly

12.2.5.4. Keeps internal talent available for other things

12.2.6. Disadvantages

12.2.6.1. Expensive

12.2.6.2. No loyalty

12.2.6.3. Risk profile changes - Recourse against poor performance can be difficult, possibility of arbitration and litigation enters

12.2.6.4. Additional admin and control, rigid communications

12.2.6.5. PM job becomes more complex

12.3. Criteria for choosing the OS

12.3.1. Broad considerations

12.3.1.1. Authority

12.3.1.2. Communication

12.3.1.3. Knowledge transfer

12.3.1.4. Loyalty

12.3.1.5. Technology

12.3.1.6. Cost

12.3.1.7. Coordination

12.3.1.8. Support required

12.3.2. Based on project objectives

12.3.2.1. Pure function

12.3.2.1.1. Infrequent, small projects

12.3.2.1.2. Full outsourcing

12.3.2.2. Matrix

12.3.2.2.1. Reduce OH

12.3.2.2.2. Research & Innovation is required

12.3.2.2.3. Common use of resources

12.3.2.3. Pure project

12.3.2.3.1. Projects occur frequently / are dominant

12.3.2.3.2. Complex production systems

12.3.2.3.3. Fast response times needed

12.3.2.3.4. High degree of uncertainty

12.3.2.3.5. Long term projects

12.3.2.3.6. Large numbers of people

12.4. Type of links

12.4.1. Authority

12.4.2. Communication

12.4.3. Contractual

13. Project Management as a Career

13.1. Project Manager Salary

13.2. Project Manager Job Descriptions

13.2.1. Senior Project Manager

13.2.2. IT Project Manager

13.2.3. Digital Project Manager

13.2.4. Head of Project Management

13.2.5. Project Assistant

13.3. Interviews

13.3.1. How to Smash your Next Interview using the STAR technique