Quản trị chuỗi cung ứng UEH - Lý thuyết chương 4

PROJECT MANAGEMENT Chapter Four McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO4–1: Explain what projects are and how projects are organized. LO4–2: Analyze projects using network-planning models. LO4–3: Evaluate projects using earned value management. LO4–4: Exemplify how these techniques are implemented in commercial software packages. 4-2 Project Management What is a project? A series of related jobs, usually directed toward some major output and requiring a significant period of time to perform. What is project management? Planning, directing, and controlling resources (people, equipment, material, etc.) to meet the technical, cost, and time constraints of the project. Why is project management important? At the highest levels of an organization, management often involves juggling a portfolio of projects. 4-3 Types of Development Projects Degree of Change Type of Project 4-4 Project Structure Pure Project • A self-contained team works full-time on the project. Functional Project • Responsibility for the project lies within one functional area of the firm. Employees from that area work on the project, usually only parttime. Matrix Project • A blend of pure and functional project structures – people from different functional areas work on the project, possibly only parttime. 4-5 Pure Project Structure Advantages • The project manager has full authority • Team members report to one boss • Shortened communication lines • Team pride, motivation, and commitment are high Disadvantages • Duplication of resources • Organizational goals and policies are ignored • Lack of technology transfer • Team members have no functional area "home" 4-6 Functional Project Structure Advantages Disadvantages • A team member can work on several projects • Technical expertise maintained in functional area • Functional area is “home” after project completed • Critical mass of specialized knowledge • Aspects of the project that are not directly related to the functional area get short-changed • Motivation of team members is often weak • Needs of the client are secondary and are responded to slowly 4-7 Matrix Project Structure Advantages • Better communications between functional areas • Project manager held responsible for success • Duplication of resources is minimized • Functional “home” for team members • Policies of the parent organization are followed Disadvantages • Too many bosses • Depends on project manager’s negotiating skills • Potential for sub-optimization 4-8