Project Management Overview. The introduction of PM into corporate organisation as change the concepts of structure, decision taking, distribution of power, roles and responsibilities within various company which as lead to profitability.

Private sector (E.I du Pont de Nemours) was seen as the 2nd case which was a constructing chemical factory in America, the task require perfect timing with cost. The method is describes as project planning and scheduling (PPS) which require accurate time and cost , this method is also refer to as critical path method (CPM) which was common used by the construction firm, within the period of 1960’s and 1970’s, PERT & CPM were popular around the public and private firms. NASA, different countries security defence department, construction firms use PM technique to carryout high volume of budget driven tasks. PM usage coins the innovation of present day computer system with package which deals with PM.

 1.2) Project Management in Modern Development.

• Prior to 1958: Craft system to human relations. At this period, evolution of technology (telecommunication and automobiles) reduced the project plan. The automobiles required effective resource allocation and mobility while telecommunication increased speed of communication. Henceforth job distribution was later seen as the basis of developing the work Breakdown Structure (WBS) used and Henry Gantt invented the Gantt chart. Examples of projects implemented during this time are (a) Manhattan project-1942-1945 (b) Pacific Railroad 1850’s (c) Construction of Hoover Dam-1931-1936  
• 1958-1979: Application of Management Science. Advancement of technology occurred during this period e.g. 1st automatic plain-paper copier manufacture by Xerox (1959), within this period different core project management tools (CPM and PERT) were invented. This period is seen as the rapid development of computer technology. Examples of projects that took place during this period and influenced the development of modern project management till day are (a) Polaris missile project-1961 (b) Apollo project -1960 (c) E.I du Pont de Nemours-1958
• 1980-1994: Production Centre Human Resources. This is referred to as the revolutionary development in the information management sector with the invention of PCs which aid high efficiency in managing and controlling complex project schedules. At this stage low cost project management software for PCs are widely available which made PM techniques more easily assessable. Examples of project accomplish during this period includes (a) England France channel project-(1989 to 1986) (b) Space Shuttle challenger project-(1983 to 1986) this focus on risk management due to the disaster of the challenger space shuttle (c) XV Calgary winter Olympic- 1988 .
• 1995- Present: Creating a New Environment. This is dominated by the invention of internet that dramatically changed business operation in the mid 1990’s. It provide fast, interactive and customised new medium that allow people to browse, purchase, track products and services online. PM software has an internet connectivity feature which allows automatic uploading of information of data to others in the globe. Example is the Y2K Project also known as millennium bug; this is seen as the problem computers may face on January 1st, 2000 at 12am. ()

2.0) Project Life Cycles

As stated by Harold .K (2009) there is ‘‘no agreement within the industries even organisations of the same industry toward life –cycle phases of a project. This is due to the complex nature and diversity of the task i.e. project’’. He further theoretical define the life –cycle into five phases in apply to project, namely: a) Conceptual, (b) Planning (c) Testing (d) Implementation (e) Closure

Diagram 1a: Project life cycle definition

Source: H. Kerzner; 2009, (pp. 73)

Diagram 1b: Project Life cycle

Source:   Gray, C. and Larson, E., (2008)

1. Conceptual Phase: is the preliminary evaluation of an idea i.e. analysis of risk and the resulting impact on the time, cost and performance requirement consisting the potential impact on the organisation resources also the phase include the first cut at the feasibility of the effort.
2. Planning Phase: this is a refinement of the element in the first phase i.e. conceptual phase. It involves the identification of the resources required with the focus on time realistic, cost and implementing parameter. It also involves preparation of documentation acquire to support the system. In a project based environment with competitive bidding, first phase i.e. conceptual involves on decision making as in to bid for or not while the second phase(planning)  is to develop a total package ( time, schedule, cost, and performance) for the project.
3. Testing Phase: this phase is seen as the testing and final standardization effort in order for the project to begin operations; all needed documentation would have been completed in this period.
4. Implementation Phase: in this phase, the integration of project’s good or services into the existing organisation. For instance if the task i.e. project was for a marketable good, it now involves the good life-cycle phases of market introduction, growth, maturity and portion of deterioration.
5. Closure Phase: this is seen as the reallocation of resources. It evaluates the efforts of the total system which then serve as input to the first phase (conceptual) for new projects and systems. Its also has impact on various on going tasks with prior to identifying.. For Example Company that sells products to the customers. As one product is reaching is deterioration and death phases of its cycle (divestment phase of a system) new goods or projects must be created, therefore involving in a continuous stream of project to survive. From the diagram below, projects A and B starts to decline, new project (Project C) must be developed for reallocation, with this initiation new projects will be created in such a form that the total revenue will increase and organisation growth will be clearly stated.  

Diagram 2: Stream of projects

Source: H. Kerzner; 2009, (pp. 70)

2.1) Life-Cycle Phases for project management maturity

• 2.2) Project management benefits

        

Diagram 3: Project management costs versus benefits

Source: H. Kerzner; 2009, (pp. 49)

2.3) Important of Project Management

• Compression of the Product life Cycle: a major significant in the demand for PM is the shortening of product life cycle, most organisation are now relying on cross-functional project teams to achieve new products and services to the market as fast as possible. For instance, nowadays in high-tech industries the product life cycle is between 1-3 years.
• Global Competition: in the present economic situation open markets demands are not for cheaper product and services only but better products and services, which leads to quality certification  e.g. ISO 9000( quality assurance, cover design, procurement and delivery), which is an international standards for quality management and assurance from the banking to manufacturing industries.
• Knowledge Explosion: the development in knowledge has promote the complexity of projects due to the latest advancement in project encompass. For instance construction of a road 30yrs ago is simple format but with today development it involves a lot of requirement e.g. materials, equipment, codes, aesthetics, specifications and involves specialist to carryout the project also with the latest digital technology there is no new product with microchip, this are achieved to the emerged of PM in other to perform the task.
• Corporate Downsizing: past decade as seen dramatic revolution in organisation life. Downsizing or rightsizing are now persistent to core competencies important for the survival of many organisations. PM now is replacing middle management in other to ensure things are done right.
• Increased Customer Focus: customer satisfaction has increase competition in the industry, not just settle for generic products and services but now want a customised products and services that met up with their specific needs. This involves closer relationship between provider and receiver. With the increased in customer attention this has prompt the development of customised products and services.
• Small Project Represent Big Problems.

3.0) Leadership with project management

According to H. Kerzner, (2009) leadership is defined as a ‘‘style of behaviour designed to integrate both the organisational requirement and one‘s personal interests into the pursuit of some objective’’. Daft (2002) stated that leadership is ‘‘an influence relationship among leaders and their followers who intend real changes and outcomes that reflect their shared purpose i.e. effective leadership is involved in creating purpose and vision’’ while Brooks (2006) define leadership as aim ‘‘to influence and guide others to achieve a major objectives or visions of the future’’.

Leadership consist of various elements, the major common one are namely: person leading, people been lead, and the task. Tasks are acquired not based on leadership styles.

3.1) Leadership Model

3.1.1) Situational Leadership Model

For several years different model has been used in other to analysis leadership with PM, standard leadership model is more prefer to use in identifying these. The model identified that there are four basic leadership styles and to apply them more effectively engulf matching the most suitable leadership style to the job related experience, accepting job task and desire to accompany it by the follower. This is vital as it involves the same person willing to perform on task more to previous one with leadership style changing accordingly  in a most effective and successful behaviours.

Diagram 4: Situational Leadership Model

Source: H. Kerzner; 2009, (pp. 222)

 3.1.2) Participative or Democratic Leadership Model

It empower staff to interact with each other and also partake in decision taking either done by the staff or in connection with the project manager, with this model authority is giving to various team members in other to perform their task. For the diagram above this type of leadership is in quadrant S3 with less involvement of the manager lading to quadrant S4.

3.1.3) Laissez-Faire Leadership Model

This formation of leadership model is seen in quadrant S4 in the diagram above, where the head i.e. the leader (Manager) turns thing to the staff. The leader (Project Manager timely check on his staff to observe how task are been carryout, with the project manager not mainly involves in the project.

3.1.4) Autocratic Leadership Model

In this model the project manager is heavily focus on the task i.e. project with less care about the worker. In this leadership model all the power of control is anchor by the project manager and also take all decision involves in the project. In the diagram above quadrant S1 is in type of leadership style.

4.0) Leadership traits and skill

For a project manager to be successful , he must posses skills with core traits in other to perform these roles as a leader in other to deliver the task or project giving to the organisation or team. The following are the major traits a good project manager must purpose which are as follows;

• Systems thinker,
• Personal integrity,
• Proactive
• High emotional intelligence (EQ)
• General business perspective
• Effective time management,
• Skillful politician and
• Optimist.         

4.1) Qualities of an Effective Project Manager

1. Project manager must be innovative and maintain stability
2. He or she must see the big picture while getting your hands dirty.
3. Project manager should encourage individual (motivate) but stress the team in other to accomplish their task.
4. Project manager must be able to hands-off or hands-on i.e. able to intervene, resolve stalemates, solve technical problems also insist on different approaches.
5. Project manager must be flexible but firm with all is doing in other to achieve is aim neither in tough environment or suitable situation.
6. Project manager must be able to forge a unified project team whose stimulate follow member to extraordinary performance i.e. team versus organisational loyalties.

Conclusion

PM must be seen as tool which guide various firm in other to carryout a task or project accurately toward achieving a project task in modern environment but must not be seen as automatic equipment in other to be success in any task/project to be evaluated.

        

Reference: 

1. Brooks, I., (2006) Organisational Behaviour Individuals, Groups and Organisation. Third Edition. London.

2. Daft, R. L (2002). Leadership: Theory and Practice. Orlando. FL: Harcourt Brace College Publishers.

3.  Gray, C. and Larson, E., (2008) Project Management: The managerial Process

4.  Kerzner, H., (2009) Project Management A Systems Approach to Planning Scheduling and Controlling. Tenth Edition.

Websites.

http:// www.wrasmussen.gov.ck/index.php (assessed on 13/11/09)