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Project Management

Project Management. Progress and Performance Measurement and Evaluation Current Industry Trends. 10702811 Alexander Constanti 10431688 Jon Maloney 10915647 Qianzhu Li 10899641 Anthony Ngadimin 10700755 Kenneth Yap 10573044 Faisal Syed 10774495 Ravi Jadav.

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Project Management

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  1. Project Management Progress and Performance Measurement and Evaluation Current Industry Trends 10702811 Alexander Constanti 10431688 Jon Maloney 10915647 Qianzhu Li 10899641 Anthony Ngadimin 10700755 Kenneth Yap 10573044 Faisal Syed 10774495 Ravi Jadav

  2. Purpose of the Presentation • Develop an understanding of what project managers do. • Develop this understanding through • Theoretical research and • Interviewing a project manager • Share our findings with our peers

  3. Introduction of each group member with their role • Faisal syed • Organisation Details • Anthony Ngadmin • Perceived Advantages/ Disadvantages • Qianzhu Li • Project Portfolio Management (PPM) • Alexander Constanti • Project Performance • Kenneth yap • Project Maturity Model • Jon Maloney • Mentoring

  4. Organisational Structure

  5. Organisational Structure • The type of structure depends on its primary objectives and strategic approach to the industry • Functional, Divisional, Matrix and Hybrid • Permasteelisa uses a matrix structure • Permasteelisa employs about 70 staff in Australia

  6. Organisational Structure - Advantages • High outputs with limited personnel • Rotation of sources • Permasteelisa – 5 Projects Concurrently • Same person used in more than 1 project • Team leader is unique to each project (i.e. one team leader for each project) • Why? • Decentralised Management (Laslo, 2008) • Faster communication

  7. PermasteelisaOrganisationalSturcture – Graphical Representation

  8. Organisational Structure - Disadvantages • Decentralised management may cause problems (Laslo, 2008) • Internal fighting of resources • Arguments • Leads to outsourcing • Difficulty in prioritisation • Take into account: • Project due dates • Awards and penalties

  9. Project Portfolio Management

  10. Project Portfolio Management Which projects do they pursue? • Low risk margin. • Proven contractors. • Maintain company reputation. • Bring about repeat business. • Ultimate decision is made by Mr Vatiliotis. • Company structure facilitates PPM implementation.

  11. Project performance

  12. Project Performance How do we measure our projects? • Completeness of the project • Running on-time • Budget • Quality of work (does it meet the standard)

  13. Project Performance Permasteelisa uses a number of tools including: • Monthly Company Project Reviews (CPRs) • Monthly exercise • Master Gantt Chart • Review Non Conformance Reports (NCRs) • Minimize, to get a smoother project

  14. Project Performance Base Line Schedule Properly maintained Gantt Chart Network Diagram Budget Work Packages Scope Work Breakdown Structure

  15. Project Maturity Model

  16. Project Maturity Model • Permasteelisa does not use an official maturity model such as OPM3 • Uses its own sets of policies, procedures and standardised documents to achieve maturity measure

  17. Project Maturity Model • Permasteelisa Australia conducts quarterly reviews to gauge maturity and success on a local scale. • Standardised benchmarks are set by Permasteelisa Group Headquarters in Italy which form a basis of a goal and target for project maturity

  18. Mentoring

  19. Mentoring • Clear expectations

  20. Mentoring • Don't try and cover up your mistakes

  21. Mentoring • Don't be a one man show

  22. Conclusions • To do Wednesday 1st June 2011 after group meeting.

  23. References • Laslo, Z. 2008, “Resource allocation under uncertainty in a multi-project matrix environment: Is organizational conflict inevitable?”, Accessed on 19 May 2011, <www.mendeley.com/.../resource-allocation-under-uncertainty-multiproject-matrix-environment-organizational-conflict-inevitable>

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