Increasing Level of Community Involvement, Impact, Trust, and Communication flow
2.5 Concept of Project Management
pre-project and post-project are also important to the organization and project. The pre- project suggests a good time to considering opportunity and proper budget for the project. At the same time, the post-project would show up the result of the project. With all of these aspects, it is called “Change Life Cycle”, as shown in Figure 2.3 below.
Figure 2.3 Change Life Cycle
Source: Adapted from Robert, 2011: 8.
Phase 1 Defining and Planning: This is the beginning of the project such as project consideration, stakeholders’ identification, purposes and objectives specification, project presentation, and planning of work period, cost, quality, and management. This step is used to specify all related work and study the project’s details before beginning the project. The planning could predict future problems and then prepare a resolution. Also, it could reveal additional information and prepare the criteria to follow, investigate, and evaluate (Duffy, tr., 2006: 99-103).
Phase 2 Preparation: This is the step of preparing the project. In this step, the team identifies all of the work to be done, such as creating the proper team by choosing the right man for the right project, making the project procedure manual, planning a milestone schedule, preparing an action plan and project communication plan (Duffy, tr., 2006: 59-71; Wisoot Jiradamkueng, 2012: 256-273).
Phase 3 Implementing: The project plan is put into motion and the work of the project is performed. The project team has an important role to coordinate with every related department to operate in the same direction. During implementation, the project team must follow, investigate, conduct work, resolve conflicts, and also
Benefits
Discovery Benefits
Realization Defining and
Planning Preparing Implementing Closure
Period of Project Manager’s Involvement PRE-
PROJECT POST-
PROJECT
PROJECT LIFE CYCLE CHANGE LIFE CYCLE
report the progress of the project to the stakeholders (Duffy, tr., 2006: 91-107; Wisoot Jiradamkerng, 2012: 256-273).
Phase 4 Closuring: This is the completion phase. It is used to conduct, revise, and evaluate the purpose of the project. The emphasis is on releasing the final deliverables to the customers, handing over the problems to make customers accept the product or service. The pattern of the project closure may be different, such as finishing the project on the closuring schedule, finishing the project and adding it as an additional part of the organization, finishing the project completely and not continuing the project anymore, or finishing the project during the implementing process. After the closure process, it should evaluate the project to understand more about the result and problem for making better projects in the future (Duffy, tr., 2006: 127-137; Wisoot Jiradamkerng, 2012: 368-369).
The change after the project or project’s output does not mean only launching new assets, but the project also needs the project’s outcome. This implies beneficial change, creating new things and new capabilities. Then it could be said that the project achieves its goal. Moreover, the value evaluation of the project could be considered by the benefit of the project (Turner et al., 2010: 17-19).
2.5.3 Types of Projects
The types of projects could be classified by many factors such as size, timing, segment of customers and service, and age of the project. Pakorn Priyakorn (2010: 6-7) classified projects by the situation into 3 types as follows: 1) Improvement Project: This project is needed to resolve a problem; 2) Innovative Project: This project is needed to launch a new product or change the new process to respond to customer needs and accept rapid change; 3) Research and Development Project: This project emphasises building or accumulating new knowledge, creating academic work, and perhaps expanding the project’s result to develop other activities such as a pilot project or experiment project.
2.5.4 Role of Project Manager
The project manager has an important role to drive the achievement of the project. The project manager and team have to understand the components of the project management system such as its objectives and goals as well as customer satisfaction.
In a small project, the project manager and project operator are usually the same person, but there is a project team for each phase of the project on a bigger project. The project manager must able to operate the project as well (Newton, 2006: 5). With all of these factors, the project manager needs to choose the proper tool or technique to manage the project (Pakorn Priyakorn, 2010: 139-145).
2.5.4.1 Knowing the project’s objective and goal is needed for the project manager. The manager has to realize and understand the mission of the project, especially the project’s purpose and goal to integrate the project’s outcome with other projects. The manager could take the concept of logical framework or details specified in the project plan as a tool and technique to manage the project.
2.5.4.2 The manager must know the framework and understand the project’s purpose in terms of timing, area, group of people, quantity and quality of work. The manager could take the technique of work breakdown structure using separating the main activity and project activity package to realize the framework.
2.5.4.3 The type of project management must be conformed to its framework by emphasis on the type of work, working process, used resources and necessary technology, as well as the planned behavior of workers. Thus, the manager should supervise the organization by function, project task force, and matrix to consider the project framework.
2.5.4.4 The manager should have the authority and function to manage the controlling system’s time, resources, quality, and quantity. The project should be done by its scheduled plan. There are many kinds of tools or techniques to control the project. It depends on which part of the project such as using technique of Gantt charts or network diagram (PERT/CPM) to control the timing, using cost and specification (C/SPEC) or cost and schedule to control project’s expense, and using total quality management (TQM) to control quality.
2.5.4.5 It is used to learn the satisfaction of customers or service users because the acceptance of customers in using the project’s outcome could reflect the success of the project.
Moreover, the qualifications of an effective manager consist of respect, being smart, leadership, good morals, and the ability to manage stress (Meredith and Mantel, 2012: 118-122). Müller (2009: 60) classified the levels of project managers into 4 levels as follows:
Level 1: This project manager is at the level of program framework, which is considered the lowest level that the manager could be associated with in terms of the planning and process of finding a resolution for a problem in the past.
Level 2: This project manager is at the level of a manager who could be able to change or adjust the work plan most effectively in order to resolve problems during the project implementation to prevent effects to the organization.
Level 3: The project manager in this level is focused on success, which is the project’s output at a higher level of the work plan. The manager must have more skills to manage the project as it plans such as social intelligence, which is the ability to make good relationships with others, to form agreement together, to create inspiration, to find gifted persons, and to plan in case of an emergency.
Level 4: The project manager in the level of strategy development is the highest level. The project manager can perform various kinds of roles to run the project effectively. The leadership and work inspiration could adjust the environment properly, achieve the project’s goal, and also show the project plan related to external context.
As stated previously, it could be said that the project manager is very important to the project in order to drive the project’s success, objectives and purposes. Thus, the project manager must be intelligent, cautious, and have good relationships with colleagues and customers.
2.5.5 Relationship between Strategic Management and Project
The strategic management is a guideline for business analyzes of the internal and external environment of the organization. The specification of the organization’s direction and appropriate strategy could be integrated with an action plan and be
controlled for work evaluation. There are 2 related components of strategic management as follows: Strategic Planning and Strategic Implementation. Nowadays, strategic management emphasises effective strategic management and implementation management. The project is used to manage the topics mentioned above for more comfort (Morris and Pinto, 2007: 66-67).
If it considers the beginning of a project, it might be found that the project concept usually comes from 2 factors as follows: problems and opportunity. Problems force the organization find a resolution. Also, the opportunity is compatible with the main purpose of the organization. It leads to the need for launching new products or services, then there is a project to follow the needs (Wisoot Jiradamkerng, 2012: 22-23).
The project management should be related to the policy, working plan, and program.
Policy implies a framework or purposeful direction, which the organization has specified in advance. A plan is a process of working to achieve a specific goal. The plan may be classified into many types such as a strategic plan, development plan, short plan, or long plan. Each plan consists of many small activities called “Programs” that aim to manage the system and identify the objectives. A project is a kind of task or activity (Pichit Ritcharoon, 2012: 1-2). Besides the policy and plan considered as the cause for creating a project, there are more factors forced project happens such as problem and needs of standards department (standards of evaluation, standards of program, etc.), and also the evaluation’s results of policy, program, and project could be the proper reason of doing the project (Pichit Ritcharoon, 2012: 5). In the operation department, the project is considered an important workpiece or activity to respond to the policy and purpose of the organization. All of these aspects must be related (Pichit Ritcharoon, 2012: 1-2). The development of a project strategy has to be done under the context of strategic management because the project cannot be done alone. However, it is a part of beginning other kinds of organization work. Thus, the project strategy has to be developed to support the plan of organization (Morris and Pinto, 2007: 69).
The project could respond to strategic management in the organization by emphasizing project governance. Each organization has different conditions to classify the level of priority for each project. It also depends on the project paradigm. Müller (2009: 10-13) suggests 4 processes using the project paradigm as follows: 1) Shareholder Orientation, 2) Stakeholder Orientation, 3) Outcome Control Focus, and 4) Behavior
Control Focus. If those processes have been related or matched, there will be four governance paradigms as follows:
2.5.5.1 Flexible Economist Paradigm: This achieves the highest possible Return on Investment (ROI) for the organization’s shareholders through the optimisation of the management project. This is done by establishing the project as core management under specific resources properly.
2.5.5.2 Conformist Paradigm: This maximises shareholder return by strictly applying existing development methodologies. Also, it utilises strict compliance with existing processes, rules and policies to attempt to ensure the lowest project costs in environments with a relatively homogeneous set of projects.
2.5.5.3 Versatile Artist Paradigm: The emphasis is on the importance of the project’s stakeholders and controlling the end result. The highest purpose aims to maximise benefits through balancing the qualitative and quantitative requirements of a wide range of stakeholders. This is achieved through selection or tailoring of project management methods for different projects.
2.5.5.4 Agile Pragmatist Paradigm: This paradigm has emphasis on the importance of the project’s stakeholders and controlling the resulting behavior. It aims for maximisation of technical usability, often through a time-phased approach to the development and product release of functionality over a period of time.
According to the four choices for governance paradigm, it can be implied that the organization choosing one paradigm to develop a department in the organization will reflect the objectives specified in the strategic goal. The privileges of leaders, market’s needs, and specific project management impacts the growth of the organization. Also, paradigm selection affects the project management in broad terms.