EBS MBA Project Management Pdf

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I am searching for a book on Project Management published by Edinburgh Business School (EBS) for MBA Program. So do you know on which site I can download the pdf book on ‘Project Management’ of MBA Program by Edinburgh Business School (EBS)?

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As you want to download book on Project Management published by Edinburgh Business School (EBS) for MBA Program, so here I am giving that book:

Edinburgh Business School (EBS) Project Management Book:

MODULE 1
Introduction

Contents
1.1 What Is This Course All About? .................................................. .........1/1
1.2 What Is a Project? .................................................. ................................1/8
1.3 What Is Project Management? .................................................. ......... 1/16
1.4 Project Management Characteristics ................................................ 1/27
1.5 Potential Benefits and Challenges of Project Management ............ 1/36
1.6 The History of Project Management ................................................. 1/37
1.7 Project Management Today .................................................. ............. 1/40
Learning Summary .................................................. ....................................... 1/41
Review Questions .................................................. ......................................... 1/42
Thought Generators .................................................. .................................... 1/47

Learning Objectives
This module introduces some of the main concepts and approaches that are central to project management.
By the time you have completed Module 1 you should understand:
What is meant by a project;
The concept of project management;
How project management can be structured within an organisation;
The potential benefits and challenges of using a project management approach;
The history and origins of project management;
The current state of project management as an international discipline.

What Is This Course All About?
What Does a Project Manager Do?
Project managers are a bit like Navy pilots.
Navy pilots have to fly aeroplanes on and off of aircraft carriers. The planes themselves are extremely expensive and the pilot has to be very careful not to crash. The plane has to take off and land from an aircraft carrier which has a very small flight deck. In addition, the aircraft carrier is usually moving through the sea, pitching up and down with the swell and making frequent and significant course adjustments depending on changes in wind direction. The flight deck itself is often crowded with naval personnel and other aircraft, which may be taking off or landing at almost the same time.

When landing an aircraft under such circumstances the pilot has to think in advance, develop a plan and then execute it, making adjustments to stay on course as he or she goes along. The pilot has to ensure that the aircraft is descending at the right speed and rate of descent, and that the line of approach is correct, constantly referring to the navigation and flight instruments and making continual adjustments, thinking ahead, to make sure the plane lands safely. The ultimate objective is to land the aircraft on the flight deck, which is the target as far as the pilot is concerned.

A project manager does something similar to the Navy pilot. The plane represents the position of the project at any one time and the carrier flight deck represents the target outcome of the project at completion. These two terms and their applications in this context are considered in more detail below.

The position of the project means the current performance of the work in relation to whatever variables are used to determine performance. Typical measures of performance are time, cost and quality, and there could be others such as risk, safety and so on.

If we were to try to summarise the sequence of actions needed to land the plane, it could be done as shown below.
1. Work out where the carrier is.
2. Set up a navigation line to get the plane from where it is now to the carrier.
3. As the plane approaches the carrier, measure actual position and rate of descent against the navigation line.
4. Compare actual position to required position.
5. Correct for speed, altitude and bearing as required.
6. Follow the navigation line in and land safely.

A project manager would recognise this basic sequence of six stages but would use different terminology, which might be as shown below.
1. Establish success criteria for the work.
2. Develop plans to achieve the success criteria.
3. As the work progresses, measure current performance in relation to the success criteria.
4. Compare current performance with desired performance.
5. Where necessary, set up a plan for corrective action.
6. Implement the corrective action and achieve an acceptable outcome.

This simple six-stage process is the basis of project management. If you can learn to do these six things you can call yourself a project manager, and if you can do them well your abilities as a professionally qualified project manager will be in high demand and rewarded accordingly

How Does the Project Manager Do It?
Consider each stage very briefly in turn:
1. Establish success criteria for the work.
In most applications the obvious success criteria for any piece of work include time, cost and quality. You want to finish the job on time, within cost and to whatever quality standards have been set.

The classic way to represent the relationship between these criteria is with a triangle, as shown in Figure 1.1. This is sometimes referred to as the timecost performance triangle or the triple objectives triangle. Where the project concerns a product, quality may be substituted for performance. It is important to appreciate that the timecostquality/performance triangle in various formats and arrangements appears throughout the project management literature. It is an oversimplification but it is easy to understand.