dr. hany abd elshakour 11/21/2015 10:19 pm 1. dr. hany abd elshakour 11/21/2015 10:19 pm 2 ge 402...

Dr. Hany Abd Elshakour

04/20/23 19:121


04/20/23 19:122

GE 402

Management of Engineering Projects


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ProjectProject

Definition of a project according to IPMA / ICB 2006IPMA / ICB 2006

A projectproject is a time and cost constrained operation to realize a set

of defined deliverables up to quality standards and requirements.

The projectproject should deliver all that is described within its scope.

The project scopeproject scope defines the boundaries of a project. The scope

embraces the totality of all deliverables, which are included in a

project.

The goal of a project is to produce the deliverables defined in the

business case.

Definition of a project according to IPMA / ICB 2006IPMA / ICB 2006

A projectproject is a time and cost constrained operation to realize a set

of defined deliverables up to quality standards and requirements.

The projectproject should deliver all that is described within its scope.

The project scopeproject scope defines the boundaries of a project. The scope

embraces the totality of all deliverables, which are included in a

project.

The goal of a project is to produce the deliverables defined in the

business case.


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DeliverablesDeliverables

According to IPMA / ICB 2006IPMA / ICB 2006

The deliverablesdeliverables of a successful project are tangible or

intangible assets created by the project for the customer.

They are represented by drawings, descriptions,

specifications, models, prototypes,..

DeliverablesDeliverables are not only the product sold or service put

into use after project closure, but also the operational

process, organizational changes and human resource

changes needed for a successful organization to operate.

According to IPMA / ICB 2006IPMA / ICB 2006

The deliverablesdeliverables of a successful project are tangible or

intangible assets created by the project for the customer.

They are represented by drawings, descriptions,

specifications, models, prototypes,..

DeliverablesDeliverables are not only the product sold or service put

into use after project closure, but also the operational

process, organizational changes and human resource

changes needed for a successful organization to operate.


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Project DefinitionProject Definition

According to ISO 9000/2000ISO 9000/2000

A projectproject is a unique process, consisting of a set of coordinated

and controlled activities with start and finish dates, undertaken to

achieve an objective conforming to specific requirements,

including the constraints of time, cost and resources.

The outcome of a project may be one or several units of

product.

A product is the result of a process.

A process is a set of interrelated or interacting activities which

transforms inputs to outputs.

According to ISO 9000/2000ISO 9000/2000

A projectproject is a unique process, consisting of a set of coordinated

and controlled activities with start and finish dates, undertaken to

achieve an objective conforming to specific requirements,

including the constraints of time, cost and resources.

The outcome of a project may be one or several units of

product.

A product is the result of a process.

A process is a set of interrelated or interacting activities which

transforms inputs to outputs.


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ManagementManagement

The efficient utilization and direction of resources to

achieve objectives.

Coordinated activities to direct and control an organization

(ISO 9000/2000).

ManagementManagement is the process of Planning, Organizing, Directing/Leading, Communicating, Motivating and Controlling the efforts of the organizational members and resources in order to achieve organizational goals.

The efficient utilization and direction of resources to

achieve objectives.

Coordinated activities to direct and control an organization

(ISO 9000/2000).

ManagementManagement is the process of Planning, Organizing, Directing/Leading, Communicating, Motivating and Controlling the efforts of the organizational members and resources in order to achieve organizational goals.


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Project ManagementProject Management

Coordinated activities to direct and control a project

organization to realize a set of defined deliverables up

to quality standards and requirements.

Coordinated activities to direct and control a project

organization to realize a set of defined deliverables up

to quality standards and requirements.


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Project ManagerProject Manager

According to ICB 2006ICB 2006

The professional specialist who plans and controls a

project. He is the person who acts in a transparent

manner for the sake of the whole project to satisfy the

expectations of the customers, the partners delivering

goods and services for the project and the other

interested parties.

According to ICB 2006ICB 2006

The professional specialist who plans and controls a

project. He is the person who acts in a transparent

manner for the sake of the whole project to satisfy the

expectations of the customers, the partners delivering

goods and services for the project and the other

interested parties.


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PlanningPlanning

OrganizingOrganizing

Coordinating / DirectingCoordinating / Directing

CommunicatingCommunicating

MotivatingMotivating

Controlling Controlling

These functions are interrelated.These functions are interrelated.

PlanningPlanning


Coordinating / DirectingCoordinating / Directing

CommunicatingCommunicating

MotivatingMotivating

Controlling Controlling

These functions are interrelated.These functions are interrelated.

Management FunctionsManagement Functions


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The process of thinking systematically about the

future in order to decide:

What our goals are, and

How we are going to achieve them.

The process of thinking systematically about the

future in order to decide:

What our goals are, and

How we are going to achieve them.

PlanningPlanning


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Planning can be viewed from following points:

SubjectSubject:- FinancialFinancial Planning, TimeTime Planning, QualityQuality

Planning, OrganizationalOrganizational Planning, …….

OrganizationOrganization:- CorporateCorporate Planning, ProjectProject

Planning,…….

TimeTime:- Long-RangLong-Rang.Planning, Short-RangeShort-Range Planning,

WeeklyWeekly Planning, ….

Planning can be viewed from following points:

SubjectSubject:- FinancialFinancial Planning, TimeTime Planning, QualityQuality

Planning, OrganizationalOrganizational Planning, …….

OrganizationOrganization:- CorporateCorporate Planning, ProjectProject

Planning,…….

TimeTime:- Long-RangLong-Rang.Planning, Short-RangeShort-Range Planning,

WeeklyWeekly Planning, ….

PlanningPlanning


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The process of determining the

responsibilities and scope of authority of

each position in the company structure and

defining how each company segment

interrelates with the others.

The process of determining the

responsibilities and scope of authority of

each position in the company structure and

defining how each company segment

interrelates with the others.



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Controlling involves making sure that the results

achieved are in line with the planned results.

The main feature of control is action to correct

performance deviations and to insure that expected

results are forthcoming.

Control = Monitor + Compare + Analysis + Action

Controlling involves making sure that the results

achieved are in line with the planned results.

The main feature of control is action to correct

performance deviations and to insure that expected

results are forthcoming.

Control = Monitor + Compare + Analysis + Action

ControllingControlling


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Course DescriptionCourse Description

Introduction for project management objectives. Planning

Engineering projects. Scheduling using arrow networks.

Scheduling using activity-on-node and precedence methods.

Scheduling using Program Evaluation and Review

Technique. Resource leveling and allocation. Project time-

cost trade-off. Contractual and organizational approaches

including definition of organizational responsibilities of

project participants. Cash flow forecasting. Updating

construction schedules. Project time and cost control. Delay

analysis. Introduction to computer applications.

Introduction for project management objectives. Planning

Engineering projects. Scheduling using arrow networks.

Scheduling using activity-on-node and precedence methods.

Scheduling using Program Evaluation and Review

Technique. Resource leveling and allocation. Project time-

cost trade-off. Contractual and organizational approaches

including definition of organizational responsibilities of

project participants. Cash flow forecasting. Updating

construction schedules. Project time and cost control. Delay

analysis. Introduction to computer applications.


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Course Learning ObjectivesCourse Learning Objectives

Students completing this course successfully will be able to:a)Using bar chart technique to formulate a complete plan for an engineering project.b)Apply activity on arrow network, and time-scaled diagram to schedule the project.c)Apply activity-on-node network, and precedence diagram to schedule the project.d)Level and allocate project resources.e)Shorten project duration.f)Monitor an engineering project for purpose of time and cost control.g)Understand principles of project organization and contractual relationships including definition of professional responsibilities of project participants.h)Analyze project cash flow. i)Analyze work changes and delays.j)Understand and apply the basic concepts of PERT to prepare project schedule.k)Use computer software for preparing project schedules

Students completing this course successfully will be able to:a)Using bar chart technique to formulate a complete plan for an engineering project.b)Apply activity on arrow network, and time-scaled diagram to schedule the project.c)Apply activity-on-node network, and precedence diagram to schedule the project.d)Level and allocate project resources.e)Shorten project duration.f)Monitor an engineering project for purpose of time and cost control.g)Understand principles of project organization and contractual relationships including definition of professional responsibilities of project participants.h)Analyze project cash flow. i)Analyze work changes and delays.j)Understand and apply the basic concepts of PERT to prepare project schedule.k)Use computer software for preparing project schedules


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Topics CoveredTopics Covered

1) Introduction for management of engineering projects (3 hours).

2) Planning with bar chart (3 hours).

3) Critical path method using activity-on-arrow network and Time-

scaled network (6 hours).

4) Activity-on-node and precedence diagramming (3 hours).

5) Resource leveling and allocation (5 hours).

6) Time-cost trade-off (3 hours).

7) Contractual and organizational approaches (3 hours).

8) Cash flow analysis (3 hours)

9) Time and cost control (4 hours).

10) Engineering contracts (3 hours).

11) Analysis of work changes and delays (3 hours).

12) Program evaluation and review technique (3 hours).

1) Introduction for management of engineering projects (3 hours).

2) Planning with bar chart (3 hours).

3) Critical path method using activity-on-arrow network and Time-

scaled network (6 hours).

4) Activity-on-node and precedence diagramming (3 hours).

5) Resource leveling and allocation (5 hours).

6) Time-cost trade-off (3 hours).

7) Contractual and organizational approaches (3 hours).

8) Cash flow analysis (3 hours)

9) Time and cost control (4 hours).

10) Engineering contracts (3 hours).

11) Analysis of work changes and delays (3 hours).

12) Program evaluation and review technique (3 hours).


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Textbook(s) and/or Other Required MaterialTextbook(s) and/or Other Required Material

1) Moder, J.; Phillips, C. and Davis, E. (1983). Project Management with CPM, PERT and Precedence Diagramming, 3rd Edition, van Nostrand Reinhold.

2) Course lectures and solved examples are also found on the following website: http://faculty.ksu.edu.sa/HAElshakour/default.aspx

3) Eldosouky, A.I., Principles of construction Project Management, Tanta University, 2001. This book is found on the following website:http://faculty.ksu.edu.sa/adosouky/Pages/GE%20402.aspx

1) Moder, J.; Phillips, C. and Davis, E. (1983). Project Management with CPM, PERT and Precedence Diagramming, 3rd Edition, van Nostrand Reinhold.

2) Course lectures and solved examples are also found on the following website: http://faculty.ksu.edu.sa/HAElshakour/default.aspx

3) Eldosouky, A.I., Principles of construction Project Management, Tanta University, 2001. This book is found on the following website:http://faculty.ksu.edu.sa/adosouky/Pages/GE%20402.aspx


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Grade DistributionGrade Distribution

Mid-term exams 35%Lecture Quiz and Attendance 5%Tutorial 10%Final Exam 50%

Mid-term exams 35%Lecture Quiz and Attendance 5%Tutorial 10%Final Exam 50%


04/20/23 19:1219

dr. hany abd elshakour 11/21/2015 10:19 pm 1. dr. hany abd elshakour 11/21/2015 10:19 pm 2 ge 402...

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