project management - week 01

7/28/2019 Project Management - Week 01

1/23

1


2/23

2

Requirements on Course Participants

Acquiring knowledge is good, applying it is better!

Analytical and critical thinking, inquisitiveness, innovativeness,Common Sense

Holistic comprehension and in-depth understanding of the projectmanagement subject matter

Quizzes(basic understanding of project management)

Project Work(course participants are expected to show that they can apply

their knowledge of project management to a practical researchquestion)

Mid-Term and Final Examination(course participants are expected to demonstrate their ability toapply their project management knowledge to a real-life situation)

The essense of knowledge is having it to apply it (Confucius)


3/23

3

What is a Project? (1)

A project is a temporary endeavor undertaken to create aunique product, service, or result

A Guide to the Project Management Body of Knowledge, the ProjectManagement Institute, 3rd. Ed., 2004, p. 5

A project is a sequence of unique, complex and connectedactivities having one goal or purpose that must be

completed by a specific time, wthin budget and

according to specification

(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective Project

Management, John Wiley & Sons, 2002, p. 65)


4/23

4

What is a Project? (2)

A project is a complex, nonroutine, one-time effort limitedby time, budget, resources, and performance

specifications designed to meet customer needs

(Clifford F. Gray / Erik W. Larson, Project Management: The ManagerialProcess, 2. ed., p. 15)

Projects are ad hoc, resource-consuming activities used toimplement organizational strategies, achieve enterprisegoals and objectives, and contribute to the realization of

the enterprises mission

(David I. Cleland / Lewis R. Ireland, Project Management: Design andStrategic Implementation, 4th ed., p. 10)


5/23

5

Subprojects

Subprojects are smaller, more manageable components of larger,

more complex projects

Subprojects have their own goals and outputs (deliverables); thedeliverables together constitute the final deliverable

Subprojects are comprised of project team members and areheaded by subproject managers who, analogous to the projectmanager, should have good decision-making, communicationaland other requisite skills and be in a position to manage theimplementation of the subproject work effectively and efficiently

Subprojects have, analogous to the main project in which they areintegrated, their own scope, schedules, costs, human resourcesand risks


6/23

6

Programs

Programmes are resource-consuming combinations of

organizational resourceswhich have a common

purpose in supporting theenterprises objectivesand

goals and contributingtowards the realization of

its mission

A program is a group ofrelated projects managedin a coordinated way to

obtain benefits and controlnot available frommanaging them individually

Programs are often repetivein nature

Project A

A Capital Investment

Program may, for e.g. in-clude projects for upgradingequipment, training

personnel and acquiringlarge-scale funding

Project B

Project C

ProgramX


7/23

7

Processes

A process can be defined as a system of operations in thedesign, development and production of something, whereby

inherent in such a process is a series of actions, changes, oroperations that bring about an end result

According to the Project Management Institute, a process canalso be defined as a set of inter-related actions and

activities that are performed to achieve a prespecified set ofproducts, results, or

services


8/23

8

The Defining Characteristics of a Project

OBJECTIVE - All projects must have at least one prespecified

overall objective

LIFE SPAN - All projects have a beginning and an end point in time

COST - All projects incur a resource cost in terms of capital and

human resources etc.

SPECIFICATIONS - All projects must meet certain prespecified

performance requirements, for e. g. development of a new product

or service having a desired minimum quality standard level

UNIQUENESS - No two projects are completely alike. There will

always be at least one unique distinguishing feature, even if the

projects are identical in terms of their objective, time duration and

content


9/23

9

Project Categories

There are many kinds of project categories:

Compliance, Strategic and Operational Projects

Goods, Services and Organizational Processes

Small, Medium and Large-Scale Projects

Low, Medium and High-Risk Projects

Immediate, near and long-term ROI projects

Low, medium, high as well as mature / immature technology-

based projects Low, medium, high as well as no margin and loss-making

projects

Priority-based projects defined in terms of urgency of need forbusiness, customer and meeting market requirements

Size in terms of capital expenditures, duration, manpower

requirement, geographic span or a combination of these Deliverables-based in terms of products, services, product

improvements, maintenance, restoration, upgrades anddisposal and the field in which the projects are undertaken, forexample, law enforcement, crisis situations


10/23

10

Levels of Project Complexity: Some Examples

Simple Projects

Redesigning your sittingroom

Writing a research paper

Planting trees along yourroad

Organizing a disaster reliefcollection in yourneighbourhood

Organizing a paintingexhibition at your school oruniversity

Complex Projects

Construction of an atomicpower station

Erecting a dual-purpose (road,rail) bridge over a major river

Erecting a 120-story officetower in the downtown area

Organizing an internationalindustrial exhibition

Designing an ocean cruise linerand a supersonic commercialjetliner


11/23

11

Selected Factors Which Can Influence Big Projects

Nature of the Undertaking

Scope

Complexity

Time

Capital

Human Resources

Technology

Specialization and expertise

Information

Planning, Organization,Optimization

Priorities

Strategic Fit

Risk and uncertainty

Evaluation and controlling

Adaptibility

Cultural considerations

(especially in regard to

international projectundertakings)

Conflict potential, leadership

and motivation

Stakeholder interests


12/23

12

Projects in a Historical Perspective

Projects are presumably as old as mankind itself

Projects in antiquity and the medieval period tended, by and large, tobe architectural in nature. Selected examples of prominent projects

in the historical context:

The seven wonders of the ancient world

The gothic cathedrals of Europe The palaces, mosques and mausoleums of the Mughals, Safavids

and Ottomans

Temple complexes in India and South-East Asia and Central andSouth America

Castles, fortresses, military campaigns

With the rapid advancement in technology, knowledge, specialization,

resource availability and managerial capabilities projects havebecome much more complex and diverse


13/23

13

Major Project Categories

Transport Infrastructure (road, rail and canal systems,bridges, air- and seaports)

Water and Electricity (irrigation Systems and dams,hydroelectric, nuclear andthermal power generationplants)

Industrial (large factory complexes)

Architectural (high-rise buildings andskyscrapers)

Military (tanks, fighter aircraft, battleships,submarines, military campaigns)

Health (finding cures for ailments anddiseases)

Education (building universities and schools)


14/23

14

Examples of Major Projects in the Recent Past

Transport Infrastructure (Panama and Suez Canals,the Anglo-French channel

tunnel)

Water and Electricity (Three-Gorges River Projectin China, Aswan Dam inEgypt)

Industrial (Large factory complexes)

Architectural (The Empire State Buildingand World Trade Centers inNew York City)

Military The Manhattan Project

Health (Yellow Fever, Eradication ofSmall Pox)

Education (Big universities)


15/23

15

Examples of Mega-Projects Undertaken or Planned in Pakistan

Tarbela and Mangla dams

Kalabagh dam (?)

Indus River basin irrigationprojects

Karakorum Highway

Islamabad LahoreMotorway

Jinnah International Airportat Karachi

Kot Addu power generationplant

Karachi Nuclear Power Plant

Karachi Steel Mill

Saindak copper mine

Port Qasim

Shah Faisal Mosque


16/23

16

Background Information on Project Management

Project Management is a comparatively recent addition to

management science

Management, in some manifestation or the other, has beenexcercised in the planning and execution of complex projectundertakings for thousands of years

Project Management arose out of the need to effectively andefficiently manage complex defence-related projects for whichconventional managerial techniques were not sufficiently adequate

Project Management tools and techniques were first systematically

applied by large-scale, complex projects by the United StatesDepartment of Defence and in the aerospace industry


17/23

17

What is Project Management (?)

Project Management is a method and a set oftechniques based on the accepted principles ofmanagement used for planning, estimating and

controlling work activities to reach a desired

end result on time within budget andaccording to specification

Robert K. Wysocki / Robert Beck Jr. / David B.Crane, Effective Project Management, 2. ed., John

Wiley & Sons, 2002, p. 79


18/23

18

What is Project Management (?)

Project management is the planning, organizing,

directing, and controlling of companyresources for a relatively short-term objectivethat has been established to complete specific

goals and objectives. Furthermore, projectmanagement utilizes the systems approach to

management by having functional personnel(the vertical hierarchy) assigned to a specific

project (the horizontal hierarchy)

Harold Kerzner, Project Management: A SystemsApproach to Planing, Scheduling and Controlling,John Wiley & Sons, Inc., New York et. al., 7. ed,

2001, p. 4


19/23

19

Phases of Project Management

Defining

PROJECT

X

Planning

Executing

Controlling

Closing


20/23

20

The Functions of Project Management

Project

Resources

Control

Who judges results and by what standards?

Planning

What are we aimingfor and why?

Organizing

Whats involved and

why?

Directing

Who decides whatand when?

Motivation

What brings out the

best in people?

David I. Cleland / Lewis R. Ireland, Project Management: Strategic Design and Implementation, 4th ed., p. 42.


21/23

21

A Typical Project Life-Cycle

Phase 1: Conceptual Phase 2: Planning Phase 3: Execution Phase 3: Termination

DollarsofManhours(levelofEffort)

Identify Need

Establish Feasibility

Identify Alternatives Prepare Proposal

Develop Basic

Budget and Schedule

Identify Project Team

Implement Schedule

Conduct Studies and

analyses Design System

Build/test prototypes

Analyze results

Obtain approval for

production

Procure Materials

Build/ test tooling

Develop support

requirements

Procure System

Verify Performance

Modify as required

Train functional

personnel

Transfer materials

Transfer

responsibility

Release resources

Reassign project

team members

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 50.


22/23

22

Managerial Actions in the Project Life-Cycle Phases

Planning Phase

Define the project

organization

Define the project

targets

Prepare the schedule

for the execution

Phase

Define and allocatetasks and resources

Build the project team

Conceptual Phase

Determine that a

project is needed

Establish goals

Estimate the resources

that the organization

is willing to commit

Sell the organization

on the need for aproject approach

Make key personnel

appointments

Execution Phase

Perform the work

of the project

(i.e. design, con-

struction, production,

Site activation,testing, delivery etc.)

Termination Phase

Assist in transfer of

Project product

Transfer human and

non-human resourcesto other organizations

Transfer or complete

Committments

Terminate project

Reward personnel


23/23

23

Project Resource Requirements Over Time

LevelofResou

rcerequired

Conceptual Definition Production Operational Divestment

Time

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 51.

project management - week 01

Documents