01-Introduction to Project Management.ppt

mangement

1. In the name of Allah the Most Gracious the
Most Merciful
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2. 1-2
Project Management in Project Management in
EngineeringEngineering
MGT-320MGT-320

3. LEARNING OUTCOMESLEARNING OUTCOMES
1-3

4. GRADING CRITERIAGRADING CRITERIA
a)Quizzes20%
b)Assignment/CEP/PBL10%
c)Mid Sem. Exam30%
d)Final Exam40%
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5. What is a Project?What is a Project?
A Project is a temporary endeavor to create
a unique product, service or result.
A project is a sequence of unique, complex
and connected activities having one goal or
purpose that must be completed by a
specific time, within budget and according to
specification.
A project is a complex, nonroutine, one-
time effort limited by time, budget,
resources, and performance specifications
designed to meet customer needs.

6. What is a Project? (Characteristics)What is a Project? (Characteristics)
Temporary with a definite beginning and an
end (a definite starting and a finishing date)
Creates a unique product, service or result
Executed for a purpose
Has interrelated activities
Consume human and non human resources
(i.e., money, people & equipment)
There will always be a level of uncertainty
associated with a project (Risk)

7. Typical Examples of ProjectsTypical Examples of Projects
Developing a new or modified information
system
Constructing a building or infrastructure
Implementing a new business process or
procedure

8. PROJECT Vs OPERATIONPROJECT Vs OPERATION
PROJECT
Take place outside the
process world
Unique and separate from
normal organization work
OPERATION/PROCESS
Ongoing, day-to-day activities
Use existing systems,
properties, and capabilities
A set of interrelated actions and activities that are performed to
achieve a prespecified set of products, results, or services
„Guide to the Project Management – Body of Knowledge,
the Project Management Institute, 4th . Ed., 2010“
Routine, Repetitive Work:
Examples
1.Taking class notes
2.Responding to a supply-chain
request
3.Routine manufacture of an Apple
iPod
Projects: Examples
1.Writing a term paper
2.Developing a supply-chain
information system
3.Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and stores 10,000
songs

9. 9
Project Management Life Cycle

10. 10
Project Management Life Cycle/
Process Groups

11. Characteristics of the Project Characteristics of the Project
LifecycleLifecycle
Generic Life CycleGeneric Life Cycle
Cost and staffing levels are low in the start which increase as the work is carried out and reduces as the project draws to a close

12. Stakeholder influences, risk and uncertainty are maximum at the start of the project which
decreases over the life of the project
Ability to influence the final characteristics of the project’s product, without significantly impacting
cost, is highest at the start of the project and decreases as the project progresses towards
completion. Figure 2-2 illustrates the idea that the cost of changes and correcting errors typically
increases substantially as the project approaches completion.
Characteristics of the Project Characteristics of the Project
LifecycleLifecycle
Generic Life CycleGeneric Life Cycle

13. Project StakeholdersProject Stakeholders
Project stakeholders are individuals or organizations
(e.g., customers, sponsors, performing organization or
public) who are actively involved in the project, or
whose interests maybe positively or negatively affected
as a result of project execution or successful project
completion.
The project management team must identify the project
stakeholders, determine what their needs and
expectations are, and then manage and influence those
expectations to ensure a successful project.

14. Examples of Project StakeholdersExamples of Project Stakeholders
Project Manager
◦The person who is responsible for the project
assigned by the performing organization to achieve
project objectives
Customers/users
◦The persons or organizations that will use the
projects product, service or result
Sponsor
◦Sponsor is the person or group that provides the
financial resources, in cash or in kind, for the project

15. Examples of Project StakeholdersExamples of Project Stakeholders
Project Team
◦The people who are involved on the project to
realize a service, product or result
Sellers
◦Sellers, also referred to as vendors, suppliers, or
contractors enter in to a contractual agreement to
provide services to the project

16. Project (Primary, Internal) StakeholdersProject (Primary, Internal) Stakeholders
Primary Stakeholders
Senior Management
Functional &
Resource Managers
Corporate Shareholders
Project Sponsor
Project Manager
Project Team
Project Mgt. Office
Project Input Suppliers
& Vendors (ext.)
Project Customers
& Output Users
Project Financers (ext.)
Project Consultants
Local, State and Federal
Government Entities
Chief Project Officer /
Program Manager
Project Contractors &
Subcontractors
Project Partners
General Manager
A project’s primary / internal
Stakeholders are internal to
the project-implementing
entity. They are bound
through contractual and
legal commitments.
Managing all these stakehol-
ders Is challenging but “rou-
tine” for the project manager
and project team.

17. Secondary / External Stake-
holders can be numerous
and unpredictable.
Managing these stake-
holders can be especially
complex and challenging for
the project manager and
project team.
Project (Secondary, External) StakeholdersProject (Secondary, External) Stakeholders
Consumer Inter. Groups
Academia and Researchers
Competitors Tourists
Private Individuals and
Local Communities
Civic Organizations
Religious Organizations The General Public
Local, State and Federal
Government Entities
Political Organizations
Professional Organizations The Media
Environmentalists Groups
Secondary Stakeholders
Countries, Country Groupings
World Community

18. What is Project Management?What is Project Management?
Project Management is the application of
knowledge, skills, tools and techniques to
project activities to meet project
requirements.
A method and a set of techniques based on
the accepted principles of management used
for planning, estimating and controlling work
activities to reach a desired end result on
time – within budget and according to
specification.

19. What is Project Management?What is Project Management?
The art and science of coordinating people,
equipment, materials, money, and schedule
to complete a specified project on time and
within approved cost.
Project management is the planning,
organizing, directing, and controlling of
company resources (men, material,
machinery and money) for a relatively short-
term objective that has been established to
complete specific goals and objectives.

20. What is Project Management?What is Project Management?
Managing a project typically includes:
◦Identifying requirements,
◦Addressing the various needs, concerns, and
expectations of the stakeholders as the project is
planned and carried out,
◦Balancing the competing project constraints including,
but not limited to:
Scope,
Quality,
Schedule,
Budget,
Resources, and
Risk.

21. What is Project Management?What is Project Management?
There are essentially Ten Knowledge Areas:
◦Project Integration Management
◦Project Scope Management
◦Project Time Management
◦Project Cost Management
◦Project Quality Management
◦Project Human Resource Management
◦Project Communications Management
◦Project Risk Management
◦Project Procurement Management
◦Project Stakeholder Management

22. The Triple Constraint of Project The Triple Constraint of Project
ManagementManagement
Also called the Project management
triangle.
Scope: represents the work to be
accomplished, both the “Quantity” and
the “Quality”
Budget (Cost): It is the amount /
quantum of work measured in units of
currency (rupees) or labor-hours of
work.
Schedule (Time): Logical sequencing
and timing of the work to be performed.
Manage the Triple Constraints
Scope
(Performance)
Cost
(Budget)
Time
(Schedule)
Quality
Like any human undertaking, projects need to be performed and
delivered under certain constraints. Traditionally, these constraints
have been listed as "scope," "time," and "cost“

23. Defining a Successful ProjectDefining a Successful Project
Completion of a Project within the constraints of
time, cost and scope
Project success is defined as project completion:
◦Within the allocated time period
◦Within the budgeted cost
◦At the proper performance or specification level
◦With acceptance by the customer/user
◦When you can use the customers name as a reference
◦With minimum or mutually agreed upon scope changes
◦Without disturbing the main workflow of the organization
◦Without changing the corporate culture

24. Advantages of Using Formal Project Advantages of Using Formal Project
ManagementManagement
Better control of financial, physical, and human
resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale

25. The Role of a Project Manager & The Role of a Project Manager &
Functions of Project ManagementFunctions of Project Management
The Project Manager is the person assigned by the
organization to achieve the required project
objectives.
The role of a project manager is to lead the project
team to ensure a quality project within time, budget,
and scope constraints. A project is a single, non-
repetitive enterprise and because each project is
unique, its outcome can never be predicted with
absolute confidence. A project manger must achieve
the end results despite all the risks and problems that
are encountered. The project manager must perform
the five basic functions of management: planning,
organizing, staffing, directing, and controlling.
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26. 1- Project Manager Role in Planning1- Project Manager Role in Planning
Develop planning focused on the work to be
performed.
Establish project objectives and performance
requirements early so everyone involved knows
what is required.
Involve all discipline managers and key staff
members in the process of planning and
estimating.
Establish clear and well-defined milestones in the
project so all concerned will know what is to be
accomplished , and when it is to be completed.
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27. 1- Project Manager’s Role in Planning1- Project Manager’s Role in Planning
Build contingencies into the plan to provide a reserve
in the schedule for unforeseen future problems.
Avoid reprogramming or re-planning the project unless
absolutely necessary.
Prepare formal agreements with appropriate parties
whenever there is a change in the project and establish
methods to control changes.
Communicate the project plan to clearly define
individual responsibilities, schedules, and budgets.
Remember that the best-prepared plans are worthless
unless they are implemented.
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28. 2-Project Manager’s Role in 2-Project Manager’s Role in
OrganizingOrganizing
Organize the project around the work to be
accomplished.
Develop a work breakdown structure that divides
the project into definable and measurable units of
a work.
Establish a project organization chart for each
project to show who does what.
Define clearly the authority and responsibility for
all project team members.
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29. 3- Project Manager’s Role in Staffing3- Project Manager’s Role in Staffing
Define clearly the work to be performed, and
work with appropriate department managers in
selecting team members.
Provide an effective orientation (project goals and
objectives) for team members at the beginning of
the project.
Explain clearly to team members what is
expected of them and how their work fits into
the total project.
Solicit each team member’s input to clearly define
and agree upon scope, budget, and schedule.
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30. 4- Project Manager’s Role in Directing4- Project Manager’s Role in Directing
Serve as an effective leader in coordinating all important
aspects of the project.
Show interest and enthusiasm in the project with a “can
do” attitude.
Be available to the project staff, get problems out in the
open, and work out problems in a cooperative manner
Analyze and investigate problems early so solutions can be
found at the earliest possible date.
Obtain the resources needed by the project team to
accomplish their work to complete the project
Recognize the importance of team members, compliment
them for good work, guide them in correcting mistakes,
and build an effective team.
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31. 5- Project Manager’s Role in Controlling5- Project Manager’s Role in Controlling
Maintain a record of planned and actual work
accomplished to measure project performance
Maintain a current milestone chart that displays
planned and achieved milestones
Maintain a monthly project cost chart which
displays planned expenditures and actual
expenditures
Keep records of meetings, telephone
conversations, and agreements
Keep everyone informed, ensuring that no one gets
any “surprises”, and have solutions or proposed
solutions to problems.
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32. Goals & ObjectivesGoals & Objectives
Goals are high level statements that provide overall
context for what the project is trying to achieve
◦"increase the overall satisfaction levels for clients calling to the
company helpdesk with support needs".
Objectives are lower level statements that describe the
specific, tangible products and deliverables that the
project will deliver. A well-worded objective will
be Specific, Measurable, Attainable/Achievable, Realistic
and Time-bound (SMART). 
◦ "upgrade the helpdesk telephone system by December 31 to achieve
average client wait times of no more than two minutes"