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1. Project Management Dr. Sharoon Saleem

2. Course details Assessment Criteria: Assignments Quizzes Class Activities Mid Exam End Exam Project

3. Course Learning Objectives Explain the project management, its organizational context and the various activities involved. Apply project management skills in different situations/contexts of varying complexities. Create detailed project plans to effectively manage engineering projects, including scope, schedule, cost estimates, and resource allocation.

4. Project Management: Achieving Competitive Advantage Fifth Edition Chapter 1 Introduction: Why Project Management? Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved

5. P M B o K Core Concepts Project Management Body of Knowledge (P M B o K) covered in this chapter includes: Definition of a Project (P M B o K 1.2) Definition of Project Management (P M B o K 1.3) Relationship to Other Management Disciplines (P M B o K 1.4) Project Phases and the Project Life Cycle (P M B o K 2.1)

6. What Is a Project? Projects are complex, one-time processes. Projects are limited by budget, schedule, and resources. Projects are developed to resolve a clear goal or set of goals . Projects are customer-focused . A project is a temporary endeavor undertaken to create a unique product, service, or result.

7. General Project Characteristics (1 of 2) Projects are ad hoc(as er need) endeavors with a clear life cycle. Projects are building blocks in the design and execution of organizational strategies. Projects are responsible for the newest and most improved products , services , and organizational processes . Projects provide a strategy for the management of change . Project management entails crossing functional and organizational boundaries. ( Involving people or teams from different departments, skills, or areas of expertise working together toward a common goal)

8. General Project Characteristics (2 of 2) Traditional management functions of planning, organizing, motivation, directing, and controlling apply to project management. Principal outcomes of a project are the satisfaction of customer requirements within the constraints of technical, cost, and schedule objectives. Projects are terminated upon successful completion of performance objectives .

9. Process and Project Management Table 1.1 Differences Between Process and Project Management Process Project Repeat process or product New process or product Several objectives One objective Ongoing One-shot-limited life People are homogenous More heterogeneous Well-established systems Integrated system efforts Greater certainty Greater uncertainty Part of line organization Outside of line organization Established practices Violates established practice Supports status quo Upsets status quo

10. Project Success Rates Software and hardware projects fail at a 65% rate. Over half of all I T projects become runaways . Only 30% of technology-based projects and programs are a success. Ten major government contracts have over $16 billion in cost overruns and are a combined 38 years behind schedule . One out of six I T projects has an average cost overrun of 200% and a schedule overrun of 70% . More than one-third of the $110 billion in costs spent on the post-war reconstruction projects in Afghanistan was lost due to fraud, waste, and abuse.

11. Why Are Projects Important? Shortened product life cycles Narrow product launch windows Increasingly complex and technical products Emergence of global markets An economic period marked by low inflation

12. Shortened product life cycles – Products become outdated quickly, requiring new projects to stay competitive. Narrow product launch windows – Projects must deliver on time to take advantage of limited market opportunities. Increasingly complex and technical products – Projects manage advanced designs that need specialized planning and execution. Emergence of global markets – Projects help companies compete and collaborate across international boundaries. An economic period marked by low inflation – When the economy is in a low inflation period , companies cannot simply raise product prices to make more profit (because customers won’t accept higher prices). Why Are Projects Important?

13. Figure 1.4 Project Life Cycle Stages

14. Project Life Cycle Detail: Four phases: Conceptualization (idea, feasibility, stakeholders) Planning (detailed plans, budget, schedule) Execution (actual work is done) Termination (handover, closure) Example: Building a bridge starts with idea approval (concept), then blueprint & budget (planning), actual construction (execution), and finally handing it over to the city (termination).

15. Project Life Cycles A project life cycle refers to the stages in a project ’ s development and are divided into four distinct phases: Conceptualization —development of the initial goal and technical specifications of the project. Key stakeholders are identified and signed on at this phase. Planning — all detailed specifications, schedules, schematics, and plans are developed. Execution — the actual “ work ” of the project is performed. Termination — project is transferred to the customer, resources reassigned, project is closed out.

16. Change During Project Life Cycle

17. Figure 1.5 Project Life Cycles and Their Effects

18. Quadruple Constraint of Project Success Figure 1.7 The New Quadruple Constraint

19. Figure 1.8 Four Dimensions of Project Success Importance An additional approach to project assessment argues that another factor must always be taken into consideration: the promise that the delivered product can generate future opportunities, whether commercial or technical, for the organization. Project efficiency: Meeting budget and schedule expectations. Impact on customer: Meeting technical specifications, addressing customer needs, and creating a project that satisfies the client’s needs. Business success: Determining whether the project achieved significant commercial success. Preparing for the future: Determining whether the project opened new markets or new product lines or helped to develop new technology.

20. Preparing for the Future (New Market Example) This means a project should not only succeed today but also create opportunities for tomorrow , such as opening new markets, products, or technologies . Example 1 – Mobile Industry: Apple’s launch of the first iPhone (2007) was not just a product success, it opened an entirely new market for smartphones and mobile apps. That project prepared Apple for future dominance in the smartphone industry. Example 2 – Electric Cars (Tesla): Tesla’s early electric vehicle projects created a new EV market , encouraging governments and other automakers to invest in charging networks, EV tech, and renewable integration. Example 3 – Food Delivery Apps: A local restaurant chain creates a food delivery app . At first, it only serves existing customers, but later, the app expands citywide and becomes a platform for many restaurants. The project opened a new digital food delivery market .

21. Preparing for the Future (New Market Example) ALI EXPRESS- Full Report from Development till deployment How new markets were captured

22. Figure 1.8 Four Dimensions of Project Success Importance

23. Table 1.2 Understanding Success Criteria Iron Triangle Information System Benefits (Organization) Benefits (Stakeholders) Cost Maintainability Improved efficiency Satisfied users Quality Reliability Improved effectiveness Social and environmental impact Time Validity Increased profits Personal development Blank Information quality Strategic goals Professional learning, contractors’ profits Blank Use Organization learning Capital suppliers, content Blank Blank Project team, economic impact to surrounding community

24. Six Criteria for IT Project Success System Quality Information Quality Use User Satisfaction Individual Impact Organizational Impact

25. Hospitals Management and EMR Systems Implementation of Health Management System Implementation of Electronic Medical Record How 6 Criterias Effect it

26. Six Criteria for IT Project Success System quality The project team supplying the system must be able to assure the client that the implemented system will perform as intended. All systems should satisfy certain criteria: They should, for example , be easy to use, and they should supply quality information.

27. Six Criteria for IT Project Success Information quality The information generated by the implemented IT must be the information required by users and be of sufficient quality that it is “actionable”: In other words, generated information should not require additional efforts to sift or sort the data. System users can perceive quality in the information they generate.

28. Six Criteria for IT Project Success Use Once installed, the IT system must be used. Obviously, the reason for any IT system is its usefulness as a problem-solving, decision-aiding, and networking mechanism. The criterion of “use” assesses the actual utility of a system by determining the degree to which, once implemented, it is used by the customer.

29. Six Criteria for IT Project Success User satisfaction Once the IT system is complete, the project team must determine user satisfaction. One of the thorniest issues in assessing IT project success has to do with making an accurate determination of user satisfaction with the system. Yet, because the user is the client and is ultimately the arbiter of whether or not the project was effective, it is vital that we attain some measure of the client’s satisfaction with the system and its output.

30. Six Criteria for IT Project Success Individual impact All systems should be easy to use and should supply quality information. But beyond satisfying these needs, is there a specific criterion for determining the usefulness of a system to the client who commissioned it? Is decision making faster or more accurate? Is information more retrievable, more affordable, or more easily assimilated? In short, does the system benefit users in the ways that are most important to those users?

31. Six Criteria for IT Project Success Organizational impact Finally, the supplier of the system must be able to determine whether it has a positive impact throughout the client organization. Is there, for example, a collective or synergistic effect on the client corporation? Is there a sense of good feeling? Or are there financial or operational metrics that demonstrate the effectiveness or quality of the system?

32. Project Management Maturity Project management maturity (P M M) models are used to allow organizations to benchmark the best practices of successful project management firms. Benchmarking is the practice of systematically managing the process improvements of project delivery by a single organization of a period of time.

33. Figure 1.9 Spider Web Diagram for Measuring Project Maturity

34. Figure 1.10 Spider Web Diagram with Embedded Organizational Evaluation

35. Figure 1.11 Project Management Maturity—A Generic Model

36. Developing Project Management Maturity P M M models Center for Business Practices Kerzner’s Project Management Maturity Model E S I International’s Project Framework S E I’s Capability Maturity Model Integration

37. Center for Business Practices P M M Level 1: Initial Phase Level 2: Structure, Process, and Standards Level 3: Institutionalized Project Management Level 4: Managed Level 5: Optimizing

38. This is one of the well-known models. It defines five levels of maturity : Level 1 – Initial Phase Projects are run in an ad-hoc way, without consistency or standards. Level 2 – Structure, Process, and Standards Some common processes and templates are introduced to bring order. Level 3 – Institutionalized Project Management Project management becomes a standard practice across the organization. Level 4 – Managed Projects are measured and controlled with proper metrics (time, cost, scope). Level 5 – Optimizing Continuous improvement is applied; lessons learned are used to refine practices

39. Kerzner’s P M M Model Level 1: Common Language Level 2: Common Processes Level 3: Singular Methodology Level 4: Benchmarking Level 5: Continuous Improvement

40. Level 1 – Common Language Everyone in the organization understands the basic project management terminology. No formal processes yet, but people can at least communicate in a consistent way about projects. Level 2 – Common Processes Standard processes are developed and shared across projects. Teams start following common procedures instead of doing things differently in each project. Level 3 – Singular Methodology One unified project management methodology is adopted organization-wide. Reduces confusion and ensures consistency in managing projects. Level 4 – Benchmarking The organization compares its project management practices with industry standards and other companies . This helps identify gaps and areas for improvement. Level 5 – Continuous Improvement The organization actively learns from past projects. Uses lessons learned, new tools, and innovation to keep improving project performance .

41. E S I International’s Project Framework Level 1: Ad Hoc Level 2: Consistent Level 3: Integrated Level 4: Comprehensive Level 5: Optimizing

42. S E I ’ s Capability Maturity Model Integration Level 1: Initial Level 2: Managed Level 3: Defined Level 4: Quantitative Management Level 5: Optimizing

43. Project Management Employability Skills Communication Critical Thinking Collaboration Knowledge Application and Analysis Business Ethics and Social Responsibility Information Technology Application and Computing Skills Data Literacy

44. Communication – Clearly sharing ideas, goals, and updates with stakeholders. Critical Thinking – Analyzing problems logically to make sound decisions. Collaboration – Working effectively with teams to achieve project success. Knowledge Application and Analysis – Using theory and data to solve real project challenges. Business Ethics and Social Responsibility – Acting fairly, honestly, and considering societal impacts. Information Technology Application and Computing Skills – Using digital tools and software to manage projects. Data Literacy – Interpreting and applying data insights to guide project decisions.

45. 1. CommunicationThe ability to clearly exchange information, ideas, and feedback with team members, clients, and stakeholders using verbal, written, and digital channels.Example : Giving project updates in meetings or writing concise status reports. 2. Critical ThinkingThe skill to analyze situations logically, evaluate options, and make sound decisions to solve complex problems.Example : Weighing risks and benefits before selecting a project management tool. 3. CollaborationWorking effectively with others across different roles, departments, or cultures to achieve common project goals.Example : Engineers, marketers, and finance staff working together on a product launch. 4. Knowledge Application and AnalysisApplying theoretical knowledge to real-life scenarios and analyzing data or outcomes to make project decisions.Example : Using earned value analysis to check if a project is on budget and schedule..

46. 5. Business Ethics and Social ResponsibilityEnsuring professional conduct, fairness, and responsibility toward society and the environment in project decisions.Example : Choosing eco-friendly materials in construction projects .6. Information Technology Application and Computing SkillsUsing digital tools, software, and computing techniques to plan, monitor, and control projects.Example : Using MS Project, Trello, or Jira to track tasks and deadlines. 7. Data LiteracyThe ability to read, interpret, and use data to make informed project decisions.Example : Analyzing survey data to adjust project strategies based on stakeholder feedback

47. Project Manager Responsibilities Selecting a team Developing project objectives and a plan for execution Performing risk management activities Cost estimating and budgeting Scheduling Managing resources

48. Summary (1 of 2) Understand why project management is becoming such a powerful and popular practice in business. Recognize the basic properties of projects, including their definition. Understand why effective project management is such a challenge. Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project.

49. Summary (2 of 2) Understand the concept of project “ success, ” including various definitions of success, as well as the alternative models of success. Understand the purpose of project management maturity models and the process of benchmarking in organizations. Recognize how mastery of the discipline of project management enhances critical employability skills for university graduates.

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