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Introduction

Text book Code of conduct

Class discipline

Course outline Class activity

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Project ManagementA Managerial Approach (th!dition"

by

Jack R. Meredith & Samuel J. Mantel, Jr.Available at: Stationary shop at XC block Bahria University,

MR OLD BOOKS shops in sla!aba" an"

Bahria University Library#

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Project Management

#ahid Majeed

Assistant Professor

$ahria %niversity &ahidpn'gmailcom

Ph ) !xt *+, cell ,*,,-*.-/0-

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Chapter +

Introduction

The 1orld of ProjectsZahid

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2ecture Plan The structure of this text book

1hat is a Project3

Introduction 1hy Project Mgmt3

4ro5th of Project Mgmt

Project Management in Pakistan

PMP Certification

Assignment 6+Zahid

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The 7tructure of this Text Follows the project life cycle

Some topics stand-alone

Other topics incorporated throughout

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Part I8 Project InitiationIntroduction, The World of Projects

Strategic !anagement and Project Selection

The Project !anager "egotiation and the !anagement of #onflict

The Project in the Organi$ational Structure

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Part II8 Project Planning Project %cti&ity Planning

'udgeting and #ost (stimation

Scheduling

)esource %llocation

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Part III8 Project !xecution !onitoring and Information Systems

Project #ontrol

Project %uditing

Project Termination

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19AT I7 A P:;

solution* J M Juran

Pro+lem- The gap +w where you are

where u want to +e, with an o+stacle that

pre&ents easy mo&ement to close the gap*

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Additional =efinitions % project is a uni.ue &enture with a +eginningand an end, conducted +y people to meet

esta+lished goals within parameters of cost,schedule and .ualityperformance*

Buchanan & Boddy 92

Projects are goal-oriented, in&ol&e the

coordinated underta/ing of interrelated

acti&ities, are of finite duration, accomplished

within allocated +udget and are uni.ue to a

degree* Zahid

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Project vs Process 1orkProject

Take place outside the

process world

Unique and separatefrom normal

organization work

Continually evolving

Process

Ongoing, day-to-day

activities

Use eisting systems,properties, and

capa!ilities

Typically repetitive

A project is a temporary endeavor undertaken to

create a unique product or service.

PMBoK 2000

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Introduction !uch of project management de&eloped +y the military "a&y0s Polaris program "%S%0s space program

Strategic defense initiati&e Split the atom

Project management has found wide acceptance inindustry

(1amples of projects #hannel +etween (ngland and France

Introduce Windows 2ista

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IntroductionContinued

!ain forces in dri&ing the acceptance ofproject and other forms of management34* The e1ponential growth of human /nowledge

5* The growing demand for a +road range ofcomple1 goods and ser&ices

6* Increased worldwide competition %ll of these contri+ute to the need for

organi$ations to do more and to do it faster Project management is one way to do more

faster

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!xamples of Major Projects %ndertaken or

Planned in Pakistan 7Tar+ela and !angla dams 78ala+agh dam 9:;

7Indus )i&er +asin irrigation projects

78ara/orum ahore !otorway

7?innah International %irport at 8arachi

78ot %ddu power generation plant

78arachi "uclear Power Plant

78arachi Steel !ill 7Sainda/ copper mine

7Port @asim

7Shah Faisal !os.ue

7Shau/at 8hanum #ancer

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Common !xamples of Major Projects

!nergy On-and off-shore oil and gas refineries, mineral oil

storage containers, national and transnational oil and gas

pipelines, hydro-, thermal and nuclear power stations and

power transmission infrastructure* 1ater :esources Irrigation projects, dams, flood protection

systems, desalination plants

Transport Infrastructure )oad, rail and canal networ/s,

+ridges, air-, ri&er-and seaports Public 1orks Sewage and sanitation, ur+an regeneration

schemes

Architecture

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Projects Tend to be 2arge Projects tend to +e large

The #hannel Tunnel, or #hunnel Aen&er International %irport Panama #anal e1pansion project Three Borges Aam, #hina

Projects are getting larger o&er time

Flying3 +alloons

planes

jets

roc/ets

reusa+le roc/ets The more we can do, the more we try to do

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Project Management Also 4etting 7maller4* !ore people are seeing the ad&antages

of project management techni.ues

5* The tools are +ecome cheaper

6* The techni.ues are +ecoming more

widely taught and written a+out

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Main 4oals of Project Management

4* Time

5* #ost

6* Performance

. Time, cost, and performance are all related ona project

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=irect Project 4oals8 Performance> Cost> Time

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Project Management Institute (PMI"

The Project !anagement Institute is the majorproject management organi$ation

Founded in 4CDC Brew from E,GG mem+ers in 4CCG to o&er 5DG,GGG

in 5GGE TheProject Management JournalandPM Network

are the leading project management journals

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figHG4HG5

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Project Manager

Project manager is the /ey indi&idual on

a project

Project manager is li/e a mini-#(O While project manager always has

responsi+ility, may not ha&e necessary

authority

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Trends in Project Management

%chie&ing strategic goals

%chie&ing routine goals

Impro&ing project effecti&eness 2irtual projects

@uasi-projects

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:ecent Changes in Managing ;rgani&ations

4* #onsensual management

5* Systems approach

6* Projects as preferred way to accomplish

goals

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The =efinition of a ?Project@

!odern project management +egan with the!anhattan Project

In the early days, project management was used

mainly for &ery comple1 projects %s the tools +ecame +etter understood, they +egan to

tric/le down to smaller projects It has also mo&ed out of just manufacturing to

ser&ices

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Major Characteristics of a Project

Importance

Performance

>ife cycle with a finite due date Interdependencies

ni.ueness

)esources

#onflict

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1hy Project Management3

The main purpose for initiating a project is to

accomplish some goal

Project management increases the li/elihood of

accomplishing that goal

Project management gi&es us someone 9the project

manager; to spearhead the project and to hold

accounta+le for its completion

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egative 7ide to Project Management

Breater organi$ational comple1ity

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Project 2ife Cycles

#onceptuali$ation - the de&elopment of the initial

goal and technical specifications*

Planning = all detailed specifications, schedules,

schematics, and plans are de&eloped

(1ecution = the actual wor/ of the project is

performed

Termination= project is transferred to the customer,resources reassigned, project is closed out*

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Time =istribution of Project !ffort

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Project 2ife Cycles"an #ours

Conceptualization $lanning %ecution Termination

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Project 2ife Cycles and Their !ffects

Conceptualization $lanning %ecution Termination

Uncertainty

Client &nterest

$ro'ect (take

Creativity

)esources

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Managerial Actions

in the Project 2ife6Cycle Phases

Conceptual Phase Aetermine that a project is needed

(sta+lish goals

(stimate the resources that the organi$ation is willing to commit

JSell the organi$ation on the need for a project approach !a/e /ey personnel %ppointments

Planning Phase Aefine the project organi$ation

Aefine the project targets

Prepare the schedule for the e1ecution Phase

Aefine and allocate tas/s and resources

'uild the project team

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The Project 2ife Cycle

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Another Possible Project 2ife Cycle

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:isk =uring at the 7tart of the 2ife Cycle

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:isk =uring the 2ife Cycle

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P:;< M4MT I PABI7TA

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Proj Mgmt in Pakistan )ole of Planning #ommission

Plans, Programmes and Projects

Types of Plans, Pgms and Proj Idea generation and selection =

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P:;< M4MT6 1A D;:1A:=

Feasi+ility studies Pilot Proj

Formulation

%ppraisal %ppro&al

Implementation

(&aluation Termination

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D!A7I$I2IT 7T%=I!7 E PI2;T P:;

le&els of the go&ernment, a feasi+ility or pre-feasi+ility study 9A

formal survey to determine worthiness of the roosed roject; is ordered

depending upon the si$e of the Plan or Programme to +eunderta/en* The Feasi+ility Studies report +ac/ the following3

The si$e and nature of the demand

%&aila+le alternati&es with costs

%&aila+ility of needed manpower

#osts estimates

Financial outlay with +enefits

!ajor constraints 9Technological social administrati&e;

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'ased on the feasi+ility study, the Proj formulation

ta/es place +y filling up P#-4* ac/ of data places

immense +urden on the Proj !anager to unearth

rele&ant data and endea&or to pro&e to his +osses of

the correctness of the Proj*

P:;< D;:M%2ATI;

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P:;< APP:AI7A2

It is a comple1 jo+ to +e done +y professionals* The purpose of the

appraisal 9P#-4; is to facilitate the decision regarding the appro&al of a

plan for implementation particularly the in&estment decisions* The

appraisal includes among others3

"ecessary modifications to original ideas to ma/e them loo/ attracti&e to

foreign donors

%dministrati&e, managerial and technical capa+ility of the Org*

Proj costs 9#apital, Operational, !aintenance, )ecurring, (sta+lishment

e1penditures, etc;

Schedule of Wor/

Financial phasing

)e&iew of the Proj for reasons of O+jecti&es, #osts, and Time

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P:;

The most lethargic and at times most speedier

action consists of admin %ppro&al and

Financial %ppro&al* !ost of the good Projectsne&er see the day light due a+sence of

financial appro&al* %t times Projects are

started on the wrong demise that finances

would +e made a&aila+le in due course* In

fact, they ne&er +ecome a&aila+le*

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IMP2!M!TATI;

The Projects are implemented +y a specially

selected team designated as Proj Team that

wor/s under the guidance of Proj !gr*

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% specially designated team chosen and

authori$ed +y the higher organi$ation usually

inspects and e&aluates the Proj as per Proj%ppraisal criteria* This may happen on

completion or during different stages of the

Proj*

P:;

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