PROJECT MANAGEMENT (MGT-302)

ENGR. ABDUL BASIT

B.Sc. Civil Engineer
LECTURE #1
INTRODUCTION TO PROJECT MANAGEMENT
Course To enable students to learn necessary managerial skills related to industrial requirement.
Objectives:
Credit Hours: (3+0)
Course Outline: Introduction To Management: History Of Management, Management Functions,
Organizational Structure, Types Of Organizations, Organizational Hierarchy, Properties
Of Narrow And Wide Organizations, Production Processes: Types Of Production, Scale Of
Production, Selection Of Technology, Input Requirements, Capacity Utilization,
Productivity Basic Concepts, Classification, Quantitative Measurement, Productivity
Improvement, Project Management: Properties Of Projects, Project Life Cycle, Project
Network Analysis, Resource Requirements, Monitoring And Control, Computer Tools,
Inventory Management: Inventory Replenishment, Economic Lot Size, Re-Order Point,
Safety Stock Level, JIT, Computer Tools, Human Resource Management: Management
Styles, Psychological Types, Recruitment And Training, Job Evaluation, Performance
Appraisal, Motivation And Incentives.
Textbook: 1. Lucy C. Morseand Babcock D. L. “Managing Engineering and Technology,”
6th Edition, 2013, Prentice Hall, ISBN: 978-0133485103.
Other Books: 1. Zuberi M. H. “Industrial Management,” 2000, Rabbani Printing Press,
Lahore
2. T. S Bateman. And Snell S. A. “Management: Building Competitive
Advantage,” 3rd Edition, 1996, Times Mirror Higher Education Group,
ISBN: 978-0256140538
PROJECT:
Converting a vision, a dream or a need to reality.

• A job that has a beginning and an end (Time)

• A specified outcome (Scope)
• At a stated level of Performance (Quality)
• At a budget (Costs).
MANAGEMENT:
The process of Planning, Organizing, Staffing, controlling and leading.

PROJECT MANAGEMENT :
The application of knowledge, skills, tools, and techniques to project
activities in order to meet stakeholder needs and expectation from a project.
“Completion of Project on time within Budget without compromising
Quality”
INTRODUCTION
• In the early days, project management was mainly used for very large,
complex projects
• Dam, ships, refineries, etc
• Today, we see project management for even small software projects
• Many organizations today have a new or renewed interest in project
management.
• Computer hardware, software, networks, and the use of interdisciplinary and
global work teams have radically changed the work environment.
• The U.S. spends $2.3 trillion on projects every year (1/4 of GDP)
• World as a whole spends nearly $10 trillion of its $40.7 trillion gross product
on projects of all kinds.
ADVANTAGES OF USING PROJECT MANAGEMENT

• Better control of financial, physical, and human resources.

• Improved customer relations.
• Shorter development times.
• Lower costs.
• Higher quality
• Higher profit margins.
• Improved productivity.
• Better internal coordination.
• Higher worker morale (less stress).
IMPROVED PROJECT PERFORMANCE
• The Standish Group’s CHAOS studies show improvements in IT
projects in the past decade.*
Measure 1994 Data 2002 Data Result
Successful projects 16% 34% Doubled
Failed projects 31% 15% Halved
Money wasted on $140 B out $55 B out of More than
challenged and of $250 B $255 B halved
failed projects

*The Standish Group, “Latest Standish Group CHAOS Report Shows Project Success Rates
Have Improved by 50%” (March 25, 2003).
WHY THE IMPROVEMENTS?
“The reasons for the increase in successful projects vary. First, the average
cost of a project has been more than cut in half. Better tools have been
created to monitor and control progress and better skilled project
managers with better management processes are being used.

*The Standish Group, “CHAOS 2001: A Recipe for Success” (2001).

PROJECT SUCCESS

Completed within
Customer Requirements allocated time frame

Completed within Accepted by the

allocated budget customer
PROJECT FAILURE

Neglecting Scope Poor Requirements

Gathering

Unrealistic planning
Lack of resources
and scheduling
WHY DO COMPANIES USE PROJECT MANAGEMENT?

• To handle projects effectively in an organization.

• To define the project and agree with the customer
• To plan and assess resource needs for the project
• To estimate project cost and make proposals
• To plan & schedule activities in a project.
• To allocate the right resource at the right time.
• To assess risk and failure points and make backup plans.
• To lead a project team effectively and communicate well among team
members.
WHY DO PEOPLE LEARN PROJECT MANAGEMENT?
• To explore the latest concepts and techniques of project management.
• To increase value/contribution to the organization. To prove yourself
skillful in managing projects.
• To learn a new thought process that helps organized thinking and
structured approach.
• To acquire a professional degree/ recognition and increase job prospects.
PROJECT MANAGEMENT PLAN
“Tells How work will be done”
The key to a successful project is on the planning. All the detailed planning
work for different aspects of the project is integrated into one single plan
known as the Project Management Plan.

Input:
Goal
Output :
Team
Money
Project Deliverables
Time
Equipment
PROJECT MANAGEMENT PROCESS
 PLANNING MOST IMPORTANT PHASE OF THE PROJECT
MANAGEMENT.
SCHEDULING
Designing and maintaining a scheme which leads to
successful accomplishment of a project
CONTROLLING

CLOSING
 PLANNING
Scheduling Phase is the process of formalizing
the planned activities, assigning the durations,
SCHEDULING
resources and sequence of occurrence in
consultation with the team members.
CONTROLLING
Planning and Scheduling Phase are under taken
CLOSING
before the actual project starts.
 PLANNING
• Controlling Phase is undertaken during the actual project
implementation.
SCHEDULING

• Monitoring and measuring progress and taking corrective actions when

CONTROLLING necessary

CLOSING
 PLANNING
Closing Phase is the last phase of the project which
brings close out of the complete project. Whatever the project
SCHEDULING requirements are pre-defined, during this phase the total
delivery is made and it is accepted by the customer.
CONTROLLING
Maximum conflicts can arise in the project during this phase
between those who have worked to deliver the outcome
(contractor) and those who are accepting the results of the
CLOSING work (customer).
THE ROLE OF THE PROJECT MANAGER

• Job descriptions vary, but most include responsibilities such as planning,

scheduling, coordinating, and working with people to achieve project
goals.

• Remember that 97 percent of successful projects were led by experienced

project managers.
SUGGESTED SKILLS FOR PROJECT MANAGERS
• Project managers need a wide variety of skills.

• They should:

• Be comfortable with change.

• Understand the organizations they work in and with.

(who to go to, SOP, etc)

• Lead teams to accomplish project goals.

SUGGESTED SKILLS FOR PROJECT MANAGERS

• Project managers need both “hard” and “soft” skills.

• Hard skills include product knowledge and knowing how

to use various project management tools and techniques.

• Soft skills include being able to work with various types

of people.
SUGGESTED SKILLS FOR SUCCESSFUL PROJECT
MANAGERS

• Communication skills: Listens, influence.

• Organizational skills: Plans, sets goals, analyzes.
• Team-building skills: Shows empathy, motivates,
• Leadership skills: Sets examples, provides vision (big picture),
delegates, positive, energetic.
• Coping skills: Flexible, creative, patient, persistent.
• Technology skills: Experience, project knowledge.
THE PROJECT MANAGEMENT KNOWLEDGE AREAS/ FUNCTIONS
• Project Integration Management
• Ensure that various elements of the project are properly coordinated and integrated
• Processes: Project Plan Development, Project Plan Execution, Overall Change Control

• Project Scope Management

• Ensure that the project includes all the work required,
• And only work required, to complete the project successfully
• Processes: Initiation, Scope Planning, Scope Definition,
Scope Verification, Scope Change Control

• Project Time Management

• Ensure timely completion of the project
• Processes: Activity Definition, Activity Sequencing,
Activity Duration Estimating, Schedule Development, Schedule Control
The Project Management Knowledge Areas (I)
• Project Cost Management
• Ensure that the project is complete within the approved budget
• Processes: Resource Planning, Cost Estimating, Cost Budgeting,
Cost Control

• Project Quality Management

• Ensure that the project will satisfy the requirements
• Processes: Quality Planning, Quality Assurance,
Quality Control
THE PROJECT MANAGEMENT KNOWLEDGE AREAS (II)
• Project Communication Management
• Ensure timely and appropriate generation, collection, storage
• And ultimate outlook on project information
• Processes:
Communications Planning, Information Distribution,
Performance Reporting, Administrative Closure

• Project Risk Management

• Concerned with identifying, analyzing, and responding to project risk.
• Maximizing the results of positive events
• Minimizing the consequences of negative events
• Processes: Risk Identification, Risk Quantification,
Risk Response Development, Risk Response Control
THE PROJECT MANAGEMENT KNOWLEDGE AREAS (III)
• Project Procurement Management
• Acquire goods and services from outside the performing organization
• Processes: Procurement Planning, Source Selection, Contract Administration,
Contract Close-out

• Project Human Resources Management

• Make the most effective use of people involved with the project
• Processes: Organizational Planning, Staff Acquisition, Team Development
A FRAMEWORK FOR PROJECT MANAGEMENT
THANK YOU