HASSAN HUSSAIN

INTRODUCTION TO PROJECT MANAGEMENT

Q1: No doubt project management is very vast field. Explain the importance project
management academic /professional observance necessary required.

Undertaking the board is significant on the grounds that it guarantees legitimate assumptions are
set around what can be conveyed, by when, and for how much. Successful project administrators
ought to have the option to arrange sensible and attainable cutoff times and achievements across
partners, groups, and the executives.
The significance of task the executives in associations couldn't possibly be more significant. At
the point when it's done well, it helps all aspects of the business run all the more easily. It
permits your group to zero in on the work that is important, liberated from the interruptions
brought about by errands going off course or spending plans going wild. It engages them to
convey results that really sway the business' primary concern. What's more, it empowers your
representatives to perceive how their work adds to the organization's essential objectives.

Here are only a couple of the advantages of good project the executives:

• SAVE TIME AND MONEY:

With the correct arranging, you can guarantee that your work is followed through on schedule
and inside spending plan. Utilizing project, the board strategies, you can plan your undertaking's
excursion from the beginning and know ahead of time where the cutoff times and projected
spend will fall, so you can all the more effectively apportion your assets, assisting you with
maintaining a strategic distance from postponements and project overspend.

• IMPROVE INTERIOR CORRESPONDENCES:

Cooperating can be hard. With more effective undertaking the board measures, you can diminish
the intricacy of coordinated effort, increment straightforwardness, and guarantee responsibility,
in any event, when you're working across groups or divisions.

• SETTLE ON BETTER BUSINESS CHOICES:

With more clear records of how your undertaking is advancing, you get a more profound
comprehension of where your assets are being spent, what you need to focus on and when, and in
case you're in danger of going off course. Great project the executives implies that you can
conjecture issues before they become issues, forestall bottlenecks, and make more brilliant,
information driven choices.
Q2. Describe the key concept of project management.

EY CONCEPTS OF PROJECT MANAGEMENT

Although each project is unique, there are key concepts that a project manager can use to
coordinate and guide a project to completion. A list of the key concepts is provided in Table 1-2.
Each of the key concepts shown in Table 1-2 is discussed in detail in subsequent chapters of this
book. It is the responsibility of the project manager to address each of these concepts from the
beginning of a project and through each phase until completion.

1. Ensure that one person, and only one person, is responsible for the project scope, budget, and
schedule.

2. Don't begin work without a signed contract, regardless of the pressure to start.

3. Confirm that there is an approved scope, budget, and schedule for the project.

4. Lock in the project scope at the beginning and ensure there is no scope growth without
approval.,.

5. Make certain that scope is understood by all parties, ~including the owner.

6. Determine who developed the budget and schedule, and when they were prepared.

7. Verify that the budget and schedule are linked to the scope.

8. Organize the project around the work to be performed, rather than trying to keep people busy
9. Ensure there is an explicit operational work plan to guide the entire project.

10. Establish a work breakdown structure that divides the project into definable and measurable
units of work.

11. Establish a project organizational chart that shows authority and responsibilities for all team
members.

12. Build the project staff into an effective team that works together as a unit.

13. Emphasize that quality is a must, because if it doesn't work it is worthless, regardless of cost
or how fast it is completed.

14. Budget all tasks; any work worth doing should have compensation.
15. Develop a project schedule that provides logical sequencing of the work required to complete
the job.

16. Establish a control system that will anticipate and report deviations on a timely basis so
corrective actions can be taken.

17. Get problems out in the open with all persons involved so they can be resolved.

18. Document all work, because what may seem irrelevant at one point in time may later be very
significant.

19. Prepare a formal agreement with appropriate parties whenever there is a charge in the
project.

20. Keep the client informed; they pay for everything and will use the project upon completion.

Q3. Explain the purpose and function of project management it’s also types of
management.

PURPOSE OF PROJECT MANAGEMENT

The art and science of coordinating people, equipment, materials, money. and schedules to
complete a specified project on time and within approved cost.

Much of the work of a project manager is organizing and working with people to identify
problems and determine solutions to problems. In addition to being organized and a problem
solver, a manager must also work well with people. It is people who have the ability to create
ideas, identify and solve problems, communicate, and get the work done.

It is the duty of a project manager to organize a project team of people and coordinate their
efforts in a common direction to bring a project to successful completion. Throughout the project
management process there are four questions that must be addressed: Who? Does what? When?
and How much?

The work required often involves people outside of the project manager's organization. Although
these individuals do not report directly to the project manager, it is necessary that effective
working relationships be developed.

A manager must be a motivated achiever with a "can do" attitude. Throughout a project there are
numerous obstacles that must be overcome.

Good communication skills are a must for a manager. The management of a project requires
coordination of people. and information. Coordination is achieved through effective
communication.
TYPES OF MANAGEMENT

Management may be divided into at least two different types:

1-Functional management (sometimes called discipline management).

Functional management involves the coordination of repeated work of a similar nature by the
same people. Examples are management of a department of design engineering, surveying,
estimating, or purchasing

2-Project management.

. Project management involves the coordination of one-time work by a team of people who often
have never previously worked together. Examples are management of the design and/or
construction of a substation, shopping center, refinery unit, or water treatment plant. Although
the basic principles of management apply to both of these types of management, there are
distinct differences between the two.

FUNCTIONS OF MANAGEMENT

Management is often summarized into five basic functions: planning, organizing, staffing,
directing, and controlling. Although these basic management functions have been developed and
used by managers of businesses, they apply equally to the management of a project.

Planning is the formulation of a course of action to guide a project to completion. It starts at the
beginning of a project, with the scope of work, and continues throughout the life of a project.
The establishment of milestones and consideration of possible constraints are major parts of
planning. Successful project planning is best accomplished by the participation of all parties
involved in a project. There must be an explicit operational plan to guide the entire project
throughout its life.

Organizing is the arrangement of resources in a systematic manner to fit the project plan. A
project must be organized around the work to be performed. There must be a breakdown of the
work to be performed into manageable units, which can be defined and measured. The work
breakdown structure of a project is a multi-level system that consists of tasks, subtasks, and work
packages.

Staffing is the selection of individuals who have the expertise to produce the work. The persons
that are assigned to the project team influence every part of a project. Most managers will readily
agree that people are the most important resource on a project. People provide the knowledge to
design, coordinate, and construct the project. The numerous problems that arise throughout the
life of a project are solved by people.
 Directing is the guidance of the work required to complete a project. The people on the project
staff that provide diverse technical expertise must be developed into an effective team. Although
each person provides work in his or her area of expertise, the work that is provided by each must
be collectively directed in a common effort and in a common direction.

Controlling is the establishment of a system to measure, report, and forecast deviations in the
project scope, budget, and schedule. The purpose of project control is s to determine and predict
deviations in a project so corrective actions can be taken. Project control requires the continual
reporting of information in a timely manner SO management can respond during the project
rather than afterwards. Control is often the most difficult function of project management.

Q4. Details the project manager role in planning, organizing, staffing, controlling and
directing.

ROLE OF THE PROJECT MANAGER

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
manager must achieve the end results despite all the risks and problems that are encountered.
Success depends on carrying out the required tasks in a logical sequence, utilizing the available
resources to the best advantage. The project manager must perform the five basic functions of
management: planning, organizing, staffing, directing, and controlling.

1-PROJECT MANAGER'S ROLE IN PLANNING

1. Develop planning focused on the work to be performed.

2. Establish project objectives and performance requirements early so everyone involved knows
what is required.

3. Involve all discipline managers and key staff members in the process of planning and
estimating.

4. 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.

5. Build contingencies into the plan to provide a reserve in the schedule for unforeseen future
problems. 6. Avoid reprogramming or replanning the project unless absolutely necessary.

7. Prepare formal agreements with appropriate parties whenever there is a change in the project
and establish methods to control changes.

8. Communicate the project plan to clearly define individual responsibilities, schedules, and
budgets.
9. Remember that the best-prepared plans are worthless unless they are implemented.

2-PROJECT MANAGER'S ROLE IN ORGANIZING

1. Organize the project around the work to be accomplished.

2. Develop a work breakdown structure that divides the project into definable and measurable
units of work.

3. Establish a project organization chart for each project to show who does what.

4. Define clearly the authority and responsibility for all project team members.

3-PROJECT MANAGER'S ROLE IN STAFFING

1. Define clearly the work to be performed, and work with appropriate department managers in
selecting team members.

2. Provide an effective orientation (project goals and objectives) for team members at the
beginning of the project.

3. Explain clearly to team members what is expected of them and how their work fits into the
total project.

4. Solicit each team member's input to clearly define and agree upon scope, budget, and
schedule.

4-PROJECT MANAGER'S ROLE IN DIRECTING

1. Serve as an effective leader in coordinating all important aspects of the project.

2. Show interest and enthusiasm in the project with a "can do" attitude.

3. Be available to the project staff, get problems out in the open, and work out problems in a
cooperative manner.

4. Analyze and investigate problems early so solutions can be found at the earliest possible date.

5. Obtain the resources needed by the project team to accomplish their work to complete the
project.

6. Recognize the importance of team members, compliment them for good work, guide them in
correcting mistakes, and build an effective team.

5-PROJECT MANAGER'S ROLE IN CONTROLLING

1. Maintain a record of planned and actual work accomplished to measure project performance.
2. Maintain a current milestone chart that displays planned and achieved milestones.

3. Maintain a monthly project cost chart that displays planned expenditures and actual
expenditures.

4. Keep records of meetings, telephone conversations, and agreements.

5. Keep everyone informed, ensuring that no one gets any "surprises," and have solutions or
proposed solutions to problems.