Project Management

Chapter_1
Introduction

Dr. Doaa Saleh

Outlines
 What is a Project?
 Why are Projects Important?
 Project Life Cycles
 Determinants of Project Success Project Management
 Developing Project Management Maturity
 Project Elements and Text Organization
What is a Project?

A project is a unique venture with a beginning and end, conducted by

people to meet established goals within parameters of cost, schedule,
and quality. (Definition-1)
What is a Project?

• A project is organized work toward a predefined goal or objective that

requires resources and effort, a unique (and therefore risky) venture
having a budget and schedule. (Definition-2)
What is a Project?

• a temporary endeavor undertaken to create a unique product or

service” Defintion-3
A project can be considered to be any series of activities and tasks that:

1 2 3 4 5

• Consume human
• Have a specific Are multifunctional
and nonhuman
objective to be • Have defined start • Have funding limits (i.e., cut across
resources (i.e.,
completed within and end dates (if applicable several functional
money, people,
certain specifications lines)
equipment)

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Let us examine the various elements of projects, as identified by our set of definitions.

1 2 3 4

• Projects are • Projects are

• PROJECTS • Projects are
ARE COMPLEX,
limited by developed to
ONE-TIME
budget, resolve a clear customer-
schedule, and goal or set of focused
PROCESSES
resources. goals

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Projects are characterized by the following properties:

1 2 3

Projects are ad Projects are building Projects are responsible

blocks in the design for the newest and most
hoc endeavors and execution of improved products,
services, and
with a clear life organizational organizational processes
cycle. strategies

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Cont.

4 5 6

• Projects provide a • Project • The traditional

management functions
philosophy and management of planning, organizing,
strategy for the entails crossing motivation, directing,
management of functional and and control apply to
project management.
change organizational
boundaries

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cont.

7 8

The principal outcomes • Projects are

of a project are the terminated upon
satisfaction of customer
requirements within the successful
constraints of technical, completion of
cost, and schedule performance
objectives. objectives

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Process vs. project

Process Project
Repeat process or product New process or product
Several objectives One objectives
Ongoing One shot-limited life
People are homogenous More homogenous
Well-established systems in place to Systems must be created to integrate
integrate efforts efforts
Greater certainty of performance, cost, Greater uncertainty of performance, cost,
schedule schedule
Part of line organization Outside of line organization
Bastions of established practice Violated established practice
Supports status quo Upsets status quo
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Why are Projects Important?

1 2 3 4 5

Increasingly complex An economic period

Shortened product . Narrow product . Emergence of global
and technical marked by low
life cycles launch windows. markets
products inflation

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Project Life Cycles
• Project Life Cycle refers to the stages in a project’s development. Life
cycles are important because they demonstrate the logic that governs
a project
Project Life Cycles
The project life cycles

• Initiation & definition - the development of the initial goal and technical
specifications. The scope of the work is determined, necessary resources
(people, money, physical plant) identified, and important organizational
contributors or stakeholders signed on.

• Planning & organization – all detailed specifications, schedules, schematics,

and plans are developed. Work packages are broken down, individual
assignments made and the process for completion clearly defined.
The project life cycles

• Execution & implementation – the actual “work” of the project is performed,

the system developed, or the product created and fabricated. The bulk of the
project team labor is performed. Project cost ramp up rapidly during this stage
as shown in the figure.

• Closure & evaluation – project is transferred to the customer, resources

reassigned, project is formally closed out.
Project Life Cycles and Their Effects

•As we can see, five components of a project may change over the course of its life cycle:
1. Client interest: The level of enthusiasm or concern by the project’s intended
customer. Clients can be either internal or external to the organization.
2. Project stake: The amount of corporate investment in the project.
3. Resources: The commitment of financial, human, and technical resources over the
life of the project.
4. Creativity: The degree of innovation required by the project.
5. Uncertainty: The degree of risk associated with the project. Riskiness reflects the
number of unknowns, including technical challenges. It is highest at the beginning.
Determinants of Project Success
• Any definition of project success must take into consideration the elements that
define the very nature of a project:
1. Time: The project should come in on or before its established schedule. This is
the first project constraint.
2. Budget: Projects must meet budgeted allowances in order to use resources as
efficiently as possible. This is the second constraint.
3. Performance: This is a “quality” check to determine if the finished product
operates according to specifications and the client’s expectations. This is the
third constraint.
4. Client acceptance: We must ask whether the completed project is acceptable
to the customer for whom it was intended. This is the fourth constraint.
Determinants of Project Success

Four Dimensions of Project Success Importance 19

Quadruple Constraint of Project Success
The Project Manager Responsibilities

1. Selecting a team
2. Developing project objectives and a plan for execution
3. Performing risk management activities
4. Cost estimating and budgeting
5. Scheduling
6. Managing resources
Developing Project Management Maturity