PROJECT MANAGEMENT (ETEN 509)

Electronics and Telecommunications Ahmadu Bello University (ABU)

Engineering Department (ETED)
 PROJECT MANAGEMENT

BY

DR. A. M. S. TEKANYI
{B. Eng-Hons (USL-1990), MSc (LONDON-2001),
PhD (ABU-2014), MNSE, MIRDI, A-COREN}

Chairman Electronics and Telecommunications

Engineering Research Group (C-ETERG)
 PROJECT
Definitions
➢ There are many written definitions of a project.
The formal definitions are:
✓ Project is a temporary endeavor undertaken to
create a unique product, service, or result (Project
Management Institute-PMI).
• The temporary nature of projects indicates a
definite start and end.
• The end is reached when the project’s
objectives have been achieved or when the
project is terminated because its objectives
will not or cannot be met, or when the
need for the project no longer exists.
 PROJECT
Definitions
✓ Project is a temporary endeavor undertaken to
create a unique product, service, or result
(American National Standard Institute-
ANSI/PMI99-001-2004).
✓ Project is a unique process, consisting of a set
of coordinated and controlled activities with
start and finish dates, undertaken to achieve an
objective confirming to specific requirements,
including the constraints of time, cost, and
resource (International Standards Organization-
ISO10006).
 PROJECT
Definitions
✓ Project phase is a collection of logically
related project activities that culminate
(result) in the completion of one or more
deliverables.
✓ Project Life Cycle is the series of phases that
a project passes through from its initiation to
its closure.
✓ Project strategy is the direction and scope of
a system over the long term, which achieves
advantage in a changing environment through
its configuration of capabilities with the aim
of fulfilling some expectations.
 PROJECT
Characteristics
A project has unique characteristics, some
of which are the following:
➢ One-off activity.
➢ Limited funds and time.
➢ Specific resources are utilized.
➢ Performed by people, either single- or
multi-person team.
➢ Planned, monitored, and controlled.
➢ Specific deliverables (products or
services).
 PROJECT
Characteristics continued
➢ Unique in nature.
➢ Have definite aims (goals) and objectives
to achieve that aims.
➢ Requires a set of resources.
➢ Have a specific time frame for
completion with a definite start and
finish.
➢ Involves risk and uncertainty.
➢ Requires cross-functional teams and
interdisciplinary approaches.
 PROJECT
Constraints
➢ Three major constraints (shown by the figure) that impact not
only on the project performance but its quality as well are:
1. Scope
2. Time
3. Resource
 PROJECT
Constraints
➢ These parameters (scope, time, and
resource) are interrelated and interactive.
➢ They are sometimes called triple constraints.
➢ Their relationship is generally represented as
an equilateral triangle (or ‘quality triangle’).
➢ The best project has a perfectly balanced
triangle.
➢ Maintaining this balance is difficult because
every project is prone to uncontrollable
changes.
 PROJECT
Project Performance Constraints

➢ These are the six major constraints that impact on the performance
and quality of a project {cost, schedule (time), scope (resources),
economic viability, social responsibility, and environment
friendliness}.
 PROJECT
Project Performance Constraints
➢ Change in anyone would affect the other indices, for example:
✓ if the scope is enlarged, project would require more time for
completion and the cost increases.
✓ if time is reduced, the scope and cost would also be required
to be reduced.
✓ any change in cost would be reflected in the scope and time.

➢ Successful completion of the project would require

accomplishment of specified goals within the scheduled time and
budget.

➢ Performance of a project is measured by the degree to which these

three parameters (scope, time, and cost) are achieved (controlled).
 PROJECT
Project Classification
➢Projects can be classified into two broad categories in
terms of goals:
✓ Industrial.
✓ Developmental.

➢Each of these groups can be further classified based on:

➢nature of work (repetitive, non-repetitive).
➢completion time (long term, shot term, etc).
➢cost (large, small, etc.).
➢level of risk (high, low, no-risk).
➢mode of operation ( build, build-operate-transfer, etc).
 PROJECT
Project Classification
Industrial (commercial) Projects are:
➢ undertaken to provide goods or services for meeting the growing
needs of the customers and providing attractive returns to the
investors/stake holders.
➢ grouped into two categories, that is, demand based and
resource/supply based.
✓ The demand based projects are designed to satisfy the
customers’ concerns as well the latent needs such as complex
fertilizer plants, agro-processing infrastructure, etc.
✓ The resource/supply based projects are those which take
advantage of the available resources like land, water,
agricultural produce, raw material, minerals, and even human
resource. Projects triggered by successful R&D are also
considered as supply based
 PROJECT
Project Classification
Developmental Projects:
➢undertaken to facilitate the promotion and
acceleration of overall economic development.

➢act as catalysts for economic development

providing a cascading effect.

➢cover sectors like irrigation, agriculture,

infrastructure, health, education, etc.
 PROJECT
Project Classification
Comparison: Industrial versus Development Projects
 PROJECT MANAGEMENT
➢NOT all Projects are SUCCESSFUL, for example:
✓ Large IT projects run 45% over budget, 7% over
time, while delivering 56% less value than predicted.
✓ Only 40% of projects met schedule, budget, and
quality goals.
✓ 413 of 840 (49%) federally funded IT projects are
either poorly planned, poorly performing, or both.
✓ The cost of IT project failure across the EU was €142
billion in 2004.
✓ A loss of $50 billion to $150 billion per year in the
United State of America.
 PROJECT MANAGEMENT
➢NOT all Projects are SUCCESSFUL-UK Example
 PROJECT MANAGEMENT
➢NOT all Projects are SUCCESSFUL-UK Example
 PROJECT MANAGEMENT
Percentage Statistics of Issues likely to cause Project failure
➢Changing priorities within organization: 40%

➢Inaccurate requirements : 38%

➢Change in project objectives: 35%

➢Undefined risks/opportunities: 30%

➢Poor communication: 30%

➢Undefined project goals : 30%

 PROJECT MANAGEMENT
Percentage Statistics of Issues likely to cause Project failure
➢ Inadequate sponsor support: 29%

➢ Inadequate cost estimates: 29%

➢ Inaccurate task time estimate: 27%

➢ Resource dependency: 25%

➢ Poor change management: 25%

➢ Inadequate resource forecasting: 23%

 BREAK
WHERE
POSSIBLE
 PROJECT MANAGEMENT
Project Life Cycle (PLC)
➢ Every project, from conception to completion, passes through
various phases of a life cycle.

➢ An understanding of the PLC is important to the successful

completion of the project as it facilitates the understanding of the
logical sequence of events in the continuum (continuous
homogeneous succession) of progress from start to finish.

➢ A typical project consists of four phases:

✓ Conceptualization;
✓ Planning;
✓ Execution;
✓ Termination.

➢ Each phase is marked by one or more deliverables, such as

concept note, feasibility report, Implementation plan, HRD plan,
resource allocation plan, evaluation report, etc
 PROJECT MANAGEMENT
➢ Project Life Cycle
 PROJECT MANAGEMENT
Project Life Cycle
Conception Phase
➢ The project idea is conceptualized with initial considerations of
all possible alternatives for achieving the project objectives.

➢ Other elements covered by the conception phase are:

✓ identification of the product/service to be achieved;
✓ Pre-feasibility studies;
✓ Feasibility studies and appraisal (valuation or assessment);
✓ Project approval.

➢ As the idea becomes established, a proposal is developed

setting out rationale, method, estimated costs, benefits, and
other details for appraisal of the stakeholders.

➢ After reaching a broad consensus on the proposal the

feasibility dimensions are analyzed in detail.
 PROJECT MANAGEMENT
Project Life Cycle
Planning Phase
➢ In this phase the project structure is planned based
on the project’s appraisal and approval(s).
➢ Detailed plans for activities, finance, and resources
are developed and integrated to the quality
parameters.
➢ Major tasks to be performed in this phase are:
✓ Identification of activities and their sequencing.
✓ Time frame for execution.
✓ Estimation and budgeting.
✓ Staffing.
➢ A Detailed Project Report (DPR) specifying various
aspects of the project is finalized to facilitate the
execution in this phase.
 PROJECT MANAGEMENT
Project Life Cycle
Project Planning
➢ Project plan write-up contains the following:
1. Steps required to accomplish the project objectives.
2. Tasks needed to be done at each step (using work
breakdown structures.
3. Estimate of how much effort each task requires.
4. Resources required for each task.
5. Given items 3 and 4, provide calculation of how long each
task/step will take.
6. Given items 4 and 5, provide calculation of task, step, and
project costs.
7. Identify inter-dependencies of tasks.
8. Design the schedule for each task and the whole project
(including milestones, deliverables, payments).
 PROJECT MANAGEMENT
Project Life Cycle
Project Planning – Set expectations of Stakeholders
 PROJECT MANAGEMENT
Project Life Cycle
Execution Phase
➢ In this phase of the project, the plans are put
into operation.
➢ Each activity is monitored, controlled, and
coordinated to achieve project aim and
objectives.
➢ Important activities in this phase are:
✓ Communicating with stakeholders.
✓ Reviewing progress.
✓ Monitoring and controlling cost and time.
✓ Controlling quality.
✓ Managing changes.
 PROJECT MANAGEMENT
Project Life Cycle

Termination Phase

➢ This phase marks the completion of

the project wherein the agreed
deliverables are installed and project
is put into operation with
arrangements for follow-ups and
evaluations.
 PROJECT MANAGEMENT
Project Life Cycle
➢ The life cycle of a project from start to completion follows either a “J“-
shaped path or an “S”-shaped path.
➢ In a “J” shape, progress at the beginning is slow, but picks up at a faster
rate later.
➢ In an “S” shape path, the progress is slow at the starting and terminal
phases and is fast in the implementation phase.
 PROJECT MANAGEMENT
Project Life Cycle
Examples
➢ “J” Shape: Developing an energy plantation.
✓ In this project, the land preparation progresses
slowly and as soon as the land is prepared,
seedlings transplantation is faster.

➢ “S” Shape: Implementation of watershed project.

✓ At the beginning detailed sectoral planning and
coordination among various implementing
agencies, etc. makes progress slowly.
✓ Similarly, towards termination point, creating
institutional arrangement for transfer and
maintenance of assets to the stakeholders
progresses slowly.
 PROJECT MANAGEMENT (PM)
Definition of PM
➢A dynamic process that utilizes the
appropriate resources of an organization
in a controlled and structured manner, to
achieve some clearly defined objectives

✓ It is always conducted within a well-

defined set of constraints.
 PROJECT MANAGEMENT
Value of PM

➢ Allows for excellent organization and tracking.

➢ Better control and use of resources.

➢ Reduces complexity of inter-related tasks.

➢ Allows measurement of outcome versus plans.

➢ Early identification of problems and quick

correction.
 PROJECT MANAGEMENT
Characteristics of PM
➢ PM has three key features to distinguish it from other
forms of management:
1. Project manager.
2. Project team.
3. Project management system.

➢ The project management system comprises:

1. organizational structure;
2. information processing and decision-making;
3. procedures that facilitate integration of horizontal
and vertical elements of the project organization.
 PROJECT MANAGEMENT
➢ Benefits of PM Approach
➢ Ability to handle complex, costly, and risky assignments by
providing interdisciplinary approach in handling them.
✓ Example: R and D organizations.

➢ Handles assignments in a specified timeframe with definite start

and completion points.
✓ Example: Handling customer orders by industries involved in
the production of capital goods.

➢ Provides task orientation to personnel in an organization in

handling assignments.
✓ Example: Organizations in the IT sector handling software
development assignments for clients.
 PROJECT MANAGEMENT
Project Idea Identification and Formulation
➢ Idea conceived with the objective of meeting the market
demand, exploiting natural resources, or creating wealth.

➢ Project ideas for developmental projects come mainly from the

national planning process.

➢ Industrial projects usually stem from identification of

commercial prospects and profit potential.

➢ There maybe several alternative projects to achieve a given set

of objectives. It is important to indicate all the other
alternatives considered with justification in favour of the
specific project proposed for consideration.
 PROJECT MANAGEMENT
Project Idea Formulation
➢ Project formulation is the process of
presenting a project idea in a form in
which it can be subjected to comparative
appraisals for the purpose of determining,
in definitive terms, the priority that should
be attached to it under severe resource
constraints.
 PROJECT MANAGEMENT
Methods used for Conducting Initial Study
Project idea formulation process comprises seven
steps as follows:
1. SWOT analysis.
2. Market research.
3. Delphi method (interviewing experts).
4. Public opinion poll.
5. Analysis of documents.
6. Analysis of similar projects.
7. Meta analysis (studying already existing
relevant analyses).
 PROJECT MANAGEMENT
Factors Influencing Initial Study
➢ Clarity of objective/requirements/needs.
➢ Number of possible approaches/methods for
achieving the objective.
➢ Complexity of the project/needs for competence.
➢ Change of fundamental principles in the subject area
of the project.
➢ Development of technologies/methods necessary for
running the project.
➢ Risks associated with the project.
➢ Amount of experience/expertise the project team has
in running similar projects.
 PROJECT MANAGEMENT
Scope Management

➢ Ensuring that the project includes all the

work required and only the work required.

➢ Dividing the work into major pieces, then

subdividing into smaller pieces, more
manageable pieces.
 PROJECT MANAGEMENT
Planning Phase for Execution
➢ The planning phase has the following steps:
➢ Dividing the project into distinct activities as:
✓ Work Breakdown Structure(WBS).
➢ Estimating the time requirement for each
activity.
➢ Establishing precedence relationships among
the activities.
➢ Construction of the network diagram for
execution implementation.
 PROJECT MANAGEMENT
Work Breakdown Structure (WBS)
PROJECT MANAGEMENT

Detailed WBS Example

for procuring an
Equipment System
 PROJECT MANAGEMENT
Controlling Phase during Execution

➢ Uses network diagram and Gantt chart

for continuous monitoring and progress
reporting.

➢ In this phase, the network will be

updated, if there is any variation in the
proposed schedule.
PROJECT MANAGEMENT
Key Components

➢ Planning.

➢ Organizing.

➢ Monitoring

➢ Controlling.

➢ Measuring.
 PROJECT MANAGEMENT
General Scheme for the Composition of a Project Plan
 PROJECT MANAGEMENT
Time-Table
➢ Time-table is usually a representation of the project’s activities and
sub-goals/milestones and their relations on a timeline.

➢ Time-table:
✓ gives a holistic overview of the project structure (including
interdependencies between different activities).
✓ is a tool for planning and managing project resources.
✓ allows identification of bottle-necks and correct activities if
needed.
✓ is a tool for the identification of the risks.

➢ Basic types of graphical presentation of a time-table:

✓ Bar chart (Gantt chart).
✓ Graphs (Critical Path Method – CPM chart; Program Evaluation
and Review Technique – PERT chart).
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HOPE MESSAGE IS
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