EEE 359: Engineering Project

Management
Credit Hours: 3.00
BRAC University
 SL Topic Week/Lecture

Introduction of Project Management, Relationship between

1 01
Project, Program and Portfolio, Project Life Cycle

Phase gate, Project Context, Project Management Office,

2 02
Leadership

3 Investment Appraisal 03

4 Stakeholder, Business Case, Project Initiation Document 04

Course
5 Project Management Plan, Work Breakdown Structure 05

6 Estimation, Configuration Management 06

Outline 7 Schedule Management 07

8 Schedule Management, Quality Management 08

9 Risk Management 09

10 Communication Management, Procurement Management 10

11 Resource Management, Leadership Style, Motivational Theory 11

12 Cost Management 12

13 Project Closing 13
Project
Configuration
Management
Project Configuration
Management
• Project configuration management (PCM) is the
collective body of processes, activities, tools and
methods project practitioners can use to manage
items during the project life cycle. PCM addresses the
composition of a project, the documentation defining
it, and other data supporting it.
• They help maintain the integrity of the products being
developed and prevent scope creep and unintended
changes.
• Configuration management can be regarded as an
asset control and it is essential whether one or more
versions of a deliverable is created.
History
• Configuration Management originated in the United States Department of Defense in
the 1950s as a technical management discipline for hardware material items.
• The CM process became its own technical discipline sometime in the late 1960s when
the DoD developed a series of military standards called the "480 series”.
• Now Technical Standards are developed by Standards Developing Organizations
(SDO). Three main SDOs are:
• International Organization for Standardization (ISO)
• International Electrotechnical Commission (IEC)
• International Telecommunication Union (ITU)
• Some other organizations also set up Standards.
• American Society of Mechanical Engineers (ASME)
• American Society for Testing and Materials (ASTM)
• IEEE
• World Wide Web Consortium (W3C)
Configuration
Management Activities

• There are Five Activities in

Configuration Management:
• Plan
• Identify
• Control
• Status Accounting
• Audit
Configuration
Management
Plan
Configuration
Management
Plan
Configuration
Identification
Configuration Identification
• It involves defining the items that will be placed under configuration
control.
• Some examples of configuration items include:
• Product deliverables – such as software code, design documents,
plans, etc.
• Product components – like modules, libraries, executables, etc. in
software projects
• Contracts, statements of work, requirements documents
• Policies, plans, procedures
• Tools, infrastructure, hardware
• Tests, test data, simulations
Configuration Identification
• Defining the configuration items is crucial for understanding the scope
under configuration management. It allows the team to efficiently track
changes, perform audits, and roll back if needed. Only items designated as
CIs will follow the rigorous change control and baseline management
processes.
• The project manager is ultimately responsible for configuration
management on the project but maintaining the traceability matrix and
version control for the items can be done by someone else: your project
support person or Project Management Office team maybe.
Configuration Change Control
 Configuration Change Control
• Configuration change control involves
having a formal process to manage
changes to configuration items in a
controlled manner. This ensures only
approved changes are implemented.
• This is done through version control.
That’s not just version numbering on
documents and making sure that others
are locked out while you are editing them,
but also physical security of the project’s
assets.

Source: PMI - Practice Standard for Project Configuration Management (2007, Project Management Institute)
Configuration Change Control
• The change control process includes the following steps:
• Baseline: This is the latest baseline released by CM.
• Submit Change Request: This step prepares the request,
ensuring that adequate
• information is supplied to allow proper assessment of the
impact of the change.
• Verify Change Request: This step ensures that all the
information needed to carry out an evaluation has been
provided. It establishes relationships between the proposed
changes and the items that will be impacted by the change.
• Evaluate Impacts: This step evaluates the impact of the
proposed change. Technical, cost, schedule, security, and
contract impacts are all evaluated. Identifying the appropriate
people to carry out the evaluation may be challenging. The
need to ensure that all impacts are identified must be
balanced with the need to executing the process efficiently by
doing only the necessary evaluations.
Source: PMI - Practice Standard for Project Configuration Management (2007, Project Management Institute)
 Configuration Change Control
• Review Decision and Plan: This step considers the
proposed change in light of the evaluated impact. The
authority required to approve a change will vary according
to the type and status of items affected. A proposed
change may, of course, be rejected. Items which actually
need to be changed are confirmed and work packages are
established and/or adjusted.
• Implement Change if Approved: This step makes the
change, tracks the progress, and reports status to the
tracking system. Relationships between the change
record and the item(s) actually affected by the change are
established and updated.
• Conclude Change Process: This step ensures that the
CCM process has been correctly followed and that there
is appropriate evidence that changes have been
satisfactorily implemented (typically a review process for
documents, testing for code). Authority to conclude a
change is the same as the authority to prove it. Status is
reported to the tracking system.

Source: PMI - Practice Standard for Project Configuration Management (2007, Project Management Institute)
Configuration Status Accounting
Configuration Status Accounting
• Configuration status accounting involves tracking and reporting on the
status of configuration items throughout the project lifecycle. The goal
is to maintain accurate records and details about each Configuration
Items.
• You should be able to see that an item is Open, Closed, In Progress,
Checked Out (and to whom) or any other status that you’ve decided to
give it.
• Every time the item is changed or being worked on, the matrix should be
updated so that it’s clear what is happening to the item. Then the latest
version is logged too, so that you can always refer to the current version.
Configuration Status Accounting
• A configuration management database (CMDB) is used to
store configuration records for each item. Details include:
• Item name/identifier
• Version number
• Description
• Status (development, testing, production, retired)
• Changes made
• Change History
• Relationships and dependencies
• Owner, approvers
• Storage location
• Baselines associated
Configuration
Verification and Audits
Configuration Verification and Audits

• Configuration verification and audits involve checking configuration

items to ensure accuracy and alignment with project plans. Both formal
and informal reviews are conducted.
• Regular audits provide assurance that configuration integrity is
maintained throughout the project. They validate that robust processes
are being followed.
Configuration Verification and Audits

• Formal Audits
• Functional configuration audits – Verify that a CI’s design is aligned
with requirements. Done at major milestones.
• Physical configuration audits – Verify that versions and configuration
documentation match the actual physical configuration. Done before
major releases.
• In-depth audits – Validate CIs against test baselines and configuration
documentation. Trace changes end-to-end.
Configuration Verification and Audits

• Informal Audits
• Peer reviews of configuration items and documentation
• Spot checks of baselines, documentation, and physical
configurations
• Sample testing to check for consistency and accuracy
Any discrepancies found during verification are logged and change
requests are submitted to correct them.
Configuration Verification and Audits

• Verification ensures that:

• Product configurations match documented descriptions
• Documentation matches actual product specifications
• CIs are consistent with each other and overall project baselines
• No unauthorized or untracked changes have occurred
Configuration
Management
Techniques
Configuration Management System for
Software Development Projects
• Version control systems: These tools manage changes to source code or documents over
time. They maintain versions and histories that help with tracking changes, implementing
rollbacks (if necessary) and supporting parallel development.
• Continuous integration/continuous delivery (CI/CD) tools: CI/CD pipeline tools automate
software testing and deployment, ensuring that systems regularly integrate changes to the
code base and run appropriate tests for issue identification.
• Infrastructure-as-code (IaC) tools: IaC tools facilitate infrastructure provisioning and
management using code that can be versioned and treated as any other software system
component.
• Change management and tracking tools: These tools record, track and manage change
requests and issues through a defined workflow.
• Configuration management databases (CMDBs): CMDBs store configuration information
about CIs and their dependencies, clarifying the structure of an IT environment and the
potential impact of changes.
Hardware Configuration
Management (HCM)

• Hardware Configuration Management

(HCM) is the application of configuration
management to the hardware or physical
components of the item(s) whose lifecycle
configuration is the focus.
• Hardware Configuration Management is
different from Software Configuration
Management (SCM), but HCM can include
the management of software items.
Hardware Configuration
Management (HCM)
The use of HCM software can be found in the
following industries:
• Aerospace, Aviation & Defense
• Automotive
• Consumer Products
• Energy & Renewables
• Heavy Machinery
• High-Tech & Electronics
• Industrial Equipment & Automation
• Logistics & Distribution
• Manufacturing & Supply Chain
• Marine & Naval
• Medical Equipment
• Transportation & Mobility
Hardware Configuration Management (HCM)
Estimation
Estimation in Project Management
• Project estimation is a method of analyzing data to develop a forecast
of the resources, time or budget a team might need to complete a
project.
Areas of Estimation in
Project Management
Areas of Estimation in Project Management

• Six main areas should be estimated when researching or planning a

project.
• Cost
• Time
• Scope
• Risk
• Resource
• Quality
Cost Estimation
• Cost estimation in project management is the process of
forecasting the financial and other resources needed to
complete a project within a defined scope.
• Cost estimation accounts for each element required for the
project — from materials to labor — and calculates a total
amount that determines a project’s budget.
• There are two key types of costs addressed by the cost
estimation process:
• Direct costs: Costs associated with a single area, such
as a department or the project itself. Examples of direct
costs include fixed labor, materials, and equipment.
• Indirect costs: Costs incurred by the organization at
large, such as utilities and quality control.
Cost Estimation
• Within these two categories, here are some typical elements
that a cost estimation will take into account:
• Labor: The cost of team members working on the project,
both in terms of wages and time
• Materials and equipment: The cost of resources required
for the project, from physical tools to software to legal
permits
• Facilities: The cost of using any working spaces not
owned by the organization.
• Vendors: The cost of hiring third-party vendors or
contractors.
• Risk: The cost of any contingency plans implemented to
reduce risk.
Time Estimation

• Time estimation is a process by which an

accurate forecast for the duration of the
project is predicted. While this isn’t an exact
science, it’s more than a guess.
• Time estimation involves the use of various
project planning tools and techniques to
determine the length of tasks and, thereby,
the project.
• A 2018 study by the Project Management
Institute (PMI) stated that poor time
estimating is the root cause of 25 percent of
failed projects.
• It will be covered in detail in next lectures.
Scope Estimation

• Scope estimation in project management is a crucial process that involves

predicting all the work necessary to complete a project. It helps project
managers define the boundaries of the project, ensuring that all tasks,
deliverables, and dependencies are accounted for.
• Accurate scope estimation is essential for creating realistic project timelines,
budgets, and resource allocation plans, ultimately increasing the chances of
project success.
Risk Estimation

Risk Assessment Matrix

• Risk assessment matrices are a
popular tool to visualise risk. The
most common matrix is a chart or
table that intersects the likelihood
versus severity. Depending on where
the intersection occurs on the axes,
an understanding of the risk level can
be derived.
Resource Estimation
• There are many resources to consider, but they usually fall into two categories.
• Labor: This is about estimating the number and type of people you will need for a project.
There are two primary sources of labor:
• Direct: This is the main labor force required to complete a project. So your main team,
plus the freelancers and contractors you need for the job.
• Indirect: This includes support staff, such as administrative and managerial personnel.
• Equipment: Your equipment can range from computers, printers, and photocopiers to
construction machinery and vehicles. Here are some typical areas you’ll need to consider:
• Materials: Materials can include anything from paper and envelopes to steel for
construction work or chemicals for manufacturing processes.
• Technology: Technology includes software, hardware, and IT services needed to
complete the job.
• Overhead: This includes costs associated with running a business, such as utilities and
rent.
Resource Estimation

• 7 Steps of Resource Estimation:

1. Identify project scope
2. Create the WBS
3. Analyze your resources and create a resource plan
4. Plan for contingencies
5. Review historical data
6. Review your communication strategy
7. Review your organizational policies
Resource Estimation

• Problems associated with under-allocation:

• Delays: When there aren’t enough personnel to complete the work on time, deadlines have to get pushed.
• Staff health suffers: Workers experiencing more stress than usual can quickly suffer from burnout which often
leads to more sick days.
• Over budget: By the time you notice you need more support, you’ll likely have to call on more costly contractors to
supplement the work.
• Negative company culture: A positive work culture can’t spring from a chaotic workplace with chronically
overworked staff.
• Downtime: Waiting for new deliveries when you didn’t order enough materials in the first place can create costly
downtime.
• Customer dissatisfaction: Customer experience suffers when they aren’t delivered the product they were
promised on time.
• Lower product quality: Deadline pressure often leads to shortcuts, which requires some level of sacrifice in
product quality.
Resource Estimation

• Problems associated with over-allocation

• Inflated project costs: You get what you pay for, and in this case, you paid for way
too much, and you have the receipts to prove it.
• Unmotivated staff: Underutilized staff risk becoming unmotivated and bored due to
lack of work. That loss of engagement can also lead to higher turnover over time.
• Extra storage costs: When your project resources involve physical things that need a
place to be, you also have the cost of storing them when they go unused.
• Increased overhead: A higher volume of staff means more overhead.
• Wasted stock: In some cases, the extra stock/materials you’re housing may spoil or
become outdated and unusable.
 Quality Estimation
Quality estimation plays a pivotal role in project management, as it serves as a
critical tool for ensuring the success of expenditure projects. By accurately
assessing and controlling the quality of deliverables throughout the project
lifecycle, organizations can
• Mitigate risks,
• Enhance customer satisfaction,
• Achieve their desired objectives.
Estimation Techniques
Estimation Techniques

• There are 6 types of Techniques you can use for Estimation:

1. Bottom-up
2. Top-down
3. Analogous
4. Parametric
5. Three-point
6. Expert judgment
Bottom-up
• The bottom-up approach involves segmenting the entire project into smaller components and
estimating each individually.
• This technique begins with creating a list of every task a team needs to perform to complete a project.
Then, the project manager groups related tasks together to develop phases and create a realistic
timeline. Finally, the project manager uses this information to establish the deadline.
• They may also use this method to determine what resources they need for each phase of the project to
complete it successfully.
• This type of estimation is like a function point analysis because it considers the amount of work in each
smaller task separately.
Top-down
• A top-down estimation establishes the deadline a team needs to complete a project by
first. Then, the project manager reviews the resources they need and the tasks the
team can perform to complete the project. Finally, they use this information to break
the project into smaller phases.
• Doing this establishes project milestones to make it easier to track the team's
progress.
• Project managers often use the top-down estimation technique if there's a specific
date their client needs the project completed.
Analogous
• The analogous estimation technique is like the top-down method, but it uses data from
previous projects to develop a more accurate assessment.
• The analogous estimation technique is like the top-down method, but it uses data from
previous projects to develop a more accurate assessment.
• For example:
• If the project they're planning for is like one they did in the past, they can
determine what the average duration of the previous projects was. They then can
apply that information to the current project to create a realistic timeline.
Parametric
• The parametric model also uses past project data, but it accounts for key differences in each project.
Although using this model for large projects may include creating advanced algorithms, it can provide
a more accurate and efficient estimation.
• For example:
• If you work for a landscaping company, you can use the parametric model to determine how
many hours a project may take by identifying the total number of hours for previous projects and
their combined square footage. Then, you might divide the total number of hours by the total
square footage to determine how long it takes on average to complete 1 square foot of
landscaping. Once you understand this metric, you can multiply it by the square footage of future
projects to estimate how long they may take to complete.
Three-point
• Project managers often use three-point estimation with the bottom-up technique to
develop more accurate estimates.
• Whereas the bottom-up method focuses on establishing one estimated outcome, the
three-point method predicts three outcomes, which are the most optimistic, the most
pessimistic and the most likely.
• For example:
• If you're developing an estimate for how soon your team can complete a project, you
might use this method to establish the soonest possible date, the latest possible date
and the most likely date. Once you determine what these points are, you can average
them to develop a more accurate estimation and set your deadline.
Expert judgment
• Expert judgment estimations rely on the expertise of the project manager and their
team. In these estimations, the team uses its knowledge and experience to estimate
what they need to complete a project and determine a reasonable deadline.
• This estimation technique is popular with experienced project managers because it
can be simple and fast to use, especially if the project they're planning is like one
they've done before.
• They also can use this method with the top-down or bottom-up methods to create
even more accurate estimations.