Introduction to

Engineering Project
Management
 Outline

• What is a Project?
• Engineering Project?
• Engineering Project Management
• Characteristics of Projects?
• Projects vs Operations.
• Why Undertake Projects?
• Project Management Framework (Life Cycle, Knowledge Areas, Process Group)
• Project Constraints
• Organizational Structures
Who should study Project Management

• Anyone who is directly or indirectly involved in; initiating,

planning, implementing, monitoring, evaluating and/or
controlling a project.
• People in leadership positions who need to manage multiple tasks,
resources, and personnel.
• Professionals in any field (Engineers, IT specialists, marketers,
healthcare workers, educators etc) who deal with project-based
work.
A good project management knowledge will increase the likelihood
of project attaining its goal within the time & budget.
What is Project Management?
• The application of knowledge , skill, tools and techniques to project activities in
order to meet or exceed stakeholders needs and expectations.

• It’s the practice of planning, organizing, and executing the tasks needed to turn
a brilliant idea into a tangible product, service, or deliverables.
 What is Project?
• A project is “a temporary endeavor undertaken to create a
unique product, service, or result”
• Projects end when their objectives have been reached, or the
project has been terminated
What is Project?
Characteristics of Project

Projects are Temporary, Unique and Time Limited.

Unique: Time-Limited Can tell when it is done

• Completely new product or • May have a start and end date
service • Objective is achieved
• May be measured as “will be
• Creation of new process. complete when a particular • Time limit is reached
• Product or service new to this objective is achieved”
group of people. • If it simply continues forever or • Objective is abandoned
to an unspecified end-date it is
probably an ongoing business
activity
 Engineering Project

• Engineering project.” By adding the modifier “engineering,” we now indicate that the
methods we will use to create this result involve “engineering.”

• By this we mean the methods that we will use depend significantly on the application
of technology and technological concepts in order to achieve a practical effect.

• Role played by the application of technology and technological concepts to be central

to the success of the project.
 Engineering Project Management:

• “Engineering project management.” By adding this third word, we have moved

from focusing on the desired end-result (that is, the product or service that we
intend to create) to focusing on the process and method by which we will
create it.
• By management, herein we mean the notion of planning and organizing the
activities that will create the desired end-product or service.
• Activities before the actual start of the project & Activities during the conduct of
the actual project.
Engineering Project Management

Engineering project management is therefore a discipline that

provides the method to get to our desired result: that product or
service that we want to use or offer for sale, where the application of
technology or technological concepts is central to the eventual
success of the project.
 Examples of Projects.

• A team of students creates a smartphone application and sells it online

• A company develops a new driverless car.
• A government group develops a system to track child immunizations.
• A global bank acquires other financial institutions and needs to
consolidate systems and procedures.
What are Operations

• Permanent initiatives (having no definitive end).

• Repetitive product, service, or result.
• Generally carried out after completion of projects.
• Includes daily routine work.
 Project vs Operations

• Projects should not be confused with everyday work. A project is

not routine, repetitive work!
Why Undertake Projects
Class Activity
 What is Program?
• Collection of projects having the same objective.
• Projects in a program are managed in a coordinated manner.
• Benefits not available from managing them individually.
• Also temporary in nature, but not bound by time but objective.
• Examples include welfare programs, vaccination programs etc.
 Examples of Program
Software Development Environmental Sustainability Marketing Program
Program
• Project 1: Development • Project 1: Social media
of the CRM system. marketing campaign targeting
• Project 1: Solar panel millennials.
• Project 2: E-commerce installation on government
platform integration. buildings. • Project 2: Email marketing for
existing customers.
• Project 3: Internal • Project 2: Implementing
collaboration tool recycling programs across the • Project 3: Influencer
deployment. city. partnerships to reach new
audiences.
• Program Goal: All • Project 3: Developing a
projects work together to public transportation initiative • Program Goal: Increase
create an integrated to reduce vehicle emissions global brand awareness by
software ecosystem for the 30% in the next 12 months
company.
Some Statistics on PM
Some Statistics on PM
Let's Review:
Project Management Discipline

• Project: A temporary endeavor undertaken to create a unique

product, service or result.
• Project Management: The application of knowledge, skills, tools
and techniques to project activities in order to meet or exceed
stakeholder needs and expectations
• Program: A group of projects managed in a coordinated way to
obtain benefits not available from managing them individually.
 Project Life Cycle

• A project life cycle is the series of phases that a project goes through from start to
finish.
• Defining Stage/ Feasibility : Specifications, project objectives, form teams, assign
major responsibilities.
• Planning stage/Design: Determine scheduling, risk handling, quality levels, budget
needs etc.
• Executing Stage/Build: The physical product is produced (a bridge, a report, a
software program). Time, cost, and specification measures are used for control. What
revisions/ changes are necessary?
• Closing stage: Delivering outcome to the customer, redeploying project resources,
and post-project review.
Project Life Cycle
 Project Mangement Framework

• A structured approach that provides guidance, processes, and best

practices for managing projects effectively from initiation to
completion.
 Project Mangement Framework
PMBoK Knowledge Areas

Knowledge
Areas:
The key aspects of
project management
that should be
overseen by project
managers so they can
plan, schedule, track
and deliver projects
successfully with the
help of the project
team and project
stakeholders.
Project Mangement Framework
Process Groups

Initiating Planning
Processes Processes

Controlling
Processes Executing
Processes

Closing
Processes
 Integration Management

Project Management Knowledge Areas (PMBOK)

Initiation
Scope Management
49
Time Management
Planning
Project
P
Cost Management
R
Management O
Implementation/
Framework Quality Management C
E Execution
Resource Management S
S Monitoring,
Communication Management E Evaluation & Control
S
Risk Management

Closure
Procurement Management

Stakeholder Management
 Project Constraints
Project Triangle or Triple Constrains

• A project management triangle is a project management model. It proposes that managing three
constraints—cost, scope and time—leads to a quality final deliverable.

1. Scope: What work will be done as part of the project? What unique product, service, or result does
the customer or sponsor expect from the project?

2. Time: How long should it take to complete the project? What is the timeline?

3. Cost: What should it cost to complete the project? What is the project’s budget? What resources are
needed?

• This model is also called the iron triangle, golden triangle, project triangle and triple constraint.
Project Constraints
Project Triangle or Triple Constrains

Other constraints include

Quality, Risk, and Resources
Project Constraints

Cost Scope Quality Risk Resources Time

 Project Manager

• Project managers are organized, goal-oriented professionals who use

innovation, creativity, and collaboration to lead projects that make an
impact.

• They use their project management expertise to execute and complete

projects that bring brilliant ideas into reality.

• From the grand skyscrapers to your favorite social media apps,

project managers lead all types of projects across various industries.
 Project Manager

• The project manager’s leadership style should be matched to the

developmental level of the project team and should move through
successive steps of:
 Project Team

• Everyone on a project has a function or role and a responsibility assigned to

that role or function.
• It is important for the Project Manager to identify these roles and help
influence these team members in order to keep the project running smoothly
and ensuring project success.
 Project Team
• Project Sponsor: The sponsor and the project manager are the “owners” of the project. Usually,
the project sponsor will come from senior management, but can be the customer in some cases.
The project sponsor is the person or group responsible for providing the financial resources
(funding) for the project
• Senior Management (Executive Management) : Senior managers are the people above the
project manager within an organization. Senior management will Initiate the project and delegate
project responsibilities and authority to the project manager.
• Functional Manager: The functional manager manages the specialty or specific resources
required to create deliverables required for the project. Project managers will coordinate and
negotiate with the functional managers for the resources needed for the project. Functional
managers are often involved in project planning and setting priorities for the project.
• Project Team Member: The group of individuals that is performing the work required for the
project and project delivery.
Project Team

• Stakeholder: A project stakeholder is anyone with a particularly

significant interest in the project’s outcome including those
providing funding or right of way for the project and property
owners who are affected by the project.
• Customer: The person or organization that will acquire or use the
project’s product.
 Organizational Structure

• Functional Organization
• Projectized Organization
• Matrix Organization

Functional Organizations:
In a functional organization, the company is divided into departments based on specialized functions
(such as marketing, finance, IT, etc.). Project managers have limited authority, and the team members report
to their functional managers.
Projectized Organization:
In a projectized organization, the project manager has full control over the project, including
resources, budgets, and timelines. The focus is entirely on project delivery, and the organization
is structured around the execution of projects.
36
 Matrix Organization
• Matrix Organization
Matrix organizations are a blend of functional and projectized characteristics

Strong Matrix
In a strong matrix organization, the Project Manager has considerable authority and usually will
have full-time staff assigned. The Project Manager will usually report to a manager of project
managers, or a Project Management Office.

Weak Matrix
Weak matrices maintain many of the characteristics of a functional organization, with the project
manager actually providing a coordination role, with limited or no project authority.

Balanced Matrix
A balanced matrix recognizes the need for a project manager; this structure does not provide the
project manager with the full authority over the project and project funding.
Organizational Structures
Project Management Quotes

• –If You FAIL to PLAN; You PLAN to FAIL

• –Over time and with experience, you will apply Project

Management skills at whatever you do.

• –Project Managers are professionals; they are not super

heroes or firefighters.
Thank You