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Lecture 1

The document provides a comprehensive overview of project management, defining a project as a unique set of coordinated activities with specific objectives, start and end dates, and constraints. It discusses the importance of project management in navigating complexity and achieving strategic goals, as well as differentiating between projects, programs, and portfolios. Additionally, it highlights the benefits of effective project management, including better resource allocation, improved client relationships, and enhanced quality and efficiency.

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12 views

Lecture 1

The document provides a comprehensive overview of project management, defining a project as a unique set of coordinated activities with specific objectives, start and end dates, and constraints. It discusses the importance of project management in navigating complexity and achieving strategic goals, as well as differentiating between projects, programs, and portfolios. Additionally, it highlights the benefits of effective project management, including better resource allocation, improved client relationships, and enhanced quality and efficiency.

Uploaded by

muhammedhummain
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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BBA-512 Engineering Project

Management
By: Dr. Ahras Rashid
Project - A Simple Definition

• A project is a task with


Project - Definition

A project is a unique set of co-ordinated activities, with a


definite starting and finishing point, undertaken by an
individual/ organisation to meet specific objectives within
defined schedule, cost & performance parameters
BS 6079-1, 2000: 2
Project – “my Definition”

“A project is a challenge waiting for solution”


Definition adapted from Dr Juran

Project = An ambition to do something new


Straw, (2015)
•“A temporary endeavour undertaken to create a unique product, service or result” – PMI
•“A set of co-ordinated activities, with a specific start & finish, pursuing a specific goal with
constraints on time, cost & resources” – ISO 8402
•“A management environment ... created for the purpose of delivering ... business products
according to a specific business case” – PRINCE2
•“A unique process ... with start & finish dates, undertaken to achieve an objective ... including
constraints on time, cost & resources” – BSI
•“An endeavour in which ... resources are organised ... to deliver a unique scope of work ... within
constraints of cost & time ...” - APM
Project – Explained

A project can be considered to be any series of activities & tasks that:


Have specific objective(s) to be completed within certain specifications
Have defined start & end dates
Have funding limits (if applicable)
Consume human & nonhuman resources
Are multi-functional (cut across several functional lines)
The Iron
Triangle
Projects Vs Operations
Turner R. (2009)

• Business as usual Change & innovation


 Operations 
Projects
 Repetitive 
Unique
 Eternal

Finite

Revolu
 Evolutionary change
tionary
 Equilibrium change
 Balanced objectives 
Disequ
ilibriu
 Stable resources
m
 Stability 
Unbala
 Efficiency nced
objecti
 Roles ves
Project Management
- Definition PMBOK

•The application of knowledge, skills, tools &


techniques to project activities in order to meet
stakeholders’ needs & expectations from a
project.

•…the discipline of planning, organising & managing


resources to bring about the successful completion of
specific project goals & objectives
OTHER DEFINITIONS OF PROJECT
MANAGEMENT
PM: Socio-Technical Dimension

Sociocultural
Leadership
Teamwork
Negotiation
Stakeholders Conflict
Resolution
Technical
WBS
Resource Allocation
Baseline Budgets EVA
• “Soft skills will be the X-factor in the workplace” - IBM
•“The rise of A.I. & automation means employees are increasingly
tasked with jobs that only humans can do:
1. thinking creatively,
2. using judgment,
3. employing empathy….
•Adaptability will be the most durable skill in the years to come …..”
Why Project Management?
•Projects & project management are essential to the non-routine duties that
must bring about change.

Provides a systematic approach to manage complexity, uncertainty & risk

Better, more responsive, control

Better client relationship

Sharper focus on results

Better interdepartmental co-operation

Shorter development times

Lower cost, higher quality & reliability

Higher profit margins & return on investment
Why do we need PM

To determine roles & responsibilities

To identify & establish priorities

To establish & manage realistic deadlines & schedules

To determine & assign accountability & authority

To ensure proper documentation of work activities (determining what
documentation is needed & to avoid over documentation)

To provide effective & timely communications to each stakeholder

To reduce rework & redundant work
Why Study Project Management?
2 Sets of People:
People who are Project Managers (have some Project
Management responsibilities)
People who report to Project Managers
Project Management Drivers
What drives project management?

Time to market/ Competitiveness

Strategic cost and quality requirements

Flatter management structures

Team working

Low-cost project management software

Simultaneous or concurrent engineering

Cost penalties in contracts

Cost of work in progress
Benefits of Project Management

Allocate scarce resources

Focus management skills on to specific tasks

Secure commitments to deliver results

Direct elements of the business with excessive
• planning

Keep control of multiple projects

Ensure that quality and safety are engineered into projects at the design
stage

Extend the experience of staff
Projects, Programmes & Portfolio
Programme Management

Coordinated management of a group of projects having a
common strategic objective to deliver benefits that would
not be achieved were the projects managed
independently

e.g.

Product extension – extending the life of an existing product to
fill a potential gap in the product life cycle

New Product development – designing and producing a new
product to replace an existing product

Process development – improving the manufacturing
process to
enable more efficient production

Coordinating deliverables, interfaces, resources, priorities,
information, technology
4 Types of Programme

1. The multi-project (multi-client) programme


e.g. an organisation gives contracts to many
organisation
2. The multi-project (single client) programme
e.g. an organisation has many projects for the same
customer
3. The mega-project programme
e.g. numerous highly interdependent projects aimed at
delivering a superordinate goal
4. The programme management (or management
by projects) organisation
Reiss (1996)
Programmes & Projects
Programme management is different from
project management.
Project manager: Programme manager:
• Has more complex and subtle
• Is focused on success criteria. e.g.: A Govt
making project succeed; programme to manage the
consequences of harsh weather, floods,
• Delivering the project is drought, snowstorms & climate
change. Logically, there will not be
everything and floods & drought at the same time.

• Failure results if project • The programme can succeed


without every single project
not delivered succeeding.
Project Portfolio Management
The continuous process of selecting & managing the optimum set of
project-oriented initiatives to deliver maximum business value.”

Grouping of projects for management convenience


Often sharing
common resources
Portfolio projects
do not necessarily
share common
objectives
Ensures that projects
are ‘visible’
Avoids duplication, or
inappropriate projects,
Summary – Today’s Lecture

Rules of Engagement

Intended Learning Outcomes

Assessments

Definitions of “P” & “PM”

Examples of Projects

Why study PM?

Brief History of PM

Projects, Programmes & Portfolios

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