COVENTRY UNIVERSITY Faculty of Engineering & Computing

M28 EKM

Project
Management

Introduction 1

Module Tutors

Dr Anthony Olomolaiye – Module Leader

• E-mail: [Link]@[Link]

Mr Andrew Bell – Associate HoD

• E-mail: [Link]@[Link]

Dr Miles – Senior Lecturer

• E-mail: [Link]@[Link]

Introduction 2

Rules of Engagement

You are expected to behave in a very professional
manner

Lectures start promptly

The door will probably be locked 10 minutes after the
start & not opened

Anyone arriving after then might not be admitted

The register will be checked for false entries &
checked against names if necessary

Any student disrupting the lecture will be evicted and
reported to the Dean

Introduction 3

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COVENTRY UNIVERSITY Faculty of Engineering & Computing

Recommended
Reading

Lecture Notes

A wealth of publications in
the CU & Public Libraries

Introduction 4

Module Notes

Available on Moodle only

The notes are divided into sections, as shown in the
sequence of sessions

Session numbers and page numbers are shown at
the bottom, right side of each slide and page

You should also be able to demonstrate that you
have absorbed some of the recommended reading
and researched other sources of information

Sessions will include some additional material and
many practical exercises
Introduction 5

Intended Module Learning

Objectives
On successful completion of this module,
students should be able to:
1. Assess the business case for a project.
2. Recommend a suitable structure & process for
monitoring & controlling of the project.
3. Formulate a strategy for the implementation
of change.
4. Perform effectively & efficiently as a member
of a project team.
Introduction 6

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Assessment Methods

Assessment 1 MS Project Plan Individual

(20%)

Assessment 2 Simulation Team

(20%)

Assessment 3 Group Project Team

(60%)

Introduction 7

Lecture Outcomes
At end of today’s lecture, you should be able to:

I. Differentiate between a project, a programme, & a

portfolio

II. Elucidate the characteristics of projects

III. Recount the historical development & evolution of

project management

Introduction 8

A Project is...
• “A temporary endeavour undertaken to create a unique product,
service or result”
• “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
Introduction 9

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Project - A Simple Definition

A project is a task with

a beginning

an end

and identifiable objectives

Dr Martin Barnes

Introduction 10

Project - Definition
PMBOK

… A temporary endeavor undertaken

to create a unique product/ service.

 Temporary - the project has a definite end.

 Unique - the product/ service is different in

some distinguishing way from all similar
products/ services...

Introduction 11

The Nature of Projects

Can be revenue or capital projects

e.g. new vehicle or new computer system

Need to understand the objectives

Scope, costs and timescale

Quality, health & safety and resources

Alternative solutions

Affects the risks, cost, time and resources

Introduction 12

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Attributes of projects

Temporary – Have a start & finish dates

Non-repetitive & often have novel
features (Unique)

Have resource constraints

Involvement of a temporary team
(change as the work progresses)

Introduction 13

Introduction 14

Project Objectives:
Achieve Balance

Objective Definition

1. Performance The quality of the work being

done.

2. Cost The cost of the project work,

directly related to human and
physical resources

3. Time The schedule that must be met.

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Project Objectives: Trapezium

Cost Quality
Introduction 16

Project Objectives: Parallelogram

Quality
Introduction 17

Projects Vs Operations
Turner R. (2009)

Business as usual Change & innovation

Operations
Projects

Repetitive
Unique

Eternal
Finite

Evolutionary change
Revolutionary change

Equilibrium
Disequilibrium

Balanced objectives
Unbalanced objectives

Stable resources
Transient resources

Stability
Flexibility

Efficiency
Effectiveness

Roles
Goals

Experience
Risk and uncertainty
Introduction 18

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Project - Some Examples

Introducing a new
Preparing for an
vehicle exhibition

Constructing a
Moving to another

building site

Changing computer
Managing a culture

systems change

Introducing new
Managing multiple

plant and machinery projects
Introduction 19

Project Classification
(Lock, 2007)

Civil Engineering, construction, petrochemical, mining etc.

on-site, remote from head office, exposed to elements

massive capital investment, consortium, several contractors

Manufacturing: (equipment, machinery, ship, etc.)

in-house, on-the-spot management, optimum environment

usually purpose-built for single customer

Management: (relocation, restructuring, cultural change)

might not be a visible tangible result but outcome still vital

large human resource element & possible resistance to change

Research

high level of risk & reward, long duration, high cost

objectives difficult or impossible to define

needs a more flexible cost & time management control system
Introduction 20

Categorising Projects

Strengths and weaknesses

Runner

Repeater

Stranger

Alien

Introduction 21

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Project Benefit / Purpose

Corporate strategy is implemented through projects

to increase shareholder value – future cash flows

to give sustainable competitive advantage

to increase profitability

by earning more revenue

by reducing costs

by reducing working capital

by improving efficiency & productivity

to remain in business – survival

no benefit should be exaggerated to justify a project
Introduction 22

Project Management
the most transferable management skill

Introduction … because it is founded on common sense 23

Project Activity Cycle

INITIATE PLAN
Identify objectives Identify work content
Understand constraints Define work scope
Identify stakeholders Create schedule of work
Develop strategy Generate budgets
Create organisation
Define procedures

EXECUTE CONTROL
COMPLETE/ CLOSE-OUT
Authorise work Monitor performance
Delivery, hand over
Perform defined work Control changes
Settlement of claims & fees
Implement procedures Understand variances
Disposal of redundant assets
Implement changes Initiate corrective actions
Post project review
& corrective actions Forecast the future

Introduction 24

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Some Examples of Project

Methodologies
 PrInCe 2: Projects in Controlled Environments

 PM2 : Project Management Methodology

 MITP : Managing the Implementation of the

Total Project

 CMM : Capability Maturity Model

 DSDM : Dynamic Systems Development
Method
 PMBoK: ?
Introduction 25

PM Body of Knowledge
1) Project Integration Management
2) Project Scope Management
3) Project Time Management
4) Project Cost Management
5) Project Quality Management
6) Project HR Management
7) Project Communication Management
8) Project Risk Management
9) Project Procurement Management 26
Introduction

Project Management
- Definition
The application of knowledge, skills,
tools & techniques to project activities in
order to meet stakeholders needs &
expectations from a project.
- PMBOK

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A Brief History

Project
Management
2 Forefathers
i. Henry Gantt - Gantt chart
ii. Henri Fayol - 5 Management Functions
Introduction 28

5 Major influences which helped

shape & form the discipline of
project management:
1. Development of management thought
2. Creation of special tools and techniques
3. Development of information and
communication technologies
4. Socioeconomic and political influences
5. Expanding scope of project management
Introduction 29

Characteristics of Project
Management

Powerful planning tool

Provides a structured approach

Needs to be tailored to project scope

Cross functional understanding needed

Needs a facilitator or ‘Champion’

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Why Project Management?

Projects and 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
Introduction 31

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

Introduction 32

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
Introduction 33

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Types of Programme:

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

2. The multi-project (single client) programme

3. The mega-project programme

4. The programme management (or

management by projects) organisation

Reiss (1996)
Introduction 34

Programmes Vs. Projects

Programme Management is different from
Project Management.
Programme manager:
Project manager:
• Has more complex and subtle
• Is focused on making success criteria. e.g.: A Govt
programme to manage the
project succeed;
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.
Introduction 35

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

Project
Often sharing
common resources Programme A Project

Portfolio projects Project

do not necessarily
Project
share common
Programme
objectives Portfolio Project
B

Ensures that projects Project

are ‘visible’
Project
Avoids duplication, or
Programme
inappropriate projects, Project
C

Introduction Project 36

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