Project Management

A Project is;

An enterprise (activity or set of inter-related activities)

that has a definable start and a completion. (BS
4335: 1987)

An unique process, consisting of a set of coordinated

and controlled activities with start and finish dates,
undertaken to achieve an objective conforming to
specific requirements, including constraints of time,
cost and resources (BS 6079-2: 2000)
Some examples of Projects : -

• Developing a new product or service

• Effecting a change in structure, staffing,
or style of an organisation
• Designing a new transportation vehicle – a car,
train, bus, ship or plane
• Constructing a building, house, factory, hospital,
airport or any facility
• Running a campaign for political office
• Implementing a new business procedure
or process
• A pit-stop in an F1 race
• A concert or event
• Studying for a degree

....and many, many, others....

Project Management can be defined as;

The mobilisation and management of resources

(including the technical, time and cost aspects) for
the purpose of completing a project.
(BS 4335: 1987) (BSBritish Standard)

Planning, monitoring and control of all aspects of a

project and the motivation of all those involved in it
to achieve the project objectives on time and to the
specified cost, quality and performance. (BS 6079-
2: 2000)
PROJECT MANAGER

An individual or body with authority, accountability

and responsibility for managing a project to
achieve specific objectives (BS 6079-2: 2000)

PROJECT TEAM

set of individuals, groups and/or organizations that

are responsible to the project manager for
undertaking project tasks. (BS 6079-2: 2000)
PROJECT MONITORING

The comparison of current project status with what

was planned to be done, to identify and report any
deviations. (BS 6079-2: 2000)

PROJECT CONTROL

An extension of project monitoring in which some

action is applied to a project and the imple-mentation
is later measured to check its effectiveness, possibly
to supplement it by further ac-tion. What was planned
to be done may also be revised. (BS 4335: 1987)
Basic Objectives of Project
Management

To get things done.

- On Time.
- Within Budget.
- According to Specifications.
So a project needs to be : -
specific,
measurable,
attainable,
relevant and
time-bound

(SMART)
There can also be two additional criteria;

evaluate and
re-evaluate,

(SMARTER)
 The Project Management Process
(taken from the Association of Project Management, Body of Knowledge)
Another Definition of a Project

A management environment which is created for

the purpose of delivering a business product
according to a specified business case.

(as defined by PRINCE; the standard for project

management in HM Government departments)

It is a TEMPORARY management environment.

Alternative Definition of PM

Project Management is the application of a collection

of tools and techniques (such as CPM and Matrix
organisation) to direct the use of diverse resources
towards the accomplishment of a unique, complex,
one-time task, within time, cost and quality
constraints. Each task requires a particular mix of
these tools and techniques structured to fit the task
environment and life-cycle of the task.

(Olsen, R.P. "Can Project Management be defined ?"

Project Management Quarterly, 2 (1), 1971,
pp.12-14).
CHARACTERISTICS OF PROJECTS

Projects are:-

1. Goal Orientated.

2. Involve co-ordination of inter-related activities.

3. Have a finite duration, with a beginning and an end.

4. Are to a greater or lesser extent unique.

A PROJECT NEED NOT BE LARGE

- they range in size from very small to the very

large. Size is relative to the organisation; a
project which is large to one organisation may be
thought of as small by another.

- size is not always a good indication of the

importance of a project.
PROJECT TYPES AND FEATURES

PROJECT PATTERN

Most projects have a common pattern.

a) Gradual build-up in the use of resources of

personnel, materials equipment, energy, etc.

b) A relatively long period when resources are used

at a high rate.

c) Run down, when resources are released.

The Classical “S” shaped Project Management Curve

(c) Run down

% Project Completion

(b) Resources used at

a high rate

(a) Gradual build - up

Time
PROJECT PHASES

a) Conception, feasibility or design study, and

project definition.
b) Design, specification and procurement.
c) Execution phase; Construction, manufacture,
fabrication, assembly etc.
d) Installation, testing and commissioning, and
handover to an operator/user.
PROJECT CATEGORIES

Projects can be categorised, by feature industry or value - or by

time scale:- for example:-

a) Long term (over 10 years)

1. Industrial development of a country.
2. Electrification programme (eg railway electrification).
3. Development/production of aircraft, ships or defence
equipment.

b) Medium term (3-10 years)

1. Construction of a large building, a dam, or an oil rig.
2. Development of an extensive computer system.
3. Privatisation of a large nationalised industry.
4. A smaller part of a long term project.
c) Short term (6 months - 3 years)
1. Building a road.
2. Moving an office location.
3. Organising a conference.
4. Part of a longer term project.

d) Special Small scale.

1. Emergencies - evacuation of a building,
restoration of vital services.
2. Complex key operation; e.g. Changing or repair
of a machine in a production line, resurfacing a
runway of a busy airport, a pit stop in an F1 race.
3. Data Transmission.
4. Rearranging the shelves in Marks and Spencer.
PROJECT ENVIRONMENTS

a) Strategic long term planning.

b) Research and development.
c) Capital plant manufacture.
d) or procedural projects.
e) Major engineering on dispersed sites.
f) Planning and controlling change-overs: e.g.
traffic diversions.
g) One-off building construction.
h) Repetitive building construction.
i) New product introduction.
j) Planned maintenance, major overhauls.
k) Production planning.
l) Key operation of short duration, e.g.
aircraft turnaround.
m) Emergency planning.
n) Plant commissioning.
o) Plant operation.
 MAIN STAGES or PHASES OF A TYPICAL
PROJECT

PROPOSAL AUTHORISATION IMPLEMENTATION.

1. CONCEPTION 1. DETAIL DESIGN

2. DEVELOPMENT 2. PROCUREMENT AND

AND DEFINITION CONSTRUCTION

3. EVALUATION 3. COMMISSIONING

4. OPERATE AND
MAINTAIN
PROJECT/PROGRAMME LIFE CYCLES

ONE-TIME PROJECTS or One -off projects

PREFEASIBILITY

FEASIBILITY

DESIGN

MANUFACTURE/PROCURE

ERECT/INSTALL

TEST

HANDOVER/
COMMISSIONING

Time
METHODS OF GENERATING A PROJECT

SMALL PROJECTS

There is a need for a formal system for

examining problems, and reporting so that
suggested solutions can be considered as new
projects.
PRODUCT DEVELOPMENT PROGRAMMES

MAJOR PROJECTS

Examples are;

1. Replacing old or obsolete equipment.

2. Extension of product range.
3. Response to a threat by a competitor.
4. The output of a research programme.
5. A project needed as a result of an advance in
Technology.
6. A deficiency in an existing product.
7. Collaboration with another company.
8. A successor to an existing project.
 PROJECT POSSIBLE ORIGIN

New product to service to meet a Customer/manufacturer

customer need.

Invention of a new product. Designer/manufacturer

Reduction of manufacturing cost. Operative/Planner/Quality

Control

Improvements in serviceability Service Engineer

reliability, life of an article.

Improved distribution. Customer/Driver/

Manufacturer...

Change in design specification. Customer

STAGES IN PROJECT IDENTIFICATION &
DEVELOPMENT

1.Proposal or project identification.

2.Development and definition of the project.

- Preliminary estimates of costs and benefits.
- Downey (1969) suggests that the Feasibility
Study for a major project can incur about ½% of
the total development cost and last no more than
6 months - but depends on the size and
complexity of the project.
- Input into Feasibility Study will be a staff target,
draft, staff requirements. etc.

- Output of a Feasibility Study will be a technical

appraisal of the feasibility of develop-ing and
producing the scheme -
- identification of areas of uncertainty
- a statement describing the project so that a
balance between the requirements, cost and
duration is achieved.
- a description of the means of achieving these.
- An assessment of the programme for the project,
divided into:-
project definition - (stage 1)
project definition - (stage 2)
full development.
- An estimate of the cost of the project divided into
the same three sections.

- A statement of the main resources - e.g. Labour

and plant required for:-
Project Definition
Development
Production or construction.
A Project Initiation Document (PID) (as used in
PRINCE) is a statement of;

WHAT? - A defintion of the nature and scope of the

product to be produced by the project.

WHY? - The justification for the project based

upon the underlying business problem or
opportunity which the business product is to
address and the reasons for its selection in
preference to other alternative solutions.
WHO? - The definition of the organisation structure
and roles and responsibilities of the project.

HOW? - The approach to be taken to the

management of the production of project
products.

WHEN? - A mapping of "HOW?" over time.

 Project
Initiation
Document

Definition of
Project Business Project
Introduction Organization &
Brief Case Plan
Responsibilities