Engineering Project Management

Dr. Hassan Darwish

A Frame Work For Project Management

INTRODUCTION TO THE

COURSE
A Frame Work For Project Management

1. Introduction and Key Concepts 6. Controlling Projects

2. Project Life Cycle Models 7. Closing Projects

3. Initiating Projects 8. Organizational Impacts

4. Planning Projects 9. Overview of Knowledge Areas

5. Executing Projects 10. Role of the Project Manager

Session Objectives

• An awareness of the importance of applying good practice Project

Management in projects of any size.

• An understanding of essential elements, including the Leadership Role of

the Project Manager, Project Planning, Risk Management and

Stakeholder Engagement.
Proposed Class Rules
Classroom Rules: Groups

• Students are only allowed to attend in their scheduled slot

• Any changes MUST be approved by the course instructor

6
Classroom Rules: Attendance
• Attendance shall be taken at every class.

Justification provided within 48 hours ??

Classroom Rules: Homework

• Due on the deadline specified.

• Late homework will be accepted with a penalty of -5% for

every 30 minutes of delay.

Academic Integrity Dishonesty

Includes:

• Plagiarizing reports/cases

• Cheating on assignments

• Multiple submissions of the same work for grades

• Fabrication of data or documents.

• Cheating on midterm exam

Course Policies - Excuses

Late Assignment submissions can be accepted, ONLY IF:

• A written excuse is accepted by the Dean of Academic Affairs

• The excuse covers the entire period between a) the day the assignment

was assigned and b) the deadline

• The late submission is submitted less than 48 hours after the end of the

excuse period
Course Policies - Excuses

Classwork assignment (CWA) submissions are accepted ONLY from those

who attended the class. If a student is absent due to an “excuse”, a

makeup mark can be given for the missed CWA at the end of the semester

(as the average of other CWAs), ONLY IF:

• A written excuse is accepted by the Dean of Academic Affairs

• The instructor is notified within 24 hours of the end of the excuse period
Course Policies - Excuses

If a student misses a midterm exam due to an “excuse”, a makeup exam will

be held on the day of the final exam, ONLY IF:

• A written excuse is accepted by the Dean of Academic Affairs

• The instructor is notified within 24 hours of the end of the excuse period
Course Grading Methodology

Assignments/Exams Marks Deadline

Assignments 15 Topic’s Week

Attendance & Participation 10 All Weeks

Mid-term Exam 20 Week 7

Group Project 15 Week 10

Final Exam 40 Week 16

 Tasks Sheduling

INTRODUCTION

Project location
What Is Project ?

• A project is a set of interrelated activities, usually involving a

group of people working together toward a common goal or

objective over a period of time.

 What Is Project?
Then Project Management is ……

• The planning, scheduling, and orchestrating of project activities to

achieve objectives within a specified period of time.

 What Is Project Management?

 Tasks Sheduling

Project location
 Project Management Process
Identifying & • Objective, VoC,
Organizing Scope, Brainstorm,
the Project High Level Estimate

Planning the • Team, Charter, Budget,

Project Schedule

Executing • Communication &

the Project Control

Monitoring • Monitoring project

the Project performance

Close down • Evaluate , Lessons

Learnt, Celebrate
the Project

 Project Management Fundamentals

Project Management History

Frederic Taylor published “The

Project Principles of Scientific
management has Management” book which goal
been around was to give unskilled workers The rise of Agile
PERT and CPM
since ancient the opportunity to work on new project management
methods were invented
times. and complex projects. PMI initiated PMP system
Launching of PMI certificate

1917 1962 1980 2000

19th Century

1911 1957 1969 1990 2008

Gantt chart was U.S DOD created PMI published
The need for more
developed by Henry the Earned value PMBOK
structured project
Gantt and WBS
management tactics
had risen in many
sectors and
Transcontinental
Railroad is
considered to be the
first, large-scale
project
management
undertaking
Why Do We Need Project Management ?

• To lead and handle projects effectively in an organization .

• To define the project and agree with the customer.

• To plan and assess resource needs for the project.

• To estimate project cost and make proposals.

• To plan and schedule activities in a project.

• To allocate the right resource at the right time.

• To assess risk and failure points and make backup plans.

 Why Project Management?
Project Team Responsibilities
Project Sponsor
 Champion of the project
 Has authority to define the scope
 Provides team with resources
 Approves / rejects final deliverables

Project Manager
 Plans & schedules project tasks and oversees day to day
project execution, milestones, and budget.
 Receive authorities from the sponsor
Team Lead
 Initiator, model, negotiator, listener, coach, working
member
Team Members
 Should be selected on the basis of their skills and
ability to corporate with others (Skills technical,
problem solving, interpersonal, organizational,
developmental, communication).
 Project Management R&R’s
Project Management Organizational Structure

1 IDENTIFY
Define the project
and set up
expectations.
3 EXECUTE
Start implementing the
project plan
3 4
The project process can often go back
and forth between the planning,
executing and monitoring phases.

5
PLAN
Create a plan with

2
schedules, tasks, MONITOR CLOSE
resources and Make sure the Reach the project
budget. execution is in line goal and compile
with the project all the documents
plan. and reports.

4
 Project Management Organizational Structures
Types of Organizations

I. Project-based organizations

II. Functional organizations

III. Matrix organizations

Projectized Organization

Project Coordination Chief Executive

Project Manager Project Manager Project Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Functional Organization

Chief Executive

Functional Manager Functional Manager Functional Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Blue boxes represent staff engaged in project activities)

Week Matrix Organization
Chief Executive

Functional Manager Functional Manager Functional Manager

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project Expediter
Balanced Matrix Organization

Chief Executive

Functional Manager Functional Manager Functional Manager

Staff Staff Staff

Staff Staff Staff

Project
Coordinator

Project Manager Staff Staff

Strong Matrix Organization

Chief Executive

Functional Functional Functional Projects

Manager Manager Manager Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

28
Composite Matrix Organization

Chief Executive

Functional Functional Functional Manager of

Manager Manager Manager Project
Managers

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Project B
Coordination
Staff Staff Staff Project Manager

Project A Coordination 29

 Project Management Organizational Structures

Elevator Pitch

 Project Management Introduction

Feasibility Study

 What is Feasibility Study?

As the name implies, a feasibility analysis is used to determine the viability of

an idea, such as ensuring a project is legally and technically feasible as well as

economically justifiable. It tells us whether a project is worth the investment—in

some cases, a project may not be doable. There can be many reasons for this,

including requiring too many resources, which not only prevents those resources

from performing other tasks but also may cost more than an organization would

earn back by taking on a project that isn’t profitable.

 What Is Feasibility Study?

Outline A Feasibility Study

 A well-designed study should offer a historical background of the business or

project, such as a description of the product or service, accounting statements,

details of operations and management, marketing research and policies, financial

data, legal requirements, and tax obligations. Generally, such studies precede

technical development and project implementation.

Feasibility Analysis
 Types of Feasibility Study
A feasibility analysis evaluates the project’s potential for success; therefore, perceived
objectivity is an essential factor in the credibility of the study for potential investors and lending
institutions. There are five types of feasibility study—separate areas that a feasibility study
examines, described below.

1. Technical Feasibility
This assessment focuses on the technical resources available to the organization. It helps
organizations determine whether the technical resources meet capacity and whether the
technical team is capable of converting the ideas into working systems. Technical feasibility
also involves the evaluation of the hardware, software, and other technical requirements of the
proposed system. As an exaggerated example, an organization wouldn’t want to try to put Star
Trek’s transporters in their building—currently, this project is not technically feasible.

 Feasibility Analysis In PM
Feasibility Analysis
2. Economic Feasibility
This assessment typically involves a cost/ benefits analysis of the project, helping organizations
determine the viability, cost, and benefits associated with a project before financial resources
are allocated. It also serves as an independent project assessment and enhances project
credibility—helping decision-makers determine the positive economic benefits to the
organization that the proposed project will provide.

3. Legal Feasibility
This assessment investigates whether any aspect of the proposed project conflicts with legal
requirements like zoning laws, data protection acts or social media laws. Let’s say an
organization wants to construct a new office building in a specific location. A feasibility study
might reveal the organization’s ideal location isn’t zoned for that type of business. That
organization has just saved considerable time and effort by learning that their project was not
feasible right from the beginning.
Feasibility Analysis
4. Operational Feasibility

This assessment involves undertaking a study to analyze and determine whether—

and how well—the organization’s needs can be met by completing the project.

Operational feasibility studies also examine how a project plan satisfies the

requirements identified in the requirements analysis phase of system development.

5. Scheduling Feasibility

This assessment is the most important for project success; after all, a project will

fail if not completed on time. In scheduling feasibility, an organization estimates

how much time the project will take to complete.

 Do You Need A Feasibility Study?

Outline A Feasibility Study

When these areas have all been examined, the feasibility analysis helps identify

any constraints the proposed project may face, including:

Internal Project Constraints: Technical, Technology, Budget, Resource, etc.

Internal Corporate Constraints: Financial, Marketing, Export, etc.

External Constraints: Logistics, Environment, Laws, and Regulations, etc.

Importance of Feasibility Study

The importance of a feasibility study is based on organizational desire to “get it

right” before committing resources, time, or budget. A feasibility study might

uncover new ideas that could completely change a project’s scope. It’s best to

make these determinations in advance, rather than to jump in and to learn that the

project won’t work. Conducting a feasibility study is always beneficial to the

project as it gives you and other stakeholders a clear picture of the proposed

project.

 Feasibility Study Importance

Importance of Feasibility Study
Key benefits of conducting a feasibility study:

 Improves project teams’ focus

 Identifies new opportunities

 Provides valuable information for a “go/no-go” decision

 Narrows the business alternatives

 Identifies a valid reason to undertake the project

 Enhances the success rate by evaluating multiple parameters

 Aids decision-making on the project

 Identifies reasons not to proceed

 Feasibility Study Importance

Outline A Feasibility Study

Apart from the approaches to feasibility study listed above, some projects also require

other constraints to be analyzed -

 Internal Project Constraints: Technical, Technology, Budget, Resource, etc.

 Internal Corporate Constraints: Financial, Marketing, Export, etc.

 External Constraints: Logistics, Environment, Laws, and Regulations, etc.

Project Management Process

1 IDENTIFY
Define the project
and set up
expectations.
3 EXECUTE
Start implementing the
project plan
3 4
The project process can often go back
and forth between the planning,
executing and monitoring phases.

5
PLAN
Create a plan with

2
schedules, tasks, MONITOR CLOSE
resources and Make sure the Reach the project
budget. execution is in line goal and compile
with the project all the documents
plan. and reports.

4
Overlapping Tasks & Activities

Even though Project Management

has distinct activities, major tasks Identify

of the phases often overlap…

Plan

Revisiting your activities doesn’t mean

you are moving backward… You are
incorporating new knowledge!
Stakeholders

A person or group of people who have a vested interest in the success of an

organization and the environment in which the organization operates

What Can go Wrong? Stakeholder Miscommunication!!

 Introduction To Project Portfolio Management

Project Set Up

Establish
Costs and
Durations
Establish
Detailed
Risks to be
WBS
managed
Clear scope
and
objectives
Project Establish
Management Resources
Plan (PMP) Required

 What Is Project Portfolio Management ?

Project Portfolio Management
2

1 IDENTIFY
Define the project
and set up
expectations.
3 EXECUTE
Start implementing the
project plan
3 4
The project process can often go back
and forth between the planning,
executing and monitoring phases.

5
PLAN
Create a plan with

2
schedules, tasks, MONITOR CLOSE
resources and Make sure the Reach the project
budget. execution is in line goal and compile
with the project all the documents
plan. and reports.

4
 Project Portfolio Management  Project Portfolio Management Process
Competing Demands / Project Constraints
Project Competing Demands

Every project has three competing demands:

 Quality:

 Satisfaction of the project’s requirements

 Time:

 Amount of time needed to produce the project’s deliverables

 Cost: Quality = Time + Cost

 Number/ amount of money, people, and other resources needed

Project Constraints
Communication Principles
 Make the Most Out of Meetings :
 Hold regular meetings
 Write meeting minutes/ action items

 Draft Progress Report

 Communicate with Stakeholders

 Review status reports/ progress reports

 Alert them of critical changes

 Clarify assumptions about projected costs & dates

 Don’t Sit on Bad News in Project Management – it doesn’t get better over time!

 Make Team Communication Ongoing and Two-Way

Scope Management
 The scope of a project should remain constant throughout the life of the job.
 Unforeseen problems or an inadequately defined problem the most common reason for
scope changes
 In most cases the magnitude (scope) of the work increases, as a result of overlooked
details
 Scope generally increases.
 The only time project scope decreases is when the budget is cut, and some of the
originally planned work is put on hold.
 The problem with scope changes is that they tend to be small and incremental, if a number
of them occur, the project budget or schedule may suffer. This is a fairly common cause of
project failures.
 A project manager has a responsibility to keep stakeholders informed about the impact of
scope changes on the project.
Scope Management Process

- It includes the processes required to ensure that the project includes all the

work required, and only the work required to complete the project

successfully.

- Its processes are:

 Collect Requirements

 Define Scope

 Create WBS

 Verify Scope

 Project Scope Management

When defining an objective, think SMART….

1. Specific (who, when, or how many?)

2. Measurable (success rate, or percentage completed…)

3. Action Oriented (make a recommendation..)

4. Realistic (does it meet your budget parameter?)

5. Time- Limited (specific day or month)

Project Competing Demands

Every project has three competing demands:

 Quality:

 Satisfaction of the project’s requirements

 Time:

 Amount of time needed to produce the project’s deliverables

 Cost: Quality = Time + Cost

 Number/ amount of money, people, and other resources needed

Assignment # (1)
Explain the way of performing the project economic
feasibility analysis
 Tasks Sheduling

Project location
 Engineering Project Management

Dr. Hassan Darwish