Project Management (ME-420)

Dr. Syed Aqueel Shah

Office: Room # 205 DME Building
Project Management
Weightages:
Quiz: 15%
Assignment: 10%
MSE: 25 %
Final: 50 %
Modern Project
Management
Chapter 1
What Is a Project?
 Project Defined
◦ A complex, non-routine, one-time effort
limited by time, budget, resources, and
performance specifications designed to meet
customer needs.
 Major Characteristics of a Project
◦ Has an established objective.
◦ Has a defined life span with a beginning and
an end.
◦ Typically requires across-the-organizational
participation.
◦ Involves doing something that has never
been done before exactly.
◦ Has specific time, cost, and performance
requirements.
What a Project Is Not

Projects should not be confused with

everyday work.
◦ A project is not routine, repetitive
work! Ordinary daily work typically
requires doing the same or similar
work over and over again, while a
project is done only once; a new
product or service exists when the
project is completed.
Characteristics of Projects
Unique
Specific Deliverable
Specific Due Date
Other Common Characteristics of
Projects
Multidisciplinary
Complex
Conflict
Part of Programs
Other Common
1.Multidisciplinary
Characteristics of Projects
A project requires expertise from various fields to achieve its objectives.
It brings together professionals from different disciplines to collaborate.
Each team member contributes specialized knowledge for project
success.
Effective communication is essential to integrate diverse perspectives.
2.Complex
Projects often involve multiple interdependent tasks and variables.
They require careful planning, monitoring, and coordination of
resources.
Uncertainty, risks, and changing requirements add to the complexity.
Strong project management practices help navigate these challenges.
3.Conflict
Differences in opinions, goals, and resource allocation can create
conflicts.
Stakeholders may have competing interests that need resolution.
Effective conflict management ensures smooth project progress.
Open communication and negotiation help mitigate disagreements.
4.Part of Programs
A project is often a component of a larger program with aligned
objectives.
Programs consist of multiple related projects managed in coordination.
They share resources, risks, and goals to achieve strategic benefits.
Programs versus Projects
 Program Defined
◦ A series of coordinated, related, multiple
projects that continue over an extended
time and are intended to achieve a goal.
◦ A higher-level group of projects targeted at a
common goal.
◦ Example:
 Project: completion of a required course in
BME.
 Program: completion of all courses
required for BME.
Comparison of Routine Work with Projects

Routine, Repetitive Work Projects

Taking class notes Writing a term paper
Daily entering sales receipts into Setting up a sales kiosk for a
the accounting ledger professional accounting meeting
Responding to a supply-chain Developing a supply-chain
request information system
Practicing scales on the piano Writing a new piano piece
Routine manufacture of an Apple Designing an iPod that is
iPod approximately 2 X 4 inches,
interfaces with PC, and stores
10,000 songs
Attaching tags on a manufactured Wire-tag projects for GE and
product Wal-Mart

TABLE 1.1
WHAT IS MANAGED? THE
THREE GOALS OF A
PROJECT

MEM 612 Project Management

Figure 1-1: Performance, Cost,
and Time Project Targets
THE LIFE CYCLES OF
PROJECTS

MEM 612 Project Management

Project Life Cycle
The project life cycle typically
passes sequentially through four
stages:
Defining
Planning
Executing
Delivering
Figure 1-2 The Project Life
Cycle
WHAT IS MANAGEMENT?

Managing is an art of getting things done

through and with people in formally
organized groups

Management is the process of designing

and maintaining an environment in which
individuals, working together in groups,
efficiently accomplish selected aims
towards any project

It is the art of creating an environment in

which people can perform as individuals
and yet cooperate towards the attainment
Management as a Process:

According to this, management is

the process of using organizational
resources to achieve the
organization’s goals through
planning, organizing, leading, and
controlling.

It is thus, a set of activities directed

at an organization’s resources with
the aim of achieving organizational
Managers in Organizations
 Types of Managers

Line managers
are responsible for activities making direct
contributions to production of organization’s
basic goods or services.
Staff managers
use special technical expertise to advise and
support the efforts of line workers
Functional managers
are responsible for only one area of activity, i.e.
finance, marketing, production, personnel,
accounting, or sales.
Types of Managers
General Managers
are responsible for complex organizational unit
that include many areas of functional activity.

An administrator
is someone who administers work in any kind
of organization.
Activities of Project Managers:
Following are the four major activities that are undertaken
by the project managers:

• Traditional management: This includes decision

making, planning, and controlling

• Communication: This refers to exchanging routine

information and processing paperwork.

• Human Resource Management (HRM): It involves

motivating, disciplining, managing conflict, staffing,
and training.

• Networking: It includes socializing, and interacting

with outsiders.
 What is Project
Management
Project Management is the discipline of
organizing and managing resources in such a
way that these resources deliver all the work
required to complete a project within defined
scope, time, and cost constraints.

It is important to note here that a project is a

temporary and one-time endeavor undertaken
to create a unique product or service, that
brings about beneficial change or added value.
 What is Project
Management
Project Management Institute PMI Definition

“A temporary endeavor undertaken to create

a unique product or service”

Project Management Institute

 Certifications
Professional Certifications:

• Project Management Professional (PMP)® Certification:

While not a degree, PMP certification, offered by the Project
Management Institute (PMI), is considered one of the most
prestigious and globally recognized professional credentials in
project management.

• Program Management Professional (PgMP)®: This is

another certification offered by PMI, aimed at those who
manage multiple, complex projects that are aligned with
organizational goals.

• Portfolio Management Professional (PfMP)®: This

certification is for those who manage portfolios of projects and
programs at the enterprise level.
The Project Manager
Project Managers perform the same functions
as other Managers. That is, they plan,
schedule, motivate, and control

However, what makes them unique is that they

manage temporary, non-repetitive activities, to
complete a fixed life project
The Project Manager
Project managers

They must decide what and how things should

be done instead of simply managing set
processes

They must meet the challenges of each phase

of the project life cycle, and even oversee the
dissolution (closure) of their operation when the
project is completed
Project Managers

provide direction, coordination, and

integration to the project team, which is
often made up of part-time participants
loyal to their functional departments
Project Managers

Project managers are ultimately

responsible for performance (frequently
with too little authority).

They must ensure that appropriate trade-

offs are made between the time, cost,
and performance requirements of the
project.
Types of Project Managers:

Project managers cannot perform their tasks

well unless they have understanding of and are
responsive to many elements of the external
environment, including; economic,
technological, social, political and ethical
factors that effect their areas of operations.
The various types of project managers are
follows:

Traditional Project Manager: Works with conventional project

management methods like the Waterfall model. Typically oversees a
project from start to finish, managing timelines, budgets, resources, and
risks.
Types of Project Managers:
•Program Manager:
•Oversees a group of related projects, ensuring they align with business
goals and deliverables.
•Manages the interdependencies between projects and coordinates
multiple project managers.
•Portfolio Manager:
•Manages a collection of projects and programs that are grouped together
to achieve strategic business objectives.
•Focuses on prioritizing projects, optimizing resources, and balancing
risks across the portfolio.
•Construction Project Manager:
•Specializes in managing construction projects, including residential,
commercial, and infrastructure projects.
•Handles planning, design, budgeting, procurement, and overseeing
construction activities.
•IT Project Manager:
•Manages technology projects, such as software development, systems
upgrades, or IT infrastructure.
•Typically skilled in technical aspects and often uses Agile or Waterfall
methodologies.
The Challenge of Project Management

 The Project Manager

◦ Manages temporary, non-repetitive activities
and frequently acts independently of the
formal organization.
 Marshals resources for the project
 Provides direction, coordination, and
integration to the project team
 Manages a diverse set of project
stakeholders
 Dependent upon others for technical
answers
 Is responsible for performance and success
of the project
◦ Must induce the right people at the right time
The Importance of Project Management
Factors Leading to the
Increased Use of Project
Management:
◦ Compression of the product
life cycle
◦ Global competition
◦ Knowledge explosion
◦ Corporate downsizing
◦ Increased customer focus
◦ Small projects that
represent big problems
 Project Management
Project management Knowledge:

These are:

1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Human Resource
7. Communications
8. Risk
9. Procurement

These are widely recognized as the basis of the project

management discipline.
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 Project Management
Project management Knowledge Areas:

1-Project Integration Management

Integration management are the various processes and

methodologies used to integrate all the knowledge areas of
project management and the various phases of the project life
cycle.

A Project can thrive only when good integration processes are

available to a project manager to effectively integrate all the
project elements.

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 Project Management
Project management Knowledge Areas

2-Project Scope Management:

 Scope management deals with the various processes and

methodologies used to ensure that complete identification
of the deliverables required completing a project is done in
a methodical manner.

 Remember “Scope” is the basis for “Time” and “Cost” in

the Project
Management Triangle

 Scope, the basis for time and cost estimates

plays the most crucial step in achieving the project
objectives without tears.
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 Project Management
Project management Knowledge Areas

3-Project Time Management:

 The effective planning and accomplishment of activities' timing

and phasing is a central skill of project management.

 Time scheduling/phasing comprises specifying the processes

required to ensure timely completion of the project.

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 Project Management
Project management Knowledge Areas

4-Project Cost Management:

Cost Management is the process of estimating the proper cost that

should
reasonably be expected to be incurred against a clear baseline,
understanding
how and why actual costs occur, and ensuring that the necessary
response is
taken promptly to ensure that actual costs come under budget.

Successful cost management on a project is forward-looking.

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 Project Management
Project management Knowledge Areas

5-Project Resource Management:

 Human Resource management concepts help you to

understand the various processes and methodologies that
are used to ensure the effectiveness of a good team leader
and effective team members.

 Human resource management is the nuclei of effective

project management.

 The common denominator is effective project leadership

and team functioning, as it is the men behind the
machines who make the difference.

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 Project Management
Project management Knowledge Areas

6-Project Quality Management:

 Quality management concepts help you to understand the

various processes and methodologies used to ensure full
compliance of quality policy and guidelines in completing a
project.

 Quality is taken as understood and thus everyone has to

meet the quality standards to be in the game of business.

 Quality can never be compromised for a long and

sustainable business competitive edge.

 Remember Quality applies to everything in Project

Management:
Commercial, Organization, People, Control, Technical,
etc.
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 Project Management
Project management Knowledge Areas

7-Project Communications Management:

 Communications management is the various processes and

methodologies used to establish smooth information flow
and communication mechanism throughout the different
phases of the project life cycle

 Just as the project life cycle is fundamental to structuring

the process of project management, communication is
fundamental to making it work.

 Effective communication with all stakeholders is absolutely

mandatory to project success.

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 Project Management
Project management Knowledge Areas

8-Project Risk Management:

 A risk in a project is an uncertain event or condition that has a

positive or a
negative effect on project objectives if it occurs. Risk includes
both threats to
the project's objectives as well as opportunities to improve
those objectives

 Risks are present in all projects, whatever their size or

complexity and
whatever industry or business sector.

 Risk management concepts help you to understand the

various processes and methodologies that are used to
identify, quantify and develop strategies to respond to project
risks. 43
 Project Management
Project management Knowledge Areas

9-Project Procurement Management:

 Procurement is the process of acquiring new services or

products

 Procurement management concepts help you to

understand the various

 processes and methodologies used to ensure the

complete mechanism of soliciting and procuring the
relevant services or products from the suppliers.

 Effective procurement management is when there is an

alignment of vision amongst the suppliers and buyers to
work together in improving project performance
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The Project Management Context

 Project Phases and Project Life Cycle

◦ Each project is unique
◦ Phases can involve a degree of uncertainty
◦ Each project phase is marked by completion of one or more
deliverables
◦ A deliverable is a tangible, verifiable work/product
◦ The project life cycle serves to define the beginning and the
end of a project

 Project Stakeholders
◦ Are the individuals and organizations who are actively involved
in the project,
◦ Whose interests can have positive or negative influence on
project execution and project completion. (Project manager,
Customer, Performing organization, Sponsor)
 The Project Management Processes

 Project Management Processes

are concerned with describing and
organizing the work of the project

 Product-oriented processes
are concerned with specifying and
creating the project products

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12.05.2009. PMBOK /15
 The Project Management
Processes
Process Groups:
◦ Initiating processes – recognize when project or phase
should begin
◦ Planning processes – designing and maintaining a
scheme which leads to successful accomplishment of a
project
◦ Executing processes – coordinating people and resources
to carry out the plan
◦ Controlling processes – monitoring and measuring
progress and taking corrective actions when necessary
◦ Closing processes – analyzing acceptance of the project
or phase and bringing it to an end
Links between process groups =>
 Integrated Project Management
Systems
 Problems Resulting from the Use of Piecemeal
Project Management Systems:
◦ Do not tie together the overall strategies of the
firm.
◦ Fail to prioritize selection of projects by the
importance of their contribution to the firm.
◦ Are not integrated throughout the project life
cycle.
◦ Do not match project planning and controls
with organizational culture to make appropriate
adjustments in support of project endeavors.
An Overview of Project Management
 Key Terms
 Program

 ISO 9000
 Project

 Project life cycle

 Project management professional (PMP)
 Sociotechnical perspective