Project Management

(PM)
Lecture 1

Dr Yasir Ahmad
Course Information

Course Name Project Management

Course Code EM-801
Credit Hours 3
Email yasir.ahmad@ceme.nust.edu.pk
Visiting Hours 2-4 pm
Course Content
Course Content
 Course Content
Ser No Topic
1 Projects, Importance of PM, Programs, Portfolio and Operations Mgmt
2 Environments of projects, role of PM, Process Groups
3 Project Integration Mgmt
4 Project Scope Mgmt
5 Project Schedule Mgmt
6 Project Cost Mgmt
7 Project Quality Mgmt
8 Project Resource Mgmt
9 Project Communication Mgmt
10 Project Risk Mgmt
11 Project Procurement Mgmt
12 Project Stakeholder Mgmt
13 Project Ethical Issues
Subject to change
Grade Distribution
S.No Instrument of Marks
Testing
1 Sessionals 30%
2 Final Examination 50%
3 Quizzes 10%
4 Assignments 10%
5 Project 10%
Total 100%
Code of Conduct
Code of Conduct
Interactive Sessions
Concepts
Mutual learning
Fun
Avoiding politics, dharnas, load shedding, ……..
 TWO QUESTIONS??

What is Actually a Project? Why Project Management

for me ?
LETS ANSWER
FIRST
QUESTION….
PROJECTS ARE
AND
ANDPROJECTS
PROJECTSHAVE
HAVE
BEEN
BEENSINCE
SINCELONG…
LONG…
MAKING A HOUSE
 MAKING A HOUSE

Land
Money
Design
Architect
Labor
Material
Meetings
Phone calls
Authority offices People Bills Compromises
Timeline Effort Overtimes Visits
Transportation Risks Wastages Skirmishes
DOING A PROJECT
 DOING A PROJECT
Money
Design
Architect
Labor
Material
Meetings
Phone calls
Discussions
Timeline
Effort
Risk
Skirmishes
WHAT IS A PROJECT?

A planned piece of
work that is designed
to find information
about something, to
produce something
new, or to improve
something
 Unique
Activities
HR &
Complex
Quality
Concerns Activities

According Connected
to Specs Project Activities

Within
One goal
budget
Specified
Time
IN A NUTSHELL PROJECT HAS….

Start End

Group of
activities
LIFE IS A PROJECT
LETS ANSWER
SECOND
QUESTION….
Trying to manage a project without project
management is like trying to play a football
game without a game plan.
K. Tate (Past Board Member, PMI)
 After utilizing PM tools in large
projects, experts started applying
them in small projects as well
And
It produced
results…
PROJECT INITIATION
CONTEXT
PROJECT INITIATION
CONTEXT
• Meet regulatory, legal, or social requirements
• Satisfy stakeholder requests or needs
• Implement or change business or technological
strategies
• Create, improve, or fix products, processes, or
services.
PROJECT INITIATION CONTEXT

Satisfy
1 Meet regulatory,
legal or social
requirements
2 stakeholder
requests or
needs

Project

Create, improve, Implement or

3 or fix products,
processes, or 4 change business
or technological
services strategies
 PROJECT INITIATION CONTEXT
Specific Factor Examples of Specific Factors 1 2 3 4

New technology An electronics firm authorizes a new

project to develop a faster, cheaper,
and smaller laptop based on advances
in computer memory and electronics
technology
Competitive forces Lower pricing on products by a
competitor results in the need to
lower production costs to remain
competitive
Material Issues A municipal bridge developed cracks
in some support members resulting in
a project to fix the problems
Political Changes A newly elected official instigating
project funding changes to a current
project
WHY WE DON’T USE FORMAL
PROJECT MANAGEMENT?
 • No Knowledge
• No Importance
• No need (culture,
Why We Don’t stakeholders…)
Use Formal • No believe
Project • Considered tough
Management? • Top management does
not care (Just do it)
• Fear of litigation
• Complacency
 Relationship of Project, Program,
Portfolio and Operations
Management
A project is a temporary endeavor undertaken to create a
unique product, service, or result

A program is a group of related projects, subsidiary programs,

and program activities that are managed in a coordinated
manner to obtain benefits not available from managing them
individually.

A portfolio is a collection of projects, programs, subsidiary

portfolios, and operations managed as a group to achieve
strategic objectives.
Relationship of Project, Program,
Portfolio and Operations
Management
Relationship of Project, Program,
Portfolio and Operations
Management
Project Vs Program Manager
Program and project management focus on doing
programs and projects the “right” way

Portfolio management focuses on doing the “right”

programs and projects
PRODUCT VS. PROJECT MANAGEMENT

Project Manager focuses on Project

Constraints
Product Manager not willing to admit -
Production line will ever end.
Product Manager wants product to be long-
lived & profitable .
Even with less demand for product - Product
Manager looks to keep Product alive.
ORGANIZATION

Organ - i - zation
CHANGES IN MANAGING ORGANIZATIONS

From To
Industrial Society Information Society
Forced Technology High Technology
National Economy World Economy
Short Term Long Term
Centralization Decentralization
Institutional Help Self-Help
Representative Democracy Participatory Democracy
Hierarchies Networking
West East
Either/OR Multiple Option
Organizational Project
Management (OPM)
OPM is defined as a framework in which portfolio,
program, and project management are integrated with
organizational enablers in order to achieve strategic
objectives
The purpose of OPM is to ensure that the organization
undertakes the right projects and allocates critical
resources appropriately
OPM also helps to ensure that all levels in the
organization understand the strategic vision, the
initiatives that support the vision, the objectives, and
the deliverables
 INFLUENCE OF ORGANIZATIONAL
STRUCTURE ON PROJECTS
Organization structure Functional Matrix Projectized
Weak Matrix Balanced Strong
Project characteristics
Matrix Matrix
Project Manager's Little or None Low Low to Moderate High to
Authority Moderate to High Almost Total
Resource Little or None Low Low to Moderate High to
Availability Moderate to High Almost Total

Who manages the Functional Functional Mixed Project Project

project budget Manager Manager Manager Manager

Project Manager's Part-time Part-time Full-time Full-time Full-time

Role

Project Management Part-time Part-time Part-time Full-time Full-time

Administrative Staff
 THE PROJECT LIFE CYCLE

The project life cycle serves to define the beginning and

the end of a project
The life cycle is normally divided into a number of
phases
Each project phase is marked by completion of one or
more deliverables

A deliverable is a tangible, verifiable work product such

as a
feasibility study, a detail design, or a working prototype
60
PROJECT LIFE CYCLE – EXAMPLE
PHASES
Concept &
Proposal

Development

Implementation

Verification

Termination

Initial Phase Intermediate Phases Final Phase

T H E P ROJ EC T L I F EC YC L E
 GENERIC LIFE CYCLE
Starting Org and Carrying Closing
the preparing out the the
project work project
Cost and Intermediate Phases
Staffing (one or more)
Level
Initial Final
Phase Phase

Start Finish
Time
Project Life Cycle
Predictive
and
Adaptive
Project and Development Life
Cycle Approaches
Predictive
and
Adaptive
Development life cycles can be:
• Predictive
• Iterative
• Incremental
• Adaptive
• Hybrid
 Developmental Life Cycle

In a predictive life cycle, the project scope, time,

and cost are determined in the early phases of
the life cycle. Any changes to the scope are
carefully managed. Predictive life cycles may also
be referred to as waterfall life cycles.
 Developmental Life Cycle

In an iterative life cycle, the project scope is generally

determined early in the project life cycle, but time and
cost estimates are routinely modified as the project
team’s understanding of the product increases.
Iterations develop the product through a series of
repeated cycles, while increments successively add to
the functionality of the product.
Developmental Life Cycle

In an incremental life cycle, the deliverable is produced

through a series of iterations that successively add
functionality within a predetermined time frame. The
deliverable contains the necessary and sufficient
capability to be considered complete only after the
final iteration.
 Developmental Life Cycle

Adaptive life cycles are agile, iterative, or

incremental. The detailed scope is defined and
approved before the start of an iteration. Adaptive
life cycles are also referred to as agile or change-
driven life cycles.
Developmental Life Cycle

A hybrid life cycle is a combination of a predictive

and an adaptive life cycle. Those elements of the
project that are well known or have fixed
requirements follow a predictive development life
cycle, and those elements that are still evolving
follow an adaptive development life cycle.
It is up to the project management team to
determine the best life cycle for each project.