ENGIN2002

ENGINEERING PROJECT MANAGEMENT

AND SUSTAINABLE DESIGN
Course coordinator and lecturer: Dr Truong Phung
Tutors:
• Truong Phung (Mt Helen) – Y237
Phone: 03 5327 6379
Email: t.phung@federation.edu.au
• Muhammad Ismail (Gippsland)
Can be contacted via MsTeams
Email: i.ismail@federation.edu.au

CRICOS Provider No. 00103D

Introduction
Learning outcomes of this course
• Characteristics of a project

• Project life cycle

• The areas of knowledge for project management

• The role and importance of project stakeholders

• How project management operates within an organisational structure

• How to communicate effectively between team members and between different

teams

• Sustainable design in project management

Page 4
Lecture schedule
• Week 1: Introduction to Project
management
• Week 2: Project selection and
methods
• Week 3: Project risk management
• Week 4: Project scope, time, and
team management
• Week 5: Project scope, time, and
team management (cont’) –
Teamwork workshop
• Week 6: Project cost management
• Week 7: Project quality management
• Week 8: Guest lecturer – Project
discussion (depends on availability)
------- Two-week lecture break -------
• Week 9: Report writing workshop
• Week 10: Sustainability and business
risk management
• Week 11: Project discussion
• Week 12: Project presentation
Page 5
Assessment tasks
(Will be discussed in more details during week 1 tutorial. Assessment tasks details will be released in week 2.)
• Brief report on project selection and initial planning (5%): Teams to submit
reports on project selection, initial project timeline, and work allocated to each
team member. Teams to contact and seek agreement from supervisors
(Supervisor contact details can be found on Moodle)
Progress report 1 ← Hurdle task + weighting (10%)
• � Teams to report the
Progress report 2 ← Hurdle task + weighting (10%)
progress of their project, and proof of communication between team members
and between teams to their supervisor. Teams to submit progress reports via the
links provided on Moodle, then book for and attend meetings with their supervisor
to clear these tasks. Note: students need to clear hurdle tasks to be eligible to
pass the course.

Page 6
Assessment tasks
• Final design project (30%): Each team to submit one report + drawings +
timeline + meeting minutes + proof of team meeting + supervisor agreement. Due
by week 12.

• Final presentation (10%): Based on the final design project, each team prepares
a PowerPoint and submits via the link provided. The presentations will be during
week 12 lecture and tutorial. PPT to be submitted via Moodle by end of week 11.
The plan for the presentation will be released around weeks 9-10.

• Final test (35%): During the final test period via Moodle.  Respondus may be
used.
Page 7
Project Management
• What is a project?
• The triple constraint
• Features of a project
• What is project management
• Project management skills
• Project life cycles

Page 8
What is a project?
The Project Management Institute (PMI) defines project as:
“A project is a temporary endeavour undertaken to create a unique product, service, or
result.” (PMI, 2013)
The temporary nature of projects indicates that a project has a definite beginning and end.
Unique means that the product, service, or result is different in some distinguishing way
from all similar products, service ,or results. Although repetitive elements may be present in
some project deliverables and activities, this repetition does not change the fundamental,
unique characteristics of the project work.
Other definitions:
• A project is the change caused by a series of activities which are undertaken with specific constraints
• An undertaking or venture to accomplish an objective or a goal

Page 9
Attributes of a project
• Create change
 One off
 Status of the facility will be different
after the completion of the project
from it was before
• A project is unique
 Never happen before and never
happen again
 Repetition in some components
compared to other projects
• A project is finite and have a life cycle
 A project is not ongoing.
 It has a start, duration, and end
 Design a car is project while
manufacturing is an operation
• A project is complex and has a set of
interrelated tasks
• A project has objectives
• Requires resources
• Should have a primary customer or
sponsor
• Involves uncertainty
Page 10
Can you identify any famous projects?

What are some example of projects?

Page 11
Variety of projects
a) Projects at personal level
Writing a book
Organise a birthday function
A family vacation
A wedding
Prepare for an examination
b) Projects in local neighbourhood
A school function
A local festival
Construction of a club
Resurfacing of local roads
c) Organisational projects
Construction of buildings, highways, …
Planning and launching of a new product
Turnaround of a finery
d) National projects
Launching a new satellite  this can also be
an organisational project
A literacy campaign
Preparation of annual budget
e) Global projects
Organising peace missions
Space exploration
Environmental protection
Page 12
The triple constraint
(Schwalbe, 2015)

• Every project is constrained in different ways

often by its scope, time, and cost goals.

• These limitations are referred to as the triple

constraint

• It’s the Project Manager’s job to balance these

three often-competing goals.
Time
Quality
• The triple constraint together with the quality
form the quadruple constraint Scope Cost

Page 13
Other distinctive features of a project
• A start and finish: may be difficult to define, the start may have crystallised over a
period of time and the end may be a slow phase out.
• A life cycle: A beginning and an end with a number of distinct phases in between
• A budget
• A well-defined collection of jobs or tasks
• Activities that are unique and non-repetitive Any other features?
• Consume time and resources
• A single point of responsibility
• Fast tracking  getting the product on the market before the competitors
• Team roles and relationship that are subject to change and need to be developed,
defined, and established. Coordination needed between individuals, teams, and
organisations.

Page 14
What is project management?
Definition:
“Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.” (PMI, 2013)
Project management is accomplished through the appropriate application and integration of
the five Process Groups:
• Initiating
• Planning
• Executing
• Monitoring and Controlling, and
• Closing
Activities after the Closing process?
(PMI, 2013)

Page 15
Process Groups interact in a phase or project (PMI, 2013)

Page 16
What is project management? - Advantages
• Greater control financial, manage schedules
physical, and human resources • Enhanced flexibility
• Improved productivity • Enhanced effectiveness in
• Produces quality and increased delivering services
reliability • Lower costs and higher profits
• Provide assurance and reduce • Improved/ increased/ enhanced
risk customer satisfaction
• Provides tools and environment • Improved growth and
to plan, monitor, track and development within team
Page 17
Project management framework

(Schwalbe, 2015)

Page 18
Project stakeholders
• ”Stakeholders are people involved in
or affected by the project activities”
(project sponsor, team, support staff,
customer, users, suppliers)
(Schwalbe, 2015)

• These stakeholders often have very

different needs and expectations. 
For example, building a new house
project
The relationship between stakeholders and the project
(PMI, 2013)

Page 19
Project management skills
• General knowledge
• Application area knowledge, standards and regulations
• Understanding the project environment
• Interpersonal skills:
leadership, team building, motivation,
communication, influencing, decision making,
political and cultural awareness, negotiation,
trust building, conflict management
• Well organised, time managing, problem solving.
Page 20
History of project management

www.mavenlink.com Page 21
 Page 22
www.mavenlink.com
www.mavenlink.com
Page 23
www.mavenlink.com Page 24
www.mavenlink.com
Page 25
 www.mavenlink.com

Project management
software can be
used in this course:
- Ms Project,
- Open project
- Gantt project
- Ms Excel

Page 26
Project life cycles
Project varies in size and
complexity. All projects can be
mapped to the following
generic life cycle structure:
• Starting the project
• Organising and preparing
• Carrying out the project
work Cost and staffing levels across a generic project life cycle
(PMI, 2013)
• Closing the project
Page 27
Project life cycles
Project life cycle can also be mapped out as:

• Project selection

• Project planning

 The scope of work and network development

 Basic scheduling

 Time & cost trade-offs

 Resource consideration

• Project implementation

• Project completion and audit

Page 28
Project life cycles - project selection
• Project identification Technical appraisal
Receptive to new ideas Financial appraisal
Vision of future growth Economic appraisal
Long term objectives Ecological appraisal
SWOT (Strengths, Weaknesses, • Project selection criteria
Opportunities, Threats) analysis Investment Risk rate of return
Preliminary project analysis Likely profit Payback
• Project appraisal (assessment)  A Similarity to existing business
feasibility report considers all these issue
Expected life Flexibility
is required prior to project adoption
Environmental impact Competition
Market appraisal

Page 29
Multi-criteria evaluation

Page 30
Project life cycles - project planning
• Forming a project team with leader
• Defining scope and terms of reference
• Work breakdown structure
• Basic scheduling
 Project presentation as a network
duration
• Time & trade-offs
 Normal and Cash activity times
 Linear/ Non-linear/ Discontinuous/
Discrete time-cost relationships

 Estimate of activity durations  Total project cost (direct and

indirect)
 Forward and backward pass
• Resource aggregation
 Determination of activity floats
• Resource levelling
 Critical path (CPM) for selective
control and minimum project • Resource allocation

Page 31
Project life cycles - project implementation and completion
• Project implementation • Project completion
 Organising team and work  Disbanding of project team
 Clear time, cost, performance  Handling over of project to user
goals and scope of the project  Accounting and report writing
 Project monitoring with regards to  Learning from the experience
cost, value of work, and time
 Project control

Page 32
Possible issues in project management
• Working together in teams
• Communication
• Conflict management
• Leadership and motivation
• Organisational structure
• Selection of the project manager
• Others??

Page 33
This is the end of this lecture

Page 34
Reading
• Tutorial: discuss design project and site visit in details

• Next week topic: Project selection and methods

• Reading for this week:

 A guide to the Project Management Body of Knowledge (PMBOK) – Chapter

1  This book can be viewed online via the library website

 Project management planning and control techniques (Rory Burke) – Intro to

project management and History of project management

Page 35