ASIF REHMAN

Assistant Professor
Bahria University
1998 1999

MSc. Computer Science, NED University of Engineering & Technology - Pakistan; CGPA:
3.00
Pakistans leading university with the best computer studies offering courses at doctoral level.

1990 1992 MAS. Applied Economics, Applied Economics Research Centre, University of Karachi Pakistan; Passed M.Phil. Applied Economics comprehensive examination; Result: First Class
Pakistans best research institute situated at University of Karachi.

1989 1990 Diploma in Computer Science, University of Karachi Pakistan; Grade: B.

Pakistans largest university with 51 departments in 8 faculties, 25 research institutes/centers and
150 affiliated colleges.

1987 1989 MSc. Applied Mathematics, University of Karachi Pakistan; Result: First Division.

Eighteen years teaching experience at both graduate and post graduate level in various government,
semi government and private universities. Taught engineering, management and finance courses to
MBA/MCS/MSc./BBA/BCS/BS/BBIT/BCIT /BSc./BSE/BTE/ B.Com. students.

Learning Organization

Peter Senge
(1990)
PRODUCTIVE WORKPLACES
Marvin Weisbord (1987)
If you cant get person or an
organization out of denial, there is
no hope. Once you get them out of
denial, you then have a chance to
move them into renewal.
However, as Dr. Deming (1982)
has argued, no organization can be
satisfied to stay in contentment
too long. They must constantly be
searching for ways to improve.
Constant improvement is the
byword of any organization today.
If the organization does not
improve, it will eventually die.
In terms of the four room house,
what this means is a constant
moving back and forth between
contentment and renewal, without
the pain of having to go through
denial and panic anymore.

CONTENTME
NT

DENIAL

RENEWAL

PANIC

Project Management
PM is the application of the Skills and
Methods to ensure that the project
delivers on time, on budget, and
according to specifications.

What is a Project?

Temporary
Defined purpose
Beginning and an End
Human and other Resources
material, supplies , equipment)

(team,

What do we need to be Successful

Critical Success Factors

Well defined Scope

Sponsor (need, power , Authority)
Budget
Will to Succeed (Sponsor)
Approval (Senior Management)

No Technical Skills, No Special Equipment, No

Details, No Team, No Knowledge. These are
important but not critical. These can be
grown, trained, bought etc.

How does PMBOK defines Project

Management
Ten Knowledge Areas
Scope
Time
Cost
Quality
Human Resources
Communications
Risk
Procurement
Fully integrated into total project picture.
Stakeholders

Project Management
PM is the application of the ten knowledge
areas to ensure you to deliver project on time,
on budget, and according to specifications.
In order for a project to be successful it is
critical that we have the executive support.
Without the properly empowered sponsor,
without the approval from senior
management, without the business
involvement the project not going to be
successful.

Project Management
Processes

The management
infrastructure is there to
ensure that the analysis,
design, development,
implementation are in fact
on time on budget to
specification.
Initiation- Project make
sense?
Planning-How A-D-D-I shall be
done.
Execution-Project delivery
team does the A-D-D-I.
Project management team
shall do monitoring and
controlling.
Closing

Project Processes

Analysis
Design
Development
Implementation
The team will
undertake these steps.

What is a Project?
Project Defined
A complex, nonroutine, 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.
Requires across-the-organizational participation.
Involves doing something never been done before.
Has specific time, cost, and performance
requirements.
Copyright 2006 The
McGraw-Hill Companies.
All rights reserved.

McGraw-Hill/Irwin 19

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 project
management.
Program: completion of all courses required for a
business major.
Copyright 2006 The
McGraw-Hill Companies.
All rights reserved.

McGraw-Hill/Irwin 110

Comparison of Routine Work with Projects

Routine, Repetitive Work

Projects

Taking class notes

Writing a term paper

Daily entering sales receipts

into the accounting ledger

Setting up a sales kiosk for a

professional accounting
meeting

Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an
Apple iPod

Attaching tags on a
manufactured product

Copyright 2006 The

McGraw-Hill Companies.
All rights reserved.

Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and stores
10,000 songs
Wire-tag projects for GE and
Wal-Mart
TABLE 1.1

McGraw-Hill/Irwin 111

Project Life Cycle

Project Management (oversight that
project delivers on time etc)
Project Delivery (most of the work
done)

Project Life Cycle

Copyright 2006 The

McGraw-Hill Companies.
All rights reserved.

FIGURE 1.1
McGraw-Hill/Irwin 113

Benefits of Multiple Iterations

of PM
Revalidation of Project
At the end of the analysis as a result
of going through initiation one more
time you revalidate the project, does
the cost and benefits statement still
holds? Is the project take longer or
cost more or produce same benefits?
Kill project after first or second
phase

Re-plan the project

Introduce Improvement