Overview and PM Growth

Dr. Mohammed Saleh Al-Abed

1
 A project can be considered to be any series
of activities and tasks that:

Have a specific objective to be completed

within certain specifications
Have defined start and end dates
Have funding limits
Have Multifunctional activities
Consume human and nonhuman resources
 Project management involves five process groups as
identified in the PMBOK Guide, namely:
1. Project Initiation
Selection of the best project given resource limits
Recognizing the benefits of the project
Preparation of the documents to sanction the project
Assigning of the project manager

2. Project Planning
Definition of the work requirements
Definition of the quality and quantity of work
Definition of the resources needed
Scheduling the activities
Evaluation of the various risks
3. Project Execution
Negotiating for the project team members
Directing and managing the work
Working with the team members to help them
improve

4. Project Monitoring and Control

Tracking progress
Comparing actual outcome to predicted outcome
Analyzing variances and impacts
Making adjustments
5. Project Closure
Verifying that all of the work has been accomplished
Contractual closure of the contract
Financial closure of the charge numbers
Administrative closure of the paperwork
 Successful project management can then be defined
as having achieved the project objectives:
Within time
Within cost
At the desired performance/technology level
With utilizing the assigned resources effectively and
efficiently
Accepted by the customer.
With minimum scope changes
Without disturbing the main work flow of the
organization
Without changing the corporate culture
 Identification of functional responsibilities.
Minimizing the need for continuous reporting
Identification of time limits for scheduling
Identification of a methodology for trade-off analysis
Measurement of accomplishment against plans
Early identification of problems so that corrective action may
follow
Improved estimating capability for future planning
Knowing when objectives cannot be met or will be exceeded
Why is a Project Management
System Necessary?
 Project management is the planning,
organizing, directing, and controlling of
company resources for a relatively short-
term project that has been established to
complete specific goals and objectives.
1. Planning
2. Organizing
3. Staffing
4. Controlling
5. Directing

Which of the above is Usually NOT

performed by the project manager?
 ME

CO
ST
TI

RESOURCES

PERFORMANCE/TECHNOLOGY

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 Schedule/Time This refers to the actual time
required to produce a deliverable.
Cost/Resource This is the estimation of the

amount of money that will be required to

complete the project.
Scope/Quality These are the functional

elements that, when completed, make up the

end deliverable for the project.
Executives often select project managers based on
some factors:
1- Customer
who the customer is?
what kind of customer relations will be necessary?
2- Deliverables
the size,
nature,
and scope of the deliverables.
3- Stakeholders
 Deliverables are outputs, or the end result of the
completion of the project.

Hardware deliverables:
These are hardware items, such as a table, a
prototype, or a piece of equipment.
Software deliverables:
Paper products, such as reports, studies, handouts,
or documentation.
Interim Deliverables:
Can be either hardware or software deliverables and
progressively evolve as the project proceeds.
Ex. Interim Reports, and prototypes
 Stakeholders are individuals or organizations that can
be impacted by the project.

Organizational stakeholders
Executive officers
Line managers Product/market stakeholders
Employees
Customers
Unions
Suppliers
Local committees
Governments (local, state, and
federal)
General public
Capital market stakeholders
Shareholders
Creditors
Banks
 Most companies have SIX RESOURCES:
1. Money
2. Manpower
3. Equipment
4. Facilities
5. Materials
6. Information/technology
The project manager does not control any of these resources
directly, except perhaps money.
Resources are controlled by the line managers, functional
managers.
Project managers must, therefore, negotiate with line managers
for all project resources.
SPONSOR GM

P LM LM LM
M

APM

APM

PM = Project Manager
APM = Assistant Project Manager
LM = Line or Functional Manager
 Integration
Management
Resources
Capital
Materials
Equipment
Products
Integrated Services Outputs
Inputs Facilities Processes
Information
Profits
Personnel
 The Project Managers Role
The project manager is responsible for
coordinating and integrating activities across
multiple, functional lines.

Integrating the activities necessary to:

develop a project plan

execute the plan
make changes to the plan
 Negotiating For Resources
Establishing The Projects Policies and Procedures
Laying Out The Project Workflow and Plan
Establishing Performance Targets
Obtaining Funding
Executing The Plan
Acting As The Conductor
Putting Out Fires
 Counseling And Facilitation
Encouraging The Team To Focus On Deadlines
Evaluating Performance
Develop Contingency Plans
Briefing The Project Sponsor
Briefing The Team
Briefing The Customer
Closing Out The Project
 Managing relationships:
Within the project team.
Between the project team and the functional
organization.
Between the project team and senior
management.
Between the project team and the
customers organization.
Effective Project Management requires an
understanding of:

ORGANIZATIONAL ORGANIZATIONAL
STRUCTURE BEHAVIOR

QUANTITATIVE TOOLS &

TECHNIQUES
 Project complexity
Customers special requirements and scope
changes
Organizational restructuring
Project risks
Changes in technology
Forward planning and pricing
 Define how the task will be done and where the
task will be done (i.e., the technical criteria).

Provide sufficient resources to accomplish the

objective within the projects constraints (i.e.,
who will get the job done).

The responsibility for the deliverables.

 Unlimited work requests (especially during
competitive bidding)
Predetermined deadlines
All requests having a high priority
Limited availability of resources
Unscheduled changes in the project plan
Unpredicted lack of progress
Maturity in Project management
is like Three-Legged-Stool

Senior
Management
Project (I.e. Sponsor)
Manager
Line
Management
 Project Sponsor:
Priority Projects Senior Management

Project Sponsor:
Maintenance Projects Lower/Middle Management

Relationship:
Objective Setting
Project Up-Front Planning
Sponsor Project Organization
Project Key Staffing
Manager Master Plan
Policies
Monitoring Execution
Project Project Priority-Setting
Team Conflict Resolution
Manager Executive-Client Contact
 The major responsibility of the project manager is
planning.

The project manager must provide:

Complete task definitions
Resource requirement definitions (and possibly skill
levels needed)
Major timetable milestones
Definition of end-item quality and reliability requirements
The basis for performance measurement
 Assurance that functional units will understand their total
responsibilities toward achieving project needs.

Assurance that problems resulting from scheduling and

allocation of critical resources are known beforehand.

Early identification of problems that may endanger

successful project completion so that effective corrective
action and replanning can occur to prevent or resolve
problems.
 Promotion
Grade
Salary
Bonus
Overtime
Future work assignments
 Project Champion is the projects idea
generator.
 Project management is often recognized only as
a high-salaried, highly challenging position
whereby the project manager receives excellent
training in general management.

BUT from the other side, lack of friends, a poor

home life, and possibly divorce.

Accepting a project management assignment is

not always compatible with raising a young
family.
 On the micro level, all organizations are either:
marketing-, engineering-, or manufacturing-driven.

On the macro level, organizations are either:

project- or nonproject-driven.

The PMBOK Guide uses the terms:

project-based and nonproject-based,
 Project management in a nonproject-driven
organization is generally more difficult for these
reasons:

Projects may be few and far between.

Projects cannot be managed identically.
Executives do not have sufficient time to manage
projects themselves, yet refuse to delegate
authority.
Projects tend to be delayed due to the approvals.
There exists heavy dependence on
subcontractors.
The Tip-of-the-Iceberg Syndrome
 Companies are under great pressure to rapidly
introduce new products because product life
cycles are becoming shorter.

As a result, organizations no longer have the

luxury of performing work in series.

Concurrent or simultaneous engineering is an

attempt to accomplish work in parallel rather
than in series.
 During the past few years, the life-cycle phases
of a product include:
1. Research and development
2. Market introduction
3. Growth
4. Maturity
5. Decline
6. Death
The theoretical definitions of the life-cycle phases
of a system can be applied to a project.
1. Conceptual
2. Planning
3. Testing
4. Implementation
5. Closure
 There are several reasons for using life-cycle
phases:

Clear outlining of the work to be accomplished in

each phase may be possible.

Pricing and estimating may be easier if well-

structured work definitions exist.

Key decision points exist at the end of each life-

cycle phase so that incremental funding is possible.
 CONCEPTUAL PLANNING PHASE DEFINITION AND IMPLEMENTATION CONVERSION
PHASE DESIGN PHASE PHASE PHASE
RESOURCES

Required Resources

TIME
 Use of templates.
Standardized planning, scheduling, and cost control
techniques.
Standardized reporting format.
Standardized life-cycle phases.
Easy for the customer to understand and follow.
Readily accepted and used throughout the entire
company.
Based upon guidelines rather than policies and
procedures.
Based upon a good work ethic.
Thank You..