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Project Management: Text Book Code of Conduct Class Discipline Course Outline Class Activity
Project Management: Text Book Code of Conduct Class Discipline Course Outline Class Activity
Project Management: Text Book Code of Conduct Class Discipline Course Outline Class Activity
Introduction
Text book
Code of conduct
Class discipline
Course outline
Class activity
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Project Management
A Managerial Approach (7th or 8th Edition)
by
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Project Management
Zahid Majeed
Assistant Professor
Bahria University
zahidpn@gmail.com
Ph # Ext 310 cell 03005365495
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NHS KARSAZ PHASE-I
7
8
ORMARA
THERMAL POWER PROJECT
Prepared by Capt(PN) Zahid Majeed
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Ideally Sheltered from
South-Westerly
Monsoons
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Location of
Gwadar
CARs
Chinese
KASHI Western Regions
2
GWADAR
3 1
4
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Quetta
Taftan
Ratodero
Khuzdar
Panjgur
Route 2 Route 3
1061 KM 1138 KM
Hoshab
Turbat
Layari
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Class Activity -1
What do you know about Project Manager
and Project Management?
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Chapter 1
Introduction
The World of Projects
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Lecture Plan
The structure of this text book
What is a Project?
Introduction
Why Project Mgmt?
Growth of Project Mgmt
Project Management in Pakistan
PMP Certification
Assignment -1 Zahid
The Structure of this Text
Follows the project life cycle
Some topics stand-alone
Other topics incorporated throughout
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Part I: Project Initiation
Introduction, “The World of Projects”
Strategic Management and Project Selection
The Project Manager
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Part II: Project Planning
Project Activity Planning
Budgeting and Cost Estimation
Scheduling
Resource Allocation
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Part III: Project Execution
Monitoring and Information Systems
Project Control
Project Auditing
Project Termination
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WHAT IS A PROJECT?
A project is a problem scheduled for
solution. J M Juran
Problem - The gap b/w where you are &
where u want to be, with an obstacle that
prevents easy movement to close the gap.
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Additional Definitions
A project is a unique venture with a beginning
and an end, conducted by people to meet
established goals within parameters of cost,
schedule and quality/performance.
Buchanan & Boddy 92
Projects are goal-oriented, involve the
coordinated undertaking of interrelated
activities, are of finite duration, accomplished
within allocated budget and are unique to a
degree.
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Project vs. Process Work
Project Process
Take place outside the • Ongoing, day-to-day
process world activities
Unique and separate • Use existing systems,
from normal properties, and
organization work capabilities
Continually evolving • Typically repetitive
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Project Management Also Getting Smaller
1. More people are seeing the advantages
of project management techniques
2. The tools are become cheaper
3. The techniques are becoming more
widely taught and written about
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Main Goals of Project Management
1. Time
2. Cost
3. Performance
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Direct Project Goals: Performance, Cost, Time
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Project Management Institute (PMI)
The Project Management Institute is the major
project management organization
Founded in 1969
Grew from 7,500 members in 1990 to over 260,000
in 2007
The Project Management Journal and PM Network
are the leading project management journals
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fig_01_02
Project Manager
Project manager is the key individual on
a project
Project manager is like a mini-CEO
While project manager always has
responsibility, may not have necessary
authority
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Trends in Project Management
Achieving strategic goals
Achieving routine goals
Improving project effectiveness
Virtual projects
Quasi-projects
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Recent Changes in Managing Organizations
1. Consensual management
2. Systems approach
3. Projects as preferred way to accomplish
goals
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The Definition of a “Project”
Modern project management began with the
Manhattan Project
In the early days, project management was used
mainly for very complex projects
As the tools became better understood, they began to
“trickle down” to smaller projects
It has also moved out of just manufacturing to
services
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Major Characteristics of a Project
Importance
Performance
Life cycle with a finite due date
Interdependencies
Uniqueness
Resources
Conflict
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Why Project Management?
The main purpose for initiating a project is to
accomplish some goal
Project management increases the likelihood of
accomplishing that goal
Project management gives us someone (the project
manager) to spearhead the project and to hold
accountable for its completion
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Negative Side to Project Management
Greater organizational complexity
Higher probability organizational policy will
be violated
Says managers cannot accomplish the desired
outcome
Conflict
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Project Life Cycles
Conceptualization - the development of the initial
goal and technical specifications.
Planning – all detailed specifications, schedules,
schematics, and plans are developed
Execution – the actual “work” of the project is
performed
Termination – project is transferred to the customer,
resources reassigned, project is closed out.
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Time Distribution of Project Effort
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Man Hours
Project Life Cycles
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Project Life Cycles and Their Effects
Client Interest
Project Stake
Resources
Creativity
Uncertainty
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Managerial Actions
in the Project Life-Cycle Phases
Conceptual Phase Define the project Execution Phase
Determine that a organization Perform the work of
project is needed Define the project the project (i.e.
Establish goals targets design,
Estimate the
Prepare the construction,
resources that the schedule for the production, Site
organization is execution Phase activation, testing,
willing to commit Define and allocate delivery etc.)
„Sell“ the tasks and resources Termination Phase
organization on the Build the project Assist in transfer of
need for a project team Project product
approach Transfer human and
Make key personnel non-human
Appointments resources to other
organizations
Transfer or
complete
Commitments
Planning Phase Zahid Terminate project
Reward personnel
The Project Life Cycle
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Another Possible Project Life Cycle
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Risk During at the Start of the Life Cycle
Risk During the Life Cycle
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PROJ MGMT IN PAKISTAN
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Proj Mgmt in Pakistan
Role of Planning Commission
Plans, Programmes and Projects
Types of Plans, Pgms and Proj
Idea generation and selection – How and why
Projects Proposal, Formulation, Appraisal, and
Approval
Sanctioning / Approving Authorities
Implementation of Projects --- Use of computers
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PROJ MGMT- WAY FORWARD
Feasibility studies / Pilot Proj
Formulation
Appraisal
Approval
Implementation
Evaluation
Termination
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FEASIBILITY STUDIES / PILOT PROJECTS
Once the idea has been accepted and brainstormed at different
levels of the government, a feasibility or pre-feasibility study (A
formal survey to determine worthiness of the proposed project) is ordered
depending upon the size of the Plan or Programme to be
undertaken. The Feasibility Studies report back the following:
The size and nature of the demand
Available alternatives with costs
Availability of needed manpower
Costs estimates
Financial outlay with benefits
Major constraints (Technological / social / administrative)
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PROJ FORMULATION
Based on the feasibility study, the Proj formulation
takes place by filling up PC-1. Here are certain
kinks which need to be taken into account. The PC-
1 is normally filled up very ambitiously by the
person / org who was not involved with the Proj or
the feasibility study. Devoid of requisite data and
keenness to undertake / initiate the Proj usually lays
the first brick of possible failure. Lack of data places
immense burden on the Proj Manager to unearth
relevant data and endeavor to prove to his bosses of
the correctness of the Proj.
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PROJ APPRAISAL
It is a complex job to be done by professionals. The purpose of the
appraisal (PC-1) is to facilitate the decision regarding the approval of a
plan for implementation particularly the investment decisions. The
appraisal includes among others:
Necessary modifications to original ideas to make them look attractive to
foreign donors
Administrative, managerial and technical capability of the Org.
Proj costs (Capital, Operational, Maintenance, Recurring, Establishment
expenditures, etc)
Schedule of Work
Financial phasing
Review of the Proj for reasons of Objectives, Costs, and Time
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PROJECT APPROVAL
The most lethargic and at times most speedier
action consists of admin Approval and
Financial Approval. Most of the good Projects
never see the day light due absence of
financial approval. At times Projects are
started on the wrong demise that finances
would be made available in due course. In
fact, they never become available.
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IMPLEMENTATION
The Projects are implemented by a specially
selected team designated as Proj Team that
works under the guidance of Proj Mgr.
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PROJECT EVALUATION
A specially designated team chosen and
authorized by the higher organization usually
inspects and evaluates the Proj as per Proj
Appraisal criteria. This may happen on
completion or during different stages of the
Proj.
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Assignment -1
Visit the web site of Planning Commission of
Pakistan find out what for PC – I, II, III, IV
and V forms are used?
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O U
Y
N K
H A
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