C11PA – Project Management

Week 1

Gowrie Vinayan
Malaysia
Shai Davidov & Nilakshi Galahitiyawe
Edinburgh
Ashraf Raouf
Dubai

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Induction to the Course
Aims of the Course
• Develop students understanding of principles, concepts and theory of modern
project management
• Equip students with a generic set of quantitative and qualitative project planning
and control tools and techniques
• Demonstrate the importance of project management as specialism, and the
potential contribution that it can make to an organization
• Provide a source of ideas and a guide to new approaches that can be used by
individuals in the execution of their work
• Define the role and current issues faced by project managers
• Develop student's basic competence in the use of project management
software
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Some House Rules
1. Read Course handbooks
• You should be familiar with the university’s guidelines by now
2. Adhere to instructions diligently – no excuses!
3. Use your course sources and in Canvas module
4. Time allocated for lectures should be kept punctual
• Most communication with us is written (Canvas)
• Can set meeting by request (Teams)
• Will mainly ‘meet’ in groups
5. Deadlines are there for a reason
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Assessment & Submission Deadlines
1. (no submission) Do the 'Belbin test’ (‘appendix 1’) on Canvas – by Monday, 29th
January
2. Enrol to group and submit team contract – Wednesday 31st January (12pm EDI)
3. (no submission) Game 1 – Deadline Monday, 12th February (12pm EDI)
4. Game 2 (10%) – Deadline Monday, 11th March (12pm EDI)
5. Project (40%) – Monday, 25th March (12pm EDI)
6. Exam (50%) – TBD – According to assessment calendar

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Core Textbook
Larson & Gray (2021) Project
Management: The Managerial
Process. McGraw Hill

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Core Textbook
Haniff & Salama (2016) Project
Management, Goodfellow
Publishers

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 Additional Readings
• Pinto, J.K. (2016) Project Management: Achieving Competitive Advantage.
Prentice Hall
• Maylor, H (2010) Project Management. Prentice Hall
• APM (2012) APM Body of Knowledge. Association of Project Management
• APM (2019), APM Body of Knowledge (APMBoK) 7th edition, Association for
Project Management, Buckinghamshire, UK
• PMI (2020) A Guide to the Project Management Body of Knowledge
(PMBOK), Project Management Institute, 7th Edition

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Introduction to
Project Management

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Learning objectives
• Identify the essential characteristics of a project
• Draw a distinction between projects and Operations
• Understand the project success criteria
• Understand how the discipline of project management has evolved
• Know the project constraints – time, cost and performance
• Know the project management knowledge areas

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What is a Project?

• A temporary endeavour, undertaken to create a

unique product or result (PMI, 2020)

• A unique, transient endeavour undertaken to bring

about change and to achieve planned objectives
(APM, 2019)

• A complex, non-routine, one-time effort limited by

time, budget, resources, and performance
specifications designed to meet customer needs

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What is a Project?
• Major Characteristics of a Project
• Has an established objective.

• Has a defined life span with a beginning and an end.

• Requires across-the-organisational participation.

• Involves doing something never been done before.

• Has specific time, cost, and performance requirements.

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 Changing the Running the
organisation organisation

Projects vs. Operations

• Projects differ from the routine operations that provide goods and services to
customers on a daily basis
• Repetitive tasks
• All businesses have repetitive routines
• Finance departments, manufacturing departments, marketing departments
• Projects are the non-repetitive, non-routine activities that are occasionally
required to achieve specific organisational goals
• New product, service or result
• Bring about change within the organisation

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Process and Project Management
Differences Between Process and Project Management

Process Project
Repeat process or product New process or product
Several objectives One objective
Ongoing One-shot-limited life
People are homogenous More heterogeneous
Well-established systems Integrated system efforts
Greater certainty Greater uncertainty
Part of line organization Outside of line organization
Established practices Violates established practice
Supports status quo Upsets status quo

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Project objectives

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Project Success
Deliver the scope of the
project in terms of the
specified requirements, the
Quality specified level of quality, or
Deliver the (Performance) standards that the project is
project within expected to achieve
the specified
time frame Success
during which
they must be Time Cost
Deliver the project within
completed
the specified budget

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 All projects trade the triple constraints of time, cost
The Iron Triangle and quality in achieving the defined scope of the
project within the defined tolerance for risk. An
understanding of the relative priorities of time, cost
and quality is a vital prerequisite to choosing the life
cycle approach (APM BoK 7th edition, 2019)
Time Cost
Project
Scope
Trading the triple
constraints of time,
cost and quality
Quality
Time = 6 months
Cost = £50,000
Quality = achieve specific quality
standard
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Time, Cost and Quality

Q (min)
C
(max)
T (max)

Time
Cost
Quality OK but
too expensive
and takes too
Cost and time OK long to make
but unacceptable
quality

Target Quality
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Project Management Knowledge Areas
Scope Statements, WBS,
SOW, Scope Change Control

Project Selection
Methods, Project Gantt Charts, Network Diagrams
Management
Methodologies

NPV, EVA Payback Analysis

Responsibility Matrix, Team Building

Quality Communication
Management Management Plans
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1950’s - 1960’s • Project Manager as the Scientist
• Focus on duration and cost of major
engineering endeavours
• 1958 - US DoD
• Project Evaluation and Review
Technique
• 1959 E.I.DuPont
• Critical Path Method

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1970’s - 1980’s
• Project manager as a leader
• Project leadership
• Organisational Theory
• Team development
• Organisational structures
• Matrix organisations
• Shift to mainstream
management
• PMI (1987) Body of Knowledge
• Project success
• Time, Cost, Quality

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1990’s - 2000’s
• Project manager as the strategic
leader
• Projects as a vehicle for
• Business transformation
• Continuous improvement
• Organisational change
• Value creation
• Strategy implementation
• Projectification of Society
• Daily survival is guided through
projects
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Today and Tomorrow

• Strategic, global and collaborative

• Focused on Benefit Realisation
• Focused on leadership
• Sustainability
• Agility and flexibility
• Data-driven

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Advantages of Project Management
• Better control of financial, physical and HR
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher work morale
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Learning Outcomes
• To provide students with a practical understanding of the principles, concepts
and theory of project management

• Successful completion will equip students with necessary project

management skills and serve as a foundation for better management of and
contribution to projects.

• Address the global demand effective for project managers

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Next Week: Project, Lifecyle and OBS

Initiation

• Project Planning
Definition
• Project Scope • WBS Execution
• Stakeholder • OBS
management • Schedule • Monitoring Closure
• Cost and Control
• Progress • Closure out
• Resources
• Communication reporting • Post Project-
Review
Risk
Management

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Food for thought

D. Eisenhower, “A speech to the National Defence Executive Reserve Conference in Washington, D.C., November 14, 1957”, in: D.
Eisenhower, Public Papers of the Presidents of the United States, National Archives and Records Service, Government Printing
Office, 1957, p. 818.

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Thank You.

© Edinburgh Business School

© Edinburgh Business School