Project Management
Content
ASIF REHMAN
Assistant Professor
Bahria University
1998 – 1999
MSc. Computer Science, NED University of Engineering & Technology - Pakistan; CGPA:
3.00
Pakistan’s 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
Pakistan’s best research institute situated at University of Karachi.
1989 – 1990 Diploma in Computer Science, University of Karachi – Pakistan; Grade: B.
Pakistan’s 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 can’t 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 1–9
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 1–10
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 1–11
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 1–13
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
Assistant Professor
Bahria University
1998 – 1999
MSc. Computer Science, NED University of Engineering & Technology - Pakistan; CGPA:
3.00
Pakistan’s 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
Pakistan’s best research institute situated at University of Karachi.
1989 – 1990 Diploma in Computer Science, University of Karachi – Pakistan; Grade: B.
Pakistan’s 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 can’t 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 1–9
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 1–10
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 1–11
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 1–13
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
