Resource Person

Muhammad Faisal
A little about me:
• Bachelors in Textile Engineering, NED UET

• Masters in Prodution Engineering and Management, The Royal Institute,Stockholm.

• Masters in Project Management and Operational Development, The Royal Institute, Stockholm.
Lets see WHO is
sitting next
Class Room Decorum
§ This class is an open discussion forum, where students can add their experiences or raise
queries.
§ During discussions, resource person will act as moderator.
§ Punctuality of time is necessary to validate the attendance, else it will be marked absent.
§ One Break will be allowed.
§ Mobile phone ringtones should be on silent.
§ Food, smoking and Drinks are not allowed.
§ Submission of assignments and conduction of tests will be on prescribed dates.
Course Contact

Consulting Time: Before and after class

e-mail: mfaisalshine@gmail.com

Mobile: 0345-2797769
Sessional Marks
Sessional Marks 40
Hourly Exams 20
Presentation /Assignments 10
Class participation 05
Attendance 05
Final Examination Marks 60
Project &
Project Management
Project Management is used in all industries, at all levels
Definition of Project
A project is a temporary endeavor undertaken to create
a unique product, service or result.

Temporary means
that every project
has a definite Projects involve creating
beginning and a something that has not
definite end been done in exactly the
same way before and
which is, therefore,
unique and distinct
Definition of Project
According to Kerzner;
“A project can be considered to be any
series of activities and task that:
1. Have specific objective to be
completed within certain
specifications,
2. Have definite start and end dates,
3. Have funding limits (if applicable),
4. Consume human and non-human
resources,
5. Are multi-functional (cut across
several functional lines).”
Definition of Project
According to PMBOK;
§ “A project is a temporary endeavor undertaken to create a unique product,
services or result.”
§ Temporary does not refers to short duration but means definite beginning
and end dates.
§ E.g. Building a national monument – construction time is limited but result
expected to last for centuries.
§ Unique means new product, service or result.
§ E.g. Constructing buildings - similar activities, materials, teams but each
building has new design, location, situation and stake holder.
Project Attributes
§ Unique objective,
§ Temporary,
§ Developed using progressive elaboration,
§ Requires resources, often from various areas,
§ have a primary customer or sponsor,
§ Involves uncertainty.
Project Examples
§ Developing a new product, service, or result;
§ Effecting a change in the structure, processes, staffing, or style of an
organization;
§ Developing or acquiring a new or modified information system (hardware or
software);
§ Conducting a research effort whose outcome will be aptly recorded;
§ Constructing a building, industrial plant, or infrastructure; or
§ Implementing, improving, or enhancing existing business processes and
procedures.
 Portfolio, Program and Project
Portfolio
A collection of projects or
programs and other work that are
Definition
grouped together to facilitate
effective management of that
work, to meet strategic business
objectives.
To maximize the return on
investment - infrastructure firm
Examples
may put together a portfolio that
includes a mix of projects in oil &
gas, power, water, roads, railways
etc.
Program Project
A group of related projects managed A Project is a temporary endeavor
in a coordinated way to o btai n undertaken to create a unique,
benefits and control not available product, service, or result.
from managing them individually.
§ Specific highway project
§ Transportation program § Local railway project
§ Wind power project
§ Power sector program § Hydro power projects
§ Nuclear plant projects
§ Extraction Program § Coal and other mining projects
Portfolio, Program and Project
Projects Vs. Operations
Projects and operations sometimes overlap and they share many of the
same characteristics:
Performed by people
Constrained by limited resources
Planned, executed and controlled
Operations are ongoing and repetitive, while projects are temporary and
unique.
Project objectives are fundamentally different than operational objectives:
Purpose of a project is to attain its objective and terminate
Purpose of an ongoing operations is to sustain business
Projects Vs. Operations
Operation
1. Repeat process or product
2. Several objectives
3. On-going
4. People are homogeneous
5. Systems in place
6. Performance, cost, & time known
7. Part of the line organization
8. Bastions of established practice
9. Supports status quo
Project
1. New process or product
2. One objective
3. One shot – limited life
4. More heterogeneous
5. Systems must be created
6. Performance, cost & time less certain
7. Outside of line organization
8. Violates established practice
9. Upsets status quo
 Project Vs. Operations
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Why Project Management ?
§ Identification of time limits for scheduling

§ Early identification of problems

§ Improved estimating capability

§ Identification of functional responsibilities

§ Minimizing the need for continuous reporting

§ Measurement of accomplishment against plans

Why Project Management ?

§ Always “class or prestige” gaps between various levels of management.

§ Companies are made up of small operational islands that refuse to communicate
for fear of giving up information, may strengthen their opponents.
§ Project Manager’s responsibility is to get these islands to communicate cross-
functionally toward common goals and objectives.
Project Management
“Project management is the application of knowledge, skills, tools
and techniques to project activities to meet project requirements.”

PMI breaks it into:

§ Process groups
§ Knowledge Areas
§ Professional and social responsibility
Project Management
Project management can mean different things to different people. Quite often,
people misunderstand the concept because they have ongoing projects within their
company and feel that they are using project management to control these
activities. In such a case, the following might be considered an appropriate
definition:

“Project management is the art of creating the illusion that any outcome is the
result of a series of predetermined, deliberate acts when, in fact, it was dumb
luck.”
Project Management - Definition
“Project management is the planning, organizing, directing, and
controlling of company resources for a relatively short-term objective
that has been established to complete specific goals and objectives.”

Furthermore, project management utilizes the systems approach to

management by having functional personnel (the vertical hierarchy)
assigned to a specific project (the horizontal hierarchy).
 Classical/Project Management
Classical management have five Project management have four
functions or principles: functions or principles:
§ Planning § Planning
§ Organizing
§ Organizing
§ Controlling
§ Staffing
§ Directing
§ Controlling
§ Directing
§ Project manager does not staff the project.
§ Staffing is a line responsibility.
§ The project manager requests specific resources, but the final decision to deliver
resources will be taken by line managers.
 Project Management Constraints
Project management is designed to; manage or
control company resources on a given activity,
• within time
• within cost
• within performance.

If the project is to be accomplished for an outside

customer, then the project has a fourth constraint:

• Good customer realtion

Project Management Constraints
e Co s
T i m t

rces

Scope
Resou
Project

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lit
Ri

a
sk

Qu
Customer Satisfaction
 Project Deliverables
Deliverables are outputs, or the end result of either the completion of the
project or the end of a life-cycle phase of the project.

Deliverables are measurable, tangible outputs and can take such form as:
• Hardware Deliverables: Hardware items, such as a table, a prototype, or
a piece of equipment.
• Software Deliverables: Usually paper products, such as reports, studies,
handouts, or documentation.
• Interim Deliverables: Either hardware or software deliverables and
progressively evolve as the project proceeds. Such as interim reports.
Project Manager
Selection of project manager is based on;

• Manage or control company resources

• Type of customer relationship,

• Size, nature and scope of deliverable,

• Dealing with Stakeholders.

Project Failures (Common Causes)
Only 28% of Projects Succeed! (ref. Standish group)
• Poor communications
• Scope Creep
• Poor planning
• Weak business case
• Lack of management direction & involvement
• Incomplete specifications
• Mismanagement of expectations