Project Management:

Framework & Tools

Resource Person
Dr. Syed Amir Iqbal.
Resource Person
• Bachelors in Mechanical Engineering, NED UET

• Masters in Mechanical Engineering (Specialization in

Manufacturing Systems), NED UET

• Doctor of Philosophy, Mechanical Engineering, The

University of Manchester, UK

Working / Tecahing Experience:

• Over 23 years of (combined field and teaching) experience.
Projects
 Actively involved in supervising projects of varied scope and length,
such as under- and post graduate level design and research projects.

 Also involved in development projects related to academic

improvement and administration.

 Currently engaged in supervising three PhD Projects.

Class Room Decorum
 Project Management 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 for as per institute policy.
 Mobile phone ringtones should be on silent.
 Food, smoking and Drinks not allowed.
 Submission of assignments and conduction of tests will be on prescribed
dates.
 Assignments must be submitted with the “Assignment Form“ uploaded
on one-drive.
Course Contact
Consulting Time: Before and after class

Consulting Office: Room no-3, IMD Building

e-mail: [email protected]
Recommended Books
Book : Project Management: A Systems Approach to
Planning, Scheduling, and Controlling
Author : Dr. Harold Kerzner
Edition : 11th or 10th
Publishers : Wiley & Sons

Book : A Guide to the Project Management Body of Knowledge

Author : Miscellaneous
Edition : 5th
Publishers : PMI

Book : PMP Exam Prep

Author : Rita Mulcahy et. al.
Edition : 8th
Publishers : RMC Publications

Book : Project Management Case Studies

Author : Dr. Harold Kerzner
Edition : 2nd
Publishers : Wiley & Sons
Marks Scheme

 Final Examination Marks 40

 Sessional Marks 60

 Hourly Exams 30

 Assignments/Presentation 20

 Class participation 5

 Attendance 5
Course Contents
1. Introduction to Project Management
2. Project Management Growth
3. Stakeholders and Organizational Structure
4. Project Management Processes
5. Project Integration Management
6. Project Scope Management
7. Project Time Management
8. Project Cost Management
9. Project Human Recourse
10. Project Risk Management
11. Project Management tools (MS-Project)
Course Objectives
 Clear understanding of project management, its scope,
responsibilities and limitation.

 Knowledge of organization behavior, culture and

influence on the project management.

 Development of Project Life Cycle from planning and

initialization to the closure.

 Understanding and implementation of time, cost, risk

and scope management processes during the project
management.
Topic 1
Project Management
Framework
Resource Person
Dr. Syed Amir Iqbal.
Professor, IMD
NED UET
Project &
Project Management
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
1. Unique objective (specifications)
2. Temporary (start and end dates)
3. Developed using progressive
elaboration (phase by phase)
4. Requires resources, often from
various areas (multi-functional)
5. have a primary customer or sponsor,
6. Involves uncertainty (Risk)
New product or services Change in Improving existing
New results
Organization process

E.g. tracking watch E.g. Panama Leaks E.g. Implementing Lean E.g. Online payments

Developing or acquiring a Research effort to record Building plant,

new or modified MIS outcome infrastructure or plant

E.g. Implementing Cloud E.g. data for E.g. Burj dubai

computing, SAP composite material
Project Vs. Operations
 Projects and operations share some 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
Project Vs. Operations

Project Operations
New process or product Repeat process or product
One objective Several objectives
One shot – limited life On-going
More heterogeneous People are homogeneous
Systems must be created Systems in place
Performance, cost & time less certain Performance, cost, & time known
Outside of line organization Part of the line organization
Violates established practice Bastions of established practice
Upsets status quo Supports status quo
Project Vs. Operations

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 Portfolio, Program and Project
Portfolio Program Project
A collection of projects or A group of related projects A Project is a temporary
programs and other work managed in a coordinated endeavor undertaken to
Definition

that are grouped together way to obtain benefits and create a unique, product,
to facilitate effective control not available from service, or result.
management of that work, managing them individually.
to meet strategic business
objectives.
To maximize the return on  Transportation program  Specific highway project
investment -  Local railway project
infrastructure firm may
Examples

put together a portfolio  Power sector program  Wind power project

that includes a mix of  Hydro power projects
projects in oil & gas,  Nuclear plant projects
power, water, roads,
railways etc.  Extraction Program  Coal and other mining
projects
Portfolio, Program and Project

Ref: PMBOK, 5th Edition

Projects and Strategic Planning
 Projects and Strategic Planning - Examples

Market demand Strategic/business need Social need

Fuel efficient cars due Engro investing in Metro train in Dehli
to gasoline shortage coal power generation. for transportation

Environmental need Customer need Technology Adv. Legal Requirements

Water treatment plant at the Siemens install grid station New materials research EU safety requirements
end of Liyari river on request of K-electric causing faster CPUs in airplanes
Project Management
“Project management is the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements.”
 It’s both a science and an art
 PMI breaks Project Management breaks it into 47 logically
related process and are grouped into:
 Process groups (five)
 Knowledge Areas (ten)

 Professional and social responsibility are also the part of PM

framework.
Why Project Management ?
 Identification of requirements of stakeholders
e.g. budget, quality, scope etc.
 Identification of time limits for scheduling
 Early identification of problems
 Improved estimating capability
e.g. human resources, materials, time etc.
 Identification of functional responsibilities
 Minimizing the need for continuous reporting
 Measurement of accomplishment against plans
Project Manager
Project Manager is the key personnel,
responsible for the constraints and
management of project life cycle.

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 Management Constraints
Project management is designed to;
manage or control company
resources on a given activity,
1. within time,
2. within cost, and
3. within performance.

If the project is to be accomplished

for an outside customer, then the
project has a fourth constraint:
4. good customer relations.
Project Management Constraints

Time

Project
Constraints

Cost
Change in one constraint may change at-least one or more constraint
 Project Progress
 The development of the project management plan is an iterative
activity and is progressively elaborated throughout the project’s
life cycle.
 Progressive elaboration involves continuously improving and
detailing a plan as more detailed and specific information and
more accurate estimates become available.
 Progressive elaboration allows a project management team to
define work and manage it to a greater level of detail as the
project evolves.
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.
Types of Projects

Once a group of tasks is selected and considered to be a project,

the next step is to define the kinds of project units. There are
four categories of projects:

 Individual projects
 Staff projects
 Special projects
 Matrix or aggregate projects
Types of Projects
Individual projects
 Assigned to a single individual who may be acting as
both a project manager and a functional manager.
 Examples; Local part development at vendor (automobile),
Development of S.O.Ps in a department.

Staff projects
 Accomplished by one organizational unit, say a
department.
 Task force is developed from each section involved.
 This works best if only one functional unit is involved.
 Example; Efficiency and effectiveness improvement in
organization,
Types of Projects
Special projects
 Authority to be assigned temporarily to other individuals
or units.
 This works best for short-duration projects. Long-term
projects can lead to severe conflicts under this arrangement.
 Example; Work distribution of new models in automobile.

Matrix or aggregate projects

 These require input from a large number of functional
units and usually control vast resources.
 Example; Re-organization, plant erecting etc.
Project Stakeholders
 Stakeholders
Stakeholders are the people involved in or affected by project
activities – they may also exert influence over the project and its
results Stakeholders include;
 the project sponsor
Functional
 project team Portfolio
Sponsor
Managers
Manager
 support staff Customers/
PMO Project Team
Users
 operations Manager Project
Mgmt Team
Other
Project

 customers Program Project

Members

Manager Manager
 users Seller/
Business
 Suppliers and vendors Other
Partners

Stakeholders
 opponents to the project
 Stakeholders Influence, Risk & Uncertainty
 Risk and uncertainty are
greatest at the start of the
project.
 Decrease over the time as
decisions are reached and
as deliverables are
accepted.

 Influence to the project’s product, without significantly impacting

cost, is highest at the start of the project and decreases as the project
progresses towards completion.
 The cost of making changes and correcting errors typically increases
substantially as the project approaches completion.
Role of Project Manager
 A person assigned by the
performing organization to lead
the team, to achieve the
project objectives.
 A project manager may report to
a program or portfolio manager
who is ultimately responsible for
enterprise-wide projects
 A project manager also works closely and in collaboration with
other roles, such as a business analyst, quality assurance
manager, and subject matter experts
Responsibilities of Project Manager
 A project managers have the responsibility
to satisfy the needs: task needs, team
needs, and individual needs.
 The project manager becomes the link
between the strategy and the team.
 Should have;
 Knowledge: Understanding and applying the knowledge, tools,
and techniques that are recognized as good practice.
 Performance : Refers to what the project manager accomplish
while applying his or her project management knowledge.
 Personal : Attitude, leadership, accountability, authority, team
building, influence, negotiation etc.
Role of Project Manager

Influence
Integrate 2 “I” Words
Communication
– Talking together
Collaboration
4 “C” Words – Working together
Coordination
– Planning together
Cooperation
– Helping each other
 Role of Functional Manager
 The functional manager has the responsibility
to define how the task will be done and
where the task will be done (i.e., the
technical criteria).

 The functional manager has the responsibility

to provide sufficient resources to
accomplish the objective within the
project’s constraints (i.e., who will get the
job done).

 The functional manager has the

responsibility for the deliverable.
 Project Manager – Functional Manager
GM
SPONSOR

PM LM LM LM

APM

APM

PM = Project Manager
APM = Assistant Project Manager
LM = Line or Functional Manager
Role of Executive/Sponsors
Expected to interface a project in:

 Project planning and objective setting

 Conflict resolution

 Priority setting

 Project sponsor
 Effective Project Management
 A good daily working relationship between the
project manager and those line managers who directly
assign resources to projects.

 Ability of functional employees to report vertically to

their line manager at the same time they report
horizontally to project managers.

 PM is not designed to be a unity of command

methodology. It is designed to have shared authority and
responsibility between Project and Functional Managers.
 Maturity in Project Management
 Is like a Tripod
 Legs represent:
 Project Manager
 Line Manager(s)
 Executive Management (including, Project Sponsor)
 Maturity cannot exist without stability
 OPM3: (Organizational Project Management Maturity
Model)
 PMI’s model that is designed to help organizations determine
their level of maturity in project management.
Effective project management

ORGANIZATIONAL ORGANIZATIONAL
STRUCTURE BEHAVIOR
 Conflicts can destroy
the entire project
management system.
QUANTITATIVE
TOOLS &  Project management is
TECHNIQUES more behavioral
than quantitative.
Project Management Office (PMO)
A project management office (PMO) is a
management structure that standardizes
the project-related governance processes
and facilitates the sharing of resources,
methodologies, tools, and techniques.
Governance is
strategic

Institutional

Management is Leadership
tactical relates to
personality
Departmental Individual
Project Management Office (PMO)

 Managing shared resources across all projects under the PMO,

 Identifying and developing Project Management methodology,
best practices, and standards,
 Coaching, mentoring, training, and oversight,
 Monitoring compliance (audit) with Project Management
standards, policies, procedures,
 Developing and managing project policies, procedures, other
shared documentation,
 Coordinating communication across projects.
Project Management Office (PMO)
 PMO in organizations vary in the degree of control and influence;

 Consultative role, Less control

 Supply templates, best practices, over projects
Supportive
training, access to information and
projects history.
 Compliance through various means, Moderate
adopting project management control over
Controlling frameworks or methods, using specific projects
templates, forms and tools, or
conformance to governance.
 Take control of the projects by directly High control
Directive
managing the projects
Difference b/w PM and PMO
Project Manager Project Management Office
The project manager focuses on the The PMO manages major program
specified project objectives scope changes, which may be seen as
potential opportunities to better
achieve business objectives
The project manager controls the The PMO optimizes the use of shared
assigned project resources to best meet organizational resources across all
project objectives projects.
The project manager manages the The PMO manages the methodologies,
constraints (scope, schedule, cost, standards, overall risks/opportunities,
quality, etc.) Of the individual metrics, and
Projects Interdependencies among projects at
the enterprise level.
PMO Office

Directive

Controlling

Controlling
Or directive

Supportive
References

 Project Management Body of Knowledge, 5th ed, PMI, USA.

 Project Management: A Systems Approach to Planning,
Scheduling, and Controlling, Harold Kerzner, 11th ed, Wiley &
Sons.
 PMP Exam Prep, 8th ed, Rita et. Al, RMC.
 Project Management: Achieving Competitive Advantage, 3rd ed,
Jeffery, K. Pinto, Prentice Hall.