WHAT IS PROJECT

MANAGEMENT?
(PART I INTRODUCTION)

CHAPTER 1

COURSE HIGHLIGHTS
INTRODUCTION TO PROJECT
MANAGEMENT
STRATEGIC RELEVANCE OF
PROJECT MANAGEMENT
SELECTING PROJECTS IN A
COMPLEX ENVIRONMENT OF
INFLUENCING FACTORS

MATHEMATICAL TECHNIQUES
USED IN PROJECT PLANNING
AND EXECUTION

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LEADING, COMMUNICATION AND

TEAMWORK IN PROJECTS
CULTURAL ASPECTS OF INTEREST
IN PROJECTS

DEFINING AND PLANNING

PROJECTS

ORGANIZATIONAL ASPECTS

TECHNIQUES USED FOR

EVALUATING AND CONTROLLING
PROJECTS AND MANAGING
PROJECT INFORMATION

INTERNATIONAL PROJECT
MANAGEMENT
INSIGHTS INTO VARIOUS ASPECTS
OF PROJECT MANAGEMENT FROM
THE PERSPECTIVE OF PAKISTANI
AND FOREIGN PROJECT
PRACTITIONERS

Project Management

WHAT IS A PROJECT?
A PROJECT IS A SEQUENCE OF UNIQUE, COMPLEX AND CONNECTED ACTIVITIES
HAVING ONE GOAL OR
PURPOSE THAT MUST BE COMPLETED BY A SPECIFIC TIME, WTHIN BUDGET AND
ACCORDING TO SPECIFICATION
(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective Project Management, John Wiley &
Sons, 2002, p. 65)

A PROJECT IS A COMPLEX, NONROUTINE, ONE-TIME EFFORT LIMITED BY TIME,

BUDGET, RESOURCES, AND PERFORMANCE SPECIFICATIONS DESIGNED TO
MEET CUSTOMER NEEDS
(Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)

PROJECTS ARE AD HOC, RESOURCE-CONSUMING ACTIVITIES USED TO IMPLEMENT

ORGANIZATIONAL STRATEGIES, ACHIEVE ENTERPRISE GOALS AND
OBJECTIVES, AND CONTRIBUTE TO THE REALIZATION OF THE ENTERPRISES
MISSION
(David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 10)
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INTERRELATIONSHIP OF PROJECT OBJECTIVES AND

ORGANIZATIONAL FIT

STRATEGIC
FIT

SCHEDULE
OBJECTIVES

COST
OBJECTIVES
THE
PROJECT

TECHNICAL
PERFORMANCE
OBJECTIVES

OPERATIONAL
FIT

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Project Management

FACTORS FAVOURING PROJECT

MANAGEMENT IN TODAYS GLOBAL WORLD
1. Compression of the Product Life-cycle

7. Ease of Underatking

2. Global Competition

PROJECT
MANAGEMENT
6. Multi-project Env.

5. Developing Economies

3. Knowledge Explosion

4. Corporate Downsizing

PROGRAMMES - PROJECTS PROCESSES PORTFOLIOS

PROGRAMMES ARE RESOURCECONSUMING COMBINATIONS OF
ORGANIZATIONAL RESOURCES WHICH
HAVE A COMMON PURPOSE IN
SUPPORTING THE ENTERPRISES
PURPOSES
A PROGRAMME COULD ENCOMPASS
SEVERAL PROJECTS
PROGRAMME X

A
C

B
D

A PROCESS IS A SYSTEM OF
OPERATIONS IN THE DESIGN,
DEVELOPMENT AND PRODUCTION
OF SOMETHING ... INHERENT IN
SUCH A PROCESS IS A SERIES OF
ACTIONS, CHANGES, OR
OPERATIONS THAT BRING ABOUT
AN END RESULT

SOME PROJECT MANAGERS MAY

USE PORTFOLIOS TO PAIR
PROJECTS AND PROGRAMS
WITH THEIR CORRESPONDING
STRATEGIC BUSINESS
OBJECTIVES.

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 10 & 39.
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PROJECT MANAGEMENT KNOWLEDGE AREAS

TIME
TECHNICALITY

COST

MANAGEMENT

MANAGEMENT

MANAGEMENT
SKILL

QUALITY

MANAGEMENT

MANAGEMENT

PROJECT
SCOPE

HUMAN
RESOURCE
MANAGEMENT

MANAGEMENT

MANAGEMENT

INTEGRATION

COMMUNICATION

MANAGEMENT

MANAGEMENT
PROCUREMENT

RISK

MANAGEMENT

MANAGEMENT

PROJECT CATEGORIES
PROJECTS CAN BE GROUPED TOGETHER IN CATEGORIES, OF WHICH MANY
KINDS HAVE BEEN
PROPOSED IN THE LITERATUE ON PROJECT MANAGEMENT. EXAMPLES:
1.
2.
3.
4.
5.
6.
7.
8.
9.

COMPLIANCE, STRATEGY AND OPERATIONAL PROJECTS

PROJECTS RUN TO DELIVER GOODS, SERVICES AND ORGANIZATIONAL
PROCESSES
SMALL, MEDIUM AND LARGE-SCALE PROJECTS
LOW, MEDIUM AND HIGH-RISK PROJECTS
IMMEDIATE, NEAR AND LONG-TERM ROI PROJECTS
LOW, MEDIUM, HIGH AS WELL AS MATURE / IMMATURE TECHNOLOGYBASED PROJECTS
LOW, MEDIUM, HIGH AS WELL AS NO MARGIN AND LOSS-MAKING
PROJECTS
PRIORITY-BASED PROJECTS DEFINED IN TERMS OF URGENCY OF NEED
FOR BUSINESS, CUSTOMER AND MEETING MARKET REQUIREMENTS
SIZE IN TERMS OF CAPITAL EXPENDITURES, DURATION, MANPOWER
REQUIREMENT, GEOGRAPHIC SPAN OR A COMBINATION OF THESE

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 92-93.

LEVELS OF PROJECT COMPLEXITY

EXAMPLES OF SIMPLE
PROJECTS UNDERTAKEN
BY INDIVIDUALS AND/OR
GROUP

REDESIGNING YOUR
SITTING ROOM

WRITING A RESEARCH
PAPER

ORGANIZING A DISASTER
RELIEF COLLECTION IN
YOUR NEIGHBOURHOOD
ORGANIZING A PAINTING
EXHIBITION AT YOUR
SCHOOL OR UNIVERSITY

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EXAMPLES OF COMPLEX
PROJECTS UNDERTAKEN BY
COMMERCIAL ENTERPRISES AND/OR
PUBLIC-SECTOR ORGANIZATIONS

PLANNING AND EXECUTING

CONSTRUCTION OF A
HYDROELECTRIC OR ATOMIC
POWER STATION

ERECTING A DUAL-PURPOSE (ROAD,

RAIL) BRIDGE OVER A MAJOR RIVER

ORGANIZING A LARGE-SCALE
INTERNATIONAL INDUSTRIAL
EXHIBITION

DESIGNING AN OCEAN CRUISE

LINER

Project Management

SOME DEFINING CHARACTERISTICS

OF A PROJECT

ESTABLISHED OBJECTIVE:
ALL PROJECTS MUST HAVE AT LEAST ONE PRESPECIFIED OBJECTIVE

UNIQUENESS:
NO TWO PROJECTS ARE COMPLETELY ALIKE. ALWAYS THERE WILL BE AT LEAST ONE
UNIQUE DEFINING FEATURE

LIFE SPAN:
ALL PROJECTS HAVE A BEGINNING AND END POINT IN TIME REQUIRES TIME

COST:

ALL PROJECTS INCUR A RESOURCE COST IN TERMS OF CAPITAL EXPENDITURE,

MANPOWER REQUIREMENT ETC.

TECHNICAL PERFORMANCE REQUIREMENTS:

ALL PROJECTS MUST MEET CERTAIN PRESPECIFIED PERFORMANCE REQUIREMENTS,
FOR EXAMPLE, DEVELOPMENT OF A NEW PRODUCT OR SERVICE HAVING A DESIRED
MINIMUM QUALITY STANDARD LEVEL
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SELECTED FACTORS WHICH CAN

INFLUENCE BIG PROJECTS
NATURE OF THE
UNDERTAKING

STRATEGIC FIT

RISK AND UNCERTAINTY

SCOPE

COMPLEXITY

EVALUATION AND
CONTROLLING

TIME

ADAPTIBILITY

CAPITAL REQUIREMENT

MANPOWER REQUIREMENT

TECHNOLOGY

CULTURAL CONSIDERATIONS
(ESPECIALLY IN REGARD TO
INTERNATIONAL PROJECT
UNDERTAKINGS)

SPECIALIZATION AND
EXPERTISE

INFORMATION

CONFLICT POTENTIAL,
LEADERSHIP AND
MOTIVATION

PLANNING, ORGANIZATION,
OPTIMIZATION

STAKEHOLDER INTERESTS

INITIATION

PRIORITIES

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PROJECT LIAISON ACTIVITIES THE

IMPORTANCE OF TEAMWORK
LIAISON POSITION

PROJECT ENGINEER

INDIVIDUAL LIAISON

PROJECT
MANAGEMENT
TASK FORCES

STANDING COMMITTEES

PRODUCT MANAGERS

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MANAGERIAL LIAISON

Project Management

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PROJECTS IN A HISTORICAL
PERSPECTIVE
1.

PROJECTS ARE PRESUMABLY AS OLD AS MANKIND AND THE COMMUNITY

2.

PROJECTS IN ANTIQUITY AND THE MEDIEVAL PERIOD TENDED, BY AND

LARGE, TO BE ARCHITECTURAL IN NATURE

3.

SELECTED EXAMPLES OF PROMINENT PROJECTS IN THE HISTORICAL

CONTEXT:

THE SEVEN WONDERS OF THE ANCIENT WORLD

THE GOTHIC CATHEDRALS OF WESTERN EUROPE
THE PALACES, MOSQUES AND MAUSOLEUMS OF THE MUGHALS AND
OTTOMANS
TEMPLE COMPLEXES IN INDIA AND SOUTH-EAST ASIA AND CENTRAL AND
SOUTH AMERICA
CASTLES, FORTRESSES, MILITARY CAMPAIGNS

4.

SINCE THE MEDIEVAL PERIOD, AND IN CONSIDERATION OF THE INDUSTRIAL

REVOLUTION, ADVANCEMENTS IN TECHNOLOGY, ENHANCED RESOURCE
AVAILABILITY, KNOWLEDGE, SPECIALIZATION AND MANAGERIAL
CAPABILITIES AS A RESULT MAJOR PROJECTS HAVE BECOME MORE
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COMPLEX AND DIVERSE IN NATURE AND SCOPE.

TYPES OF MAJOR CONTEMPORARY

PROJECTS

(ROADS, RAIL, BRIDGES, CANALS, AIR- AND

SEAPORTS)
PANAMA AND SUEZ CANALS, THE CHANNEL TUNNEL
BETWEEN GREAT BRITAIN AND FRANCE
WATER AND ELECTRICITY (IRRIGATION SYSTEMS, HYDROELECTRIC DAMS, NUCLEAR
AND
CONVENTIONAL POWER GENERATION PLANTS)
THREE-GORGES RIVER PROJECT IN CHINA
INDUSTRIAL
(LARGE FACTORY COMPLEXES)

ARCHITECTURAL

MILITARY
SYSTEMS, WAR)

HEALTH

EDUCATION

TRANSPORT INFRASTRUCTURE

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(HIGH-RISE BUILDINGS AND SKYSCRAPERS)

THE EMPIRE STATE BUILDING AND WORLD TRADE
CENTERS IN NEW YORK CITY
(DESIGN AND DEVELOPMENT OF MAJOR WEAPON
THE MANHATTAN PROJECT
(FINDING CURES FOR COMMON DISEASES)
YELLOW FEVER
(BUILDING UNIVERSITIES AND SCHOOLS)
Project Management

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WHAT IS PROJECT MANAGEMENT (?)

PROJECT MANAGEMENT IS A METHOD AND A SET OF TECHNIQUES
BASED ON THE ACCEPTED PRINCIPLES OF MANAGEMENT USED FOR
PLANNING,
ESTIMATING AND CONTROLLING WORK ACTIVITIES
TO REACH A DESIRED END RESULT ON TIME
WITHIN BUDGET AND ACCORDING TO SPECIFICATION

Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project

Management, 2. ed., John Wiley & Sons, 2002, p. 79

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Project Management

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