Lecture#01

PLANNING ENGINEERING
AND
PROJECT MANAGEMENT

By
Lec. Junaid Arshad

DEPARTMENT OF ENGINEERING MANAGEMENT

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TOPICS COVERED
 WHAT IS A PROJECT?

 PROJECT MANAGER

 PROJECT MANAGEMENT

 PROJECT SPECIFICATION

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 WHAT IS A PROJECT?
DEF.I
A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE
A UNIQUE PRODUCT OR SERVICE.
DEF.II
A PROJECT CAN BE CONSIDERED TO BE ANY SERIES
OF ACTIVITIES AND TASKS THAT :

 HAVE A SPECIFIC OBJECTIVE TO BE COMPLETED

WITHIN CERTAIN SPECIFICATIONS (SCOPE)
 HAVE DEFINED START AND END DATES (SHEDULE)
 HAVE FUNDING LIMITS (BUDGET)
 CONSUME RESOURCES (EQUIPMENT, PEOPLE etc)
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 PROJECT MANAGER
THE PERSON APPOINTED TO COORDINATE
AND MANAGE THE PROJECT TO A SET PLAN.
THREE WAY STRETCH

PROJECT CLIENT
PROJECT
MANAGER

PROJECT TEAM
THE PROJECT MANAGER HAS TO BALANCE THE NEEDS
OF THE PROJECT, CLIENT AND PROJECT TEAM.
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 FOUR WAY STRETCH
SENIOR MANAGEMENT

PROJECT CLIENT
PROJECT
MANAGER

PROJECT TEAM

THE PROJECT MANAGER HAS TO BALANCE THE NEEDS OF THE

PROJECT, CLIENT, PROJECT TEAM AND SENIOR MANAGEMENT.

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 QUALITIES OF A GOOD PROJECT
MANAGER

• INSPIRING • FAIR
• ASSERTIVE • DECISIVE
• EFFECTIVE • RATIONAL
• KNOWLEDGEABLE
•
• ENTHUSIASTIC
MOTIVATED
• PERSISTENT
• COMPETENT
• HONEST • GOOD COMMUNICATOR
• CLEAR VISION • RESPECTFUL etc

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PROJECT MANAGEMENT (PM)
WHY?
PRESENTLY PM IS
 DOING MORE WITH LESS
WIDELY USED IN
 MAXIMUM AMOUNT OF
CHANGE USING MINIMUM • INDUSTRIAL
AMOUNT OF RESOURCES
• CONSTRUCTION

HISTORY • EDUCATIONAL
 EGYPTIAN PYRAMIDS • GOVERNMENTAL
 THE GREAT WALL OF CHINA
• DEFENCE
MODERN PM: • ENVIROMENTAL
 US BALLISTIC MISSILE • SOFTWARE
PROGRAM
DEVELOPMENT
 US SPACE PROGRAM CIRCLES etc 7
PM AS A PROFESSION
THE DEVELOPMENT OF PM AS A PROFESSION IN ITS
OWN RIGHT IS REFLECTED IN THE LITERATURE, THE
ACTIVITIES OF PROFESSIONAL ORGANIZATIONS,
AND PM DEGREE PROGRAMS OFFERED BY
COLLEGES AND UNIVERSITIES.

PROFESSIONAL ASSOCIATIONS
• PROJECT MANAGEMENT INSTITUTE (PMI)
• INTERNATIONAL PROJECT MANAGEMENT
ASSOCIATION
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 PM DEFINITIONS
DEF. I
APPLICATION OF KNOWLEDGE, SKILLS, TOOLS
AND TECHNIQUES TO PROJECT ACTIVITIES TO
MEET THE PROJECT

DEF. II
PM IS THE ART AND SCIENCE OF PLANNING,
ORGANIZING, INTEGRATING, DIRECTING, AND
CONTROLLING ALL COMMITTED RESOURCES –
THROUGHOUT THE LIFE OF A PROJECT – TO
ACHIEVE THE PREDETERMINED OBJECTIVES OF
SCOPE, QUALITY, TIME, COST, AND CUSTOMER
SATISFACTION.
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 TRADITIONAL AND MODERN PM
TRADITIONAL PM
TRADITIONAL PM FOCUS ON THREE MAIN AREAS:
1. COST
2. SCHEDULE
3. ACHIEVING SPECIFICATIONS
MODERN PM
MODERN PM HAS A MUCH BROADER RANGE OF
FOCUS; DEALING WITH THE ISSUES OF QUALITY,
RISK MANAGEMENT, HUMAN RESOURCE
MANAGEMENT, LEADERSHIP, ORGANIZATIONAL
STRUCTURE, AND INFORMATION SYSTEMS
(TO NAME ONLY A FEW). 10
 AREAS OF DIFFERENCE
THE TWO AREAS WHERE MODERN PM DIFFERS
GREATLY FROM TRADITIONAL PM ARE

a) DEFINITION OF PROJECT SUCCESS

b) BUSINESS RESPONSIBILITIES OF PROJECT
MANAGER

a) DEFINITION OF PROJECT SUCCESS

PROJECT SUCCESS IS NOT ONLY LIMITED TO

COMPLETE THE PROJECT WITHIN SCHEDULE
AND BUDGET WHILE MEETING SPECIFICATIONS
BUT CUSTOMER’S OVERALL SATISFACTION IS
SIGNIFICANT. 11
b) BUSINESS RESPONSIBILITIES OF PROJECT
MANAGER

ANOTHER SUCCESS FACTOR, WHICH RELATES

DIRECTLY TO THE PROJECT MANAGER’S BUSINESS
RESPONSIBILITIES, IS WHETHER OR NOT THE
PROJECT EARNED ITS EXPECTED PROFIT AND
PAVED THE WAY FOR NEW AVENUES OF BUSINESS
GROWTH.

IN SHORT, THE PROJECT MANAGER IN MODERN PM

HAS RESPONSIBILITY FOR CUSTOMER
SATISFACTION AS WELL AS BUSINESS PROFIT AND
LOSS.
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 SUCCESSFUL PM CRITERIA
THE CRITERIA FOR SUCCESSFUL PM ARE
AS FOLLOWS:
 WRITTEN LONG TERM AND SHORT TERM
OBJECTIVES
 A WRITTEN SCOPE OF WORK
 A WORK BREAK DOWN STRUCTURE
 A DETAILED SCHEDULE
 AN IDENTIFIED PROJECT TEAM
 A PROJECT BUDGET
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 PROJECT OBJECTIVE
AN OBJECTIVE IS DEFINED AS “THE TARGET”.

IT SPECIFIES THE CRITICAL RESULTS THAT MUST

BE ACHIEVED UPON COMPLETION OF A PROJECT.

PROJECT SCOPE
THE DEFINITION OF THE REQUIRED OUTPUT OF
A PROJECT IS KNOWN AS THE PROJECT SCOPE.

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PROJECT SPECIFICATION
PROJECT SPECIFICATION IS REQUIRED TO
FACILITATE BOTH THE CUSTOMER AND THE
PROJECT TEAM. IT SHOULD INCLUDE THE
FOLLOWING INFORMATION

o TITLE OF THE PROJECT

o PROJECT OBJECTIVE
o PROJECT CONSTRAINTS
o RESOURCE REQUIREMENTS
o PROJECT SCHEDULE
o PROJECT COST
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TITLE OF THE PROJECT
A SPECIFIC TITLE FOR A PROJECT HELPS IN
IDENTIFYING ONE PROJECT FROM OTHERS.

WHERE THERE ARE SEVERAL SIMILAR

PROJECTS IT MAY BE USEFUL TO ALLOCATE A
SPECIFIC CODE TO EACH PROJECT.

EXAMPLES:
DEVELOPMENT OF A NEW PRODUCT, NEW
TOOLING FOR A PRODUCT, PLANT DESIGN,
PLANT ERECTION AND CONSTRUCTION OF A
ROAD, BRIDGE OR DAM.

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RESOURCE REQUIREMENTS
ALL TYPES OF RESOURCES SHOULD BE ESTIMATED AND
THE AVAILABILITY OF THE REQUIRED RESOURCES FOR
PROJECT COMPLETION MUST BE WORKED OUT.

THE TERM RESOURCE IS USED FOR THOSE ITEMS THAT ONE

CAN RENT, HIRE OR BUY IN ORDER TO MEET THE GOALS AND
OBJECTIVES OF A PROJECT.

RESOURCES AVAILABLE TO THE PROJECT MANAGER ARE:

 PERSONNEL
 EQUIPMENT
 MATERIALS
 INFORMATION / TECHNOLOGY
 FACILITIES
 MONEY etc

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PROJECT CONSTRAINTS
EACH PROJECT HAS MANY TYPES OF CONSTRAINTS,
WHICH SHOULD BE ELABORATED EXPLICITLY TO
FACILITATE THE DESIGN AND IMPLEMENTATION PROCESS.

THE TRIPPLE
CONSTRAINT

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PROJECT SCHEDULE
PROJECT SCHEDULE SHOWS THE TIME FRAME OF
START AND COMPLETION DATES OF ACTIVITIES
CONSTITUTING THE PROJECT.

PROJECT COST
AN ESTIMATE OF THE PROJECT COST ENABLES
THE ORGANIZATION TO EVALUATE THE
FEASIBILITY OF THE PROJECT AND TO MANAGE
THE CAPITAL REQUIREMENTS OF THE PROJECT.

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CRITERIA FOR PROJECT SUCCESS
AND FAILURE
CRITERIA FOR CRITERIA FOR
SUCCESS FAILURE
 TO SPECIFICATION A FAILURE TO MEET
JUST ONE OF THE
 ON TIME SUCCESS CRITERIA
 WITHIN BUDGET
 GOOD QUALITY
 MEETS MARKET DEMAND
 POLITICAL / SOCIAL / RELIGIOUS ACCEPTANCE
 SAFE IN SERVICE

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 CAUSES OF PROJECT FAILURE
o SPECIFICATION IS ILL-DEFINED
o PROJECT NO LONGER HAS A HIGH PRIORITY
o NO ONE PERSON APPEARS TO BE IN COMMAND
o SCHEDULE IS TOO OPTIMISTIC
o PROJECT PLAN IS NOT USED TO MANAGE THE PROJECT
o INSUFFICIENT RESOURCES DEPLOYED
o NO FORMAL COMMUNICATION PROCESS IN PLACE
o NO RISK MANAGEMENT PROCESS etc
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