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Assistant Professor
Bahria University
1998 – 1999

MSc. Computer Science, NED University of Engineering & Technology - Pakistan; CGPA:
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

it will eventually die. However. what this means is a constant moving back and forth between contentment and renewal. CONTENTME NT DENIAL RENEWAL PANIC .Learning Organization Peter Senge (1990) PRODUCTIVE WORKPLACES – Marvin Weisbord (1987) If you can’t get person or an organization out of denial. as Dr. there is no hope. In terms of the four room house. They must constantly be searching for ways to improve. If the organization does not improve. Constant improvement is the byword of any organization today. without the pain of having to go through denial and panic anymore. no organization can be satisfied to stay in contentment too long. Deming (1982) has argued. you then have a chance to move them into renewal. Once you get them out of denial.

. and according to specifications. on budget.Project Management • PM is the application of the Skills and Methods to ensure that the project delivers on time.

What is a Project? • • • • Temporary Defined purpose Beginning and an End Human and other Resources material. supplies . equipment) (team. .

These are important but not critical. trained. These can be grown. bought etc. No Team. No Details. No Special Equipment.What do we need to be Successful Critical Success Factors • • • • • Well defined Scope Sponsor (need. No Knowledge. . power . Authority) Budget Will to Succeed (Sponsor) Approval (Senior Management) • No Technical Skills.

– Stakeholders .How does PMBOK defines Project Management • Ten Knowledge Areas – Scope – Time – Cost – Quality – Human Resources – Communications – Risk – Procurement – Fully integrated into total project picture.

. and according to specifications.Project Management • PM is the application of the ten knowledge areas to ensure you to deliver project on time. without the business involvement the project not going to be successful. without the approval from senior management. • Without the properly empowered sponsor. • In order for a project to be successful it is critical that we have the executive support. on budget.

implementation are in fact on time on budget to specification. • Execution-Project delivery team does the A-D-D-I. • Initiation. • Closing Project Processes • • • • • Analysis Design Development Implementation The team will undertake these steps. .Project Management Processes • The management infrastructure is there to ensure that the analysis. development. • Project management team shall do monitoring and controlling.Project make sense? • Planning-How A-D-D-I shall be done. design.

nonroutine. Copyright © 2006 The McGraw-Hill Companies. – Requires across-the-organizational participation. cost. – Involves doing something never been done before. budget.What is a Project? • Project Defined – A complex. • Major Characteristics of a Project – Has an established objective. resources. one-time effort limited by time. McGraw-Hill/Irwin 1–9 . and performance requirements. All rights reserved. – Has specific time. – Has a defined life span with a beginning and an end. and performance specifications designed to meet customer needs.

– Example: • Project: completion of a required course in project management. related. – A higher level group of projects targeted at a common goal. All rights reserved. • Program: completion of all courses required for a business major. multiple projects that continue over an extended time and are intended to achieve a goal. McGraw-Hill/Irwin 1–10 .Programs versus Projects • Program Defined – A series of coordinated. Copyright © 2006 The McGraw-Hill Companies.

Developing a supply-chain information system Writing a new piano piece Designing an iPod that is approximately 2 X 4 inches.000 songs Wire-tag projects for GE and Wal-Mart TABLE 1.1 McGraw-Hill/Irwin 1–11 .Comparison of Routine Work with Projects Routine. All rights reserved. and stores 10. 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. interfaces with PC.

Project Life Cycle • Project Management (oversight that project delivers on time etc) • Project Delivery (most of the work done) .

1 McGraw-Hill/Irwin 1–13 . FIGURE 1. All rights reserved.Project Life Cycle Copyright © 2006 The McGraw-Hill Companies.

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 .