Introduction

Project Management

Dr. Shuja ul Islam

Course Material

 Project Management is main issue for

causing success and failure of any
organization.
 Books:
 Project Management – The Managerial Process
(Seventh Edition) by Erik W. Larson & Clifford
F. Gray
 Project Management Body of Knowledge (Sixth
Edition) by Project Management Institute
 Case Studies, Assignments, Project
 MS Project
Course Structure
 Introduction
 Understanding basics about the project, project manager,
project organization & various tools of Project Management.
 Understanding Project phases and Knowledge areas.
 Technical Track
 Defining scope & requirements of the Project Charter.
 Perform various activities like initiation, estimation, planning,
execution, performance monitoring and project closing.
 Human Dimension Track
 Leadership
 Team Management/Virtual Team Management
Broad Course Contents

 Introduction to Project Management

 Project Life Cycle
 Organization Structure & Organizing
staffing of Project
 Organization Strategy and Project
 Project Scope
 Project Planning & Work Break Down
Structure
 Project Scheduling
Course Content
 Scheduling Resources & Cost
Estimation
 MID
 Project Risk Management
 Project Leadership and HRM
 Project Progress and Performance
Measurement
 Project Closure
 Improving Quality in Project
Management
 Project Termination & Audit
Benefits

 Project Proposal

 Project Management Professional

 Microsoft Project

 Case Study Project - Publication

Grading Criteria
 Marks Distribution
 Quizzes Marks =10
 MID Marks= 20
 Final Exam Marks = 50
 Project + Assignments Marks = 20
 TOTAL Marks = 100

 No. of quizzes : 4
 Detail of assignments and project will be given during
semester.
Effective Learning
 Key to Score Good Grades
 Book are must
 Do the Exercises at the end of the book
 Apply, what you learn to your course project
and other projects around you.
What is Project?
A project is a temporary
endeavor undertaken to create a
unique product, service or
result. ( Source: PMI)

A complex, non-routine, one-time

effort with specific time, budget,
resources and performance
specifications designed to meet
customer needs.
All of mankind’s great accomplishments –

from building the great pyramids to

discovering a cure for polio to putting a

man on the moon – began as a project

Project Examples
Major Characteristics of a Project
 Has an established objective.
 Has a defined life span with a
beginning and an end.
 Requires across-the-organizational
participation.
 Typically, involves doing something
never been done before.
 Has specific time, cost, and
performance requirements.
Academic Projects
 Research Project

 Organizing Conference

 Human Resource Development Project

 Technical Projects

 Organizing Academic Event

What Project Is NOT??
Project is not the routine, repetitive work

Organizations perform work - either

Operations are ongoing and repetitive

Projects are temporary and unique

 Shared characteristics of projects and

operations
 Performed by people
 Constrained by limited resources
 Planned, executed and controlled
What Project is NOT?
Program
“A series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal. A higher level group of projects targeted at
a common goal.”

Example:

National TB Control Programme

Prime Minister’s Youth Programme
What Is Project Management?
 Project management, then, is the
application of knowledge, skills
and techniques to execute projects
effectively and efficiently.

 It’s a strategic competency for

organizations, enabling them to tie
project results to business goals- and
thus, better compete in their
markets.
Why Project Management Is Important?
 Organizing Chaos
Hope is not a strategy. Project management
 Managing Risks provides a framework to help accomplish
 Managing Quality goals.  Every project is different, but all share
their beginnings in an idea what can be and a
 Managing Integration potential for a good outcome if that idea is
guided into reality.
 Managing Change
 Clearing Issues
 Retaining and using Knowledge
 Learning from failure

 Everyone has a plan: until they get punched in the face. 

~ Mike Tyson 
Triple Constraint of PM
 Projects must be delivered
within cost.
 Projects must be delivered on
time.
 Projects must meet the agreed
scope – no more, no less.
 Projects must also meet
customer quality requirements.
 Also helps in defining the
Project Priority Matrix
Project Management Knowledge Areas
Project Management Knowledge Areas
 Project Integration Management
Many people confuse Integration Management with Systems Integration. The definition of
Project Integration Management is “the processes involved in coordinating all of the
other project management knowledge areas throughout a project's life cycle.”
Processes involved in coordinating all of the other project management knowledge
areas throughout a project’s life cycle
Making sure all the pieces come together at the right times to ensure project
success
It is about integrating the work of entire project team by focusing on high quality
communication and relationship building
Includes Interface Management
Identifying and managing the points of interaction between various project players and elements

Key Components
Project Plan Development (creating the Project Plan)
Project Plan Execution (carrying-out the Project Plan)
Change Control (Coordinating the changes across the entire Project)
Project Integration Management
Project Life Cycle & Management Process
Project Life Cycle
Project Life Cycle
 Introduction to PM & PI Management
PM Processes & Project LifeCycle – Process Groups

12/31/20
 Project Lifecycle
 A project life cycle is the series of phases that a project passes through from its initiation to
its closure.
 The phases are generally sequential, and their names and numbers are determined by the
management and control needs of the organization or organizations involved in the project,
the nature of the project itself, and its area of application.
 The phases can be broken down by functional or partial objectives, intermediate results or
deliverables, specific milestones within the overall scope of work, or financial availability.
 Phases are generally time bounded, with a start and ending or control point. A life cycle can
be documented within a methodology.
 The project life cycle can be determined or shaped by the unique aspects of the
organization, industry, or technology employed.
 While every project has a definite start and a definite end, the specific deliverables and
activities that take place in between will vary widely with the project. The life cycle
provides the basic framework for managing the project, regardless of the specific work
involved.
 Projects vary in size and complexity. All projects can be mapped to the following generic
life cycle structure
Project Life Cycle - Characteristics
 The generic life cycle structure generally displays the following
characteristics:
 Cost and staffing levels are low at the start, peak as the work is carried
out, and drop rapidly as the project draws to a close. Figure 2-8.
 Risk and uncertainty (as illustrated in Figure 2-9) are greatest at the start
of the project. These factors decrease over the life of the project as
decisions are reached and as deliverables are accepted.
 The ability to influence the final characteristics of the project’s product,
without significantly impacting cost, is highest at the start of the project
and decreases as the project progresses towards completion.
 Figure 2-9 illustrates the idea that the cost of making changes and
correcting errors typically increases substantially as the project
approaches completion.
Influence of variable across time
PM Process
 Initiating Process Group. Defines and authorizes the project or a project
phase.

 Planning Process Group. Defines and refines objectives, and plans the
course of action required to attain the objectives and scope that the project was
undertaken to address.

 Executing Process Group. Integrates people and other resources to carry

out the project management plan for the project.

 Monitoring and Controlling Process Group. Regularly measures

and monitors progress to identify variances from the project management plan
so that corrective action can be taken when necessary to meet project objectives.

 Closing Process Group. Formalizes acceptance of the product, service or

result and brings the project or a project phase to an orderly end.
History of Project Management

Frederick Taylor Henry Gantt

(1856-1915). (1861 -1919)
Project Management Institute
PMI running and maintaining five credentials in project management:
 Program Management Professional (PgMP).
 Project Management Professional (PMP),
 PMI Scheduling Professional (PMI-SP),
 Certified Associate in Project Management (CAPM).

 To serve its members and the profession, PMI has created industry
standards, such as A Guide to the Project Management Body of Knowledge
 (PMBOK Guide), which has been recognized by the 
American National Standards Institute (ANSI).

 PMI also issues several professional certifications, produces industry and

research publications, offers involvement in local chapters and holds four
conferences, called “global congresses” around the world each year.
Integrated Management of Projects
The Challenge of Project Management
 The Project Manager
 Manages temporary, non-repetitive activities and frequently
acts independently of the formal organization.
 Marshals resources for the project.
 Is linked directly to the customer interface.
 Provides direction, coordination, and integration
to the project team.
 Is responsible for performance and success of the project.
 Must induce the right people at the right time to address the
right issues and make the right decisions.
Project Scope

 Project Scope is a definition of the

end result or mission of your
project – a product or service for
your client/customer.
Project Scope - Checklist
 Employing a Project Scope
Checklist

 Project Objective
 Deliverables
 Milestones
 Technical requirements
 Limits and exclusions
 Reviews with customers
Project Scope
 Scope definition should be as brief as possible but
complete, one or two pages are for small projects.

 Also known as Scope statement or Statements of

Work(SOW)

 Project Charter – authorizes the project manager to initiate

and lead the project.

 SCOPE CREEP – which is the tendency for the project

scope to expand over time.
 Project Charter
 The key document that often defines Project Initiation is the project charter.

A Project Charter is “a document that formally recognizes the existence of a project and
provides direction on the project’s objectives and management”.
 Once the project charter is signed by the project sponsor, it provides authorization for the
Project Manager to start planning.
 The charter is often used to let key members of the organization know about the existence of
the project, and to authorize its implementation. Key project stakeholders should sign the
charter.
 At a minimum a project charter should contain:
Title and date of authorization
Name of project manager and contact info
Statement of project Scope
Summary of approach
Roles and responsibilities matrix
Sign-off page for key stakeholders
 Sample Project Charter Table of Contents
 Project Name
Project Objectives
Project Purpose
Scope (In and Out of Scope)
Key Deliverables
High Level Schedule (Plan)
Key Stakeholders (internal and external)
Cross Organisation Team Members
Risk Management
Links to Other Projects
Constraints & Assumptions
Completion Criteria
Approval
Project Priorities
 Primary job of a project
manager to manage
trade-offs among time,
cost and performance

 Define & understand

nature of priorities of
project
Project Priorities
 Priority Matrix (to identify which criterion is
constrained, which should be enhanced & which is
accepted)
Project Management Structures
 Organizing Projects
 Functional Basis/Existing Structure
 Dedicated Project Team
 Matrix Arrangement
Project Management Structures
 Organizing Projects within Functional Organization

Advantages Disadvantages

1. No Change 1. Lack of Focus

2. Flexibility 2. Poor Integration

3. In-Depth Expertise 3. Slow

4. Easy post-project Transition (Dr. 4. Lack of ownership

Tariq, Burn Center, PIMS)
Project Management Structures
 Organizing Projects as Dedicated Team

Advantages Disadvantages

1. Simple 1. Expensive

2. Fast 2. Internal Strife

3. Cohesive 3. Limited Technology Expertise

4. Cross- Functional Integration 4. Difficult Post-project Transition

Project Management Structures
 Organizing Projects within a Matrix Arrangement
 Matrix Management?
 Hybrid Organizational Form
 Two Chain of Commands
 Participants Report to functional &project managers both
Different Matrix Forms
 Weak Matrix
 Balanced Matrix
 Strong Matrix

Advantages Disadvantages

1. Efficient 1. Dysfunctional Conflict

2. Strong Project Focus 2. Infighting

3. Easy Post-project Transition 3. Stressful

4. Flexible 4. Slow
What is the Right Project Management
Structure

1. Organization Considerations
i. How important is Project Management to the success of
the organization?
ii. Resource Availability
2. Project Considerations
i. Size of Project
ii. Strategic Importance
iii. Novelty and need for innovation
iv. Need for Integration
v. Environmental Complexity
vi. Budget and Time Constraints
vii. Stability of Resource Requirement
 Organization Culture
• A system of shared norms, beliefs, values and assumptions which
binds people together, thereby creating shared meanings
• Primary Characteristics of a culture
– Member Identity
– Team Emphasis
– Management Focus
– Unit Integration
– Control
– Risk Tolerance
– Reward Criteria
– Conflict Tolerance
– Means vs. ends Orientation
– Open-systems focus
Organization Culture
 Identifying Cultural Characteristics by way of:
 Study the Physical Characteristics of an organization
 Read about the Organization
 Observe how people interact within the organization
 Interpret stories and folklore surrounding the organization
Implications of Organizational Culture for Organizing Projects
 Project manager interactions;
 Culture of parent organization
 Project clients & customers
 Host of other organization

connected to the project

Organization Culture & Project
Management

Riverboat trip:
1. Conducive culture for project
management- paddling down the
stream with mush less effort

- Project Friendly environment

- Team work & cross-functional
cooperation
- Deep commitment to excellence
- Healthy conflict dealt effectively
and quickly
Organization Culture & Project
Management

2. Toxic Culture: like paddling

up-stream, much more time
and effort required

-Cultures that discourage

teamwork
-Low tolerance for conflict
-Getting ahead is based less
on performance and more on
favorable relationships with
superiors
Implications of “Riverboat Trip”
 Greater project authority and time are necessary to
complete projects that encounter a strong, negative
cultural current
 Less formal authority and fewer dedicated resources are
needed to complete projects which the cultural currents
generate behavior and cooperation essential to project
success
Video
Assignment (9th September before class)

 Regarding any Successful Project(in Pakistan) list information

based on:

 Scope of the Project

 Project Lifecycle

 Submit the word document on slate.

Q&A