PART 1

PROJECTS INSIDE
 PIBOK Five Processes
 Initiating Process
 Planning Process
 Executing Process
 Controlling Process
 Closing Process
 The Project Life Cycle
Define what is to be done
Review the experience and the and what is to be
results; concentrate on “lessons produced
learned”

Execute the plan – do the work Define how the work is to

keeping abreast of situational be done, what is to be
impact used, and who is be
assigned
* Westland, page 4, Figure 1-2

07/13/2021 Project Life Cycle - Overview & Introduction 3

 Lifecycle: Phases

Project Phases:
• Concept
• Design
• Implementation
• Handover
 Concept Design Implementation Commissioning
Input Input Input Input

Problem or Opportunity, Project Approval to go ahead and design Approval to Implement project Commissioning plan notification of
Brief, Project Charter the product Completion

Process Process Process Process

Project Proposal, Feasibility Study,
Identify Stakeholders, Cost-benefit
analysis
Design Product, Develop
detailed schedules, WBS (Work
Breakdown Strructures), CPM
and budjets
Award Contracts and issue Start-up and test the product, has the
instructions, procure equipment
problem been solved? Produce as-built
and services, make the product drawings and operation manuals
or solve the problem

Key Activities Key Activities Key Activities Key Activities

       
       
Hold Points Hold Points Hold Points Hold Points
       
       
Output Output Output Output
Baseline Plan (Design &
Feasibility Report Certificate of Completion Closure Report
Schedule)
Approval Approval Approval Approval
Go/No go decision, to proceed with
To Implement project Ready to commission Project accepted by Client
design phase 5
 Project Initiation Process
• The steps involved in start up
1. Appoint project leadership
1. Establish scope
1. Project Manager
2. Establish Constraints
1. Determine “doability” 2. Chief Engineer
3. Define boundary conditions
2. Determine affordability 3. Team leaders
4. State objectives
2. Establish a project work area

1. State the business problem

2. Explain the business reasons to solve 1. Determine needed skills
2. Assess available resources 1. Conduct a reality check
3. Identify what is propose
3. Define training needs 2. Obtain approval to proceed
4. Identify recruiting needs 1. Go/No go decision
5. Name the team 6
 Project Planning Process

• Detailed planning of the work to be performed

Create a set of plans that
address the critical success
components of a project
• Work
• Labor
• Materials
• Money
• Satisfaction/goodness
• Risks/mitigations

1. Conduct a reality check

2. Obtain approval to
proceed 1. Review procurement Determine/document
1. Go/No go decision requirements Determine/document plan
customer’s satisfaction
2. Develop acquisition plan To communicate project
requirements
3. Initiate procurement status and needs
* Westland, overview slides, # 10
07/13/2021 Project Life Cycle - Overview & Introduction 7
 Project Execution Process
• Constructing the project deliverables
Perform
Phase
Review

Monitor & Build

Control Deliverables

Time Cost Quality Change

Management Management Management Management
Communications
Management
Risk Issue Procurement Acceptance
Management Management Management Management

07/13/2021 Project Life Cycle - Overview & Introduction 8

 Project Closure
• Review the experience
– Work and associated quality
– Team performance
– Cost experience
– Risk experience
– Procurement experience
• Discuss lessons learned
• Release dedicated resources
• Create the archive
• Final report to management
• Thank the team!

07/13/2021 Project Life Cycle - Overview & Introduction 9

Life Cycle: Activities
 The PMBOK Structure
Section I. The Project Management Framework
Section II. The Standard for Project Management of a
Project
Section III The Project Management Knowledge areas
and the 44 PM processes

11
Knowledge Areas Project Management Process Groups
Initiating Process Planning Process Executing Monitoring Closing Process
Group Group Process Group and Controlling Group
Process Group

4. Project 4.1 Develop 4.3 Develop 4.4Direct 4.5 Monitor and 4.7 Close
Integration Project Management and Control Project Project or
Management Plan Manage Work Phase
Project 4.6 Perform
Charter Work Integrated
4.2 Develop Change Control
Preliminary
Project Scope
Statement
5. Project Scope 5.1 Plan Scope 5.5 Validate
Management Management Scope
5.2 Collect 5.5 Control
Requirements Scope
5.3 Define Scope
5.4 Create WBS
 Project Management Process Groups
nowledge Areas
Initiating Process Planning Process Executing Process Monitoring Closing Process
Group Group Group and Controlling Group
Process Group

. Project Time 6.1 Plan Schedule 4.3 Direct and 4.4 Monitor and 4.6 Close Project or
Management Management Manage Project Control Project Phase
6.2 Defines Work Work
Activities 4.5 Perform
6.3 Sequence Integrated Change
Activities Control
6.4 Estimate
Activity Resources
6.5 Estimate
Activity Durations
6.6 Develop
Schedule

. Project Cost 7.1 Plan Cost 7.4 Control Costs

Management Management
7.2 Estimate Costs
7.3 Determine
Budget
 Project Management Process Groups
Knowledge Areas

Initiating Process Planning Process Executing Process Monitoring Closing Process

Group Group Group and Controlling Group
Process Group

8. Project 8.1 Plan 8.2 Perform 8.3 Control

Quality Quality Quality Quality
Manageme Management Assurance
nt

9. Project HR 9.1 Plan HR 9.2 Acquire

Manageme Management Project Team
nt 9.3 Develop
Project
Team
9.4 Manage
Project Team
 Project Management Process Groups
Knowledge Areas
Initiating Planning Process Group Executing Monitoring Closing
Process Process and Controlling Process
Group Group Process Group Group

10.Project 10.1 Plan 10.2 10.3 Control

Communicati Communications Manage Communications
on Management Communi
Management cations
11.Project Risk 11.1 Plan Risk 11.6 Control Risk
Management Management
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk Responses
 Project Management Process Groups
Knowledge
Areas Initiating Planning Executing Monitoring Closing
Process Process Group Process Group and Process
Group Controlling Group
Process Group
12.Project 12.1 Plan 12.2 Conduct 10.3 Control 12.4 Close
Procurement Procurement Procurement Procurement Procurement
Management Management

13. Project 13.1 13.2 Plan Stake 13.3 Manage Control stake
Stakeholders Holders holders
Identify Management Stakeholders
Management Engagement
Stake
holders
ORGANIZATIONAL INFLUENCES
Organizational Influences on Project Management

• Projects and Project Management take place in an

environment that is broader than project itself.
• Understanding this broader context helps ensure that work is
carried out in alignment with the organization’s goals and
managed in accordance with the organization’s established
practices.
 Organizational Culture and Styles
A project manager should therefore understand the different
organizational styles and cultures that may affect a project. The
project manager needs to know which individuals in the
organization are the decision makers or influencers and work
with them to increase the probability of project success.
  Organizational communications
• Project management success in an organization is highly
dependent on an effective organizational communication style,
especially in the face of globalization of the project
management profession. Organizational communications
capabilities have great influence on how projects are
conducted.
  Organizational Structures

• Organizational structure is an enterprise environmental factor,

which can affect the availability of resources and influence how
projects are conducted
Influence of Organizational Structures on Project
Many organizational structures include e strategic,
middle management, and operational levels. The project
manager may interact with all three levels depending on
factors such as
• Strategic importance of the project,
• Capacity of stakeholders to exert influence on the
project,
• Degree of project management maturity,
• Project management systems,
• Organizational communications.
 Organizational Process Assets
Processes and Procedures
• Initiating and Planning • Closing
Guidelines and criteria for Project closure guidelines or
tailoring the organization’s set of standard requirements (e.g., lessons learned, final
processes and procedures to satisfy the specific
needs of the project.
project audits, project evaluations,
• Executing, Monitoring and Controlling
product validations, and acceptance
criteria.
Change control procedures, including the steps
by which performing organization standards,
policies, plans, and procedures or any project
documents will be modified, and how any
changes will be approved and validated
Corporate Knowledge Base
• Configuration management knowledge bases
• Financial databases
• Historical information and lessons learned knowledge
bases
• Issue and defect management databases
• Process measurement databases
• Project files from previous projects
 • Organizational culture, structure, and governance;
Enterprise • Geographic distribution of facilities and resources;
Environmental Factors • Government or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality
Enterprise standards, and workmanship standards)
environmental • Infrastructure (e.g., existing facilities and capital equipment)
factors refer to • Existing human resources (e.g., skills, disciplines, and knowledge,
conditions, not such as design, development, legal, contracting, and purchasing);
under the control • Personnel administration (e.g., staffing and retention guidelines,
employee performance reviews and training records, reward and
of the project overtime policy, and time tracking);
team, that • Company work authorization systems;
influence, • Marketplace conditions;
constrain, or • Stakeholder risk tolerances;
direct the project • Political climate;
• Organization’s established communications channels;
 Enterprise Environmental Factors
• Organizational or company culture and structure
• Governmental or industry regulatory issues
• Infrastructure, facilities and systems
• Existing human resources
• Personnel administration
• Company Work authorization system
• Marketplace conditions
• Stakeholder Risk tolerance
• Commercial information
• PMIS
 1.8 Enterprise Environmental Factors
 Enterprise environmental factors refer to both internal and external environmental
factors that surround or influence a project’s success.
 These factors may come from any or all of the enterprises involved in the project.
  Enterprise environmental factors may
 enhance or constrain project management options and may have a positive or negative
influence on the outcome.
 They are considered as inputs to most planning processes.
 1.8 Enterprise Environmental Factors
Enterprise environmental factors include, but are not limited to:
 Organizational culture, structure, and processes;
 Government or industry standards (e.g., regulatory agency regulations, codes of conduct,
product standards, quality standards, and workmanship standards);
Infrastructure (e.g., existing facilities and capital equipment);
 Existing human resources (e.g., skills, disciplines, and knowledge, such as design,
development, law, contracting, and purchasing)
Personnel administration (e.g., staffing and retention guidelines, employee
performance reviews and training records, overtime policy, and time tracking);
 1.8 Enterprise Environmental Factors
– Company work authorization systems;
– Marketplace conditions;
– Stakeholder risk tolerances;
– Political climate;
– Organization’s established communications channels;
– Commercial databases (e.g., standardized cost estimating data, industry risk study
information, and risk databases); and
– Project management information systems (e.g., an automated tool, such as a
scheduling software tool, a configuration management system, an information collection
and distribution system, or web interfaces to other online automated systems).
 PART 2
ENGINEERS IN MANAGEMENT

29/10/2006
FROM ENGINEERING TO
MANAGEMENT
- A PROGESSIVE JOURNEY
 What is Engineering
• the application of science and
mathematics by which the
properties of  matter and
the  sources of energy in nature
are made useful to people
• the design and manufacture of
complex products
 Personality of an Engineer
• Engineers are comfortable with
technology and trained in
problem solving.
• They are seen as being curious
and enjoy discovering how things
work and solving problems.
 Personality of an Engineer
Those who stereotype Engineers generally see them as intelligent, logical,
introverted but with poor communication skills and dress sense.
• They use logic to examine ideas and develop theories and explanations.
• They like science.
• They are perfectionists who are always looking for better ways of doing
things.
• They like order and structure.
• They enjoy discussion, debate (and arguing), about their topic.
• They often have a good sense of humour.
• They commonly want to help solve the world’s problems.
 Personality of an Engineer

There are also an assortment of characteristics which are less easy

to like.
• They may be unimaginative outside their own field, (so-called tunnel-vision).
• They may have poor social skills and be insensitive to the feelings of others.
Diplomacy does not come to them naturally.
• They are uncomfortable with vagueness and ambiguity.
• They may focus on theories and be reluctant to consider conflicting data.
• They can be impersonal and reserved and may take little interest in other
people.
• Sub-optimal communication skills
 Engineer and Management
Senior Managers who have engineering background tend to be
more acknowledged for their management skills than their
engineering background
 Traditional Career Model
Comfort Great Stake in being the
(Superior – Subordinate) Sr. Mgt. “WISEST”

Middle
Management
Trade-off
between
1st Line Management

Great Stake in being the

Staff Engineering “BRIGHTEST”
Competence

The Career “Pyramid”

 An Engineer - Challenges to Becoming
a Successful Manager

 Technical Competence
 Communications
 Business Skills
 Management Skills
Motivation
Performance Evaluation

 People (or Interpersonal) Skills – A Special Challenge

40
 Technical Competence
• Ability to perform the technical aspects of a project. 
• Technical skills include 
– knowledge and 
– skills in
• information technology and other relevant areas
• mathematical and scientific tasks.
 Communications Skills
• Ability to communicate (transmit and receive) information
accurately, clearly and effectively. Becomes an act of
transferring information from one place to another.
• able to manage interactions with businesses and organizations
 Common Barriers to Effective Communication
• The use of jargon. Over-complicated, unfamiliar and/or technical terms.
• Emotional barriers and taboos. Some people may find it difficult to express
their emotions and some topics may be completely 'off-limits' or taboo.
Taboo or difficult topics that may be seen as unpopular.
• Lack of attention, interest, distractions, or irrelevance to the receiver. 
• Differences in perception and viewpoint.
• Physical disabilities such as hearing problems or speech difficulties.
• Physical barriers to non-verbal communication. Not being able to see the non-verbal
cues, gestures, posture and general body language can make communication less
effective. Phone calls, text messages and other communication methods that rely on
technology are often less effective than face-to-face communication.
• Language differences and the difficulty in understanding unfamiliar accents.
• Expectations and prejudices which may lead to false assumptions or stereotyping. 
People often hear what they expect to hear rather than what is actually said and jump
to incorrect conclusions.
• Cultural differences.  The norms of social interaction vary greatly in different cultures,
as do the way in which emotions are expressed. For example, the concept of personal
space varies between cultures and between different social settings.
 Business Skills
• Financial management.
• Marketing, sales and customer service
• Communication and negotiation
• Leadership
• Project management and planning
• Delegation and time management
• Problem solving
• Networking
 Management Skills
Managerial skills are the knowledge and ability of the individuals in a
managerial position to fulfill some specific management activities or tasks

• Planning.
• Communication.
• Decision-making.
• Delegation.
• Problem-solving
• Motivating
• Interpersonal skills
• Communication and motivation
• Organization and delegation
• Forward planning and strategic thinking
• Problem solving and decision-making
• Commercial awareness
• Mentoring
 People (or Interpersonal) Skills
• Interpersonal skills are the skills we use when engaged in face-
to-face communication with one or more other people.
 Important Attributes
of a Good Manager
 People should know what you stand for
 Honesty (When mistakes are made, admit it!)
 Integrity (Be honest and strive for strong moral principles. Be whole
and undivided)
 Good People Management Skills (be prepared to deal with
human resources issues)
 Reliability (when you say that you are going to do something, DO
IT!)
 Boss for everyone (“equity” across the board)
 Lead by example (don’t ask your staff to do something that you
wouldn’t do)
Strong Fortitude (Bad things can happen to good people)
 Ability to divorce personal feeling from professional obligations )
– Not only work with those you like (not everyone you work with has to be your
“bar” friend)
– Inspite of ones personal preference, need to professionally deal with everyone
Ability to create an environment where people go to work to achieve
something (not to prevent something, as often occurs in the public sector)
 Management Levels & Skills Mix

3rd Level Administrative and

(Senior Managers) Conceptual
Skills

2nd Level Interpersonal

(Middle Managers) Skills

1st Level
Technical
(Supervisors) Skills

As organizations evolve to reflect their business

environment -- the skills mix is also changing for the
organization’s managers
52
FILLING THE GAP
ENGINEER TO MANAGER
 Engineer to Manager - Filling the Gap
 You know you are ready to make the leap from engineer to
manager when you feel like you are looking for something
more
 you want to contribute on a larger scale.
 Important to develop the attributes of a good manager (know
what you stand for, honesty, integrity, people skills, etc)
 Adopt the logical, structured thinking (rather than hearsay)
into approach to management
 Engineer to Manager - Filling the Gap

 Technical Training
 Establish solid base (formal & intensive engineering preparation
and practice
 Some 7 years of good engineering practice
 Formal Management Training
 On the Job Training
 Engineer to Manager - Filling the Gap
• You have to look at the big picture when you become a manager
– Look at the forest not the tree
– Don’t get over involved in detail
– Try to get your employees to understand & share the big picture
• Distance Yourself from Previous Responsibilities
– Do not meddle with work of those reporting to you
– Distance self from last position and (provide opportunity for those practicing the
engineering function to develop)
• Develop a New Perspective on Management
– See task as working with subordinates rather than subordinates working for them

• Seek advice from other leaders that have transitioned from engineer to manager.
 10 Keys to Success
• Have a Strong, Centralized PMO
• Practice Excellent and Efficient Communication
• Manage the Schedule with an Iron Fist
• Manage Scope Just as Tightly
• Co-Manage with the Customer
• Go with Repeatable PM Practices
• Deliver as Expected
• Engage in Frequent Communication with all Stakeholders
• Find and Retain the Right Resources
• Keep Exec Management Informed and Engaged
 10 Keys to Success
• Have a Strong, Centralized PMO: A strong PMO allows for the utilization of knowledge
sharing and post-project lessons learned sessions. Staff it with a good PMO Director as
leader and focus on experienced PMs, not just certified PMs.
• Practice Excellent and Efficient Communication: Excellent communication of priorities and
expectations to delivery team members will increase their understanding of what’s
expected of them and increase their likelihood of on time task completion
• Manage the Schedule with an Iron Fist : Manage the schedule tightly and the best way to
keep it on track is to make sure everyone knows it and what’s expected of them. Never let
it get too far out of date
• Manage Scope Just as Tightly: Manage all change closely – scope, potential risks, change
orders. Scope creep is ok if it’s covered by a change order. Then it’s not negatively
impacting the schedule and the budget. Track, track, and track some more
• Co-Manage with the Customer : A cohesive, co-management situation with the project
customer organization with fast dissemination of any alert or critical information keeps the
customer engaged and informed. Always be upfront and honest with the customer – it’s
their money and it’s their project you’re managing
• Go with Repeatable PM Practices : Reusable and repeatable processes and templates are
key to building a solid PMO that will help ensure ongoing project successes. Without these,
you’re basing regular project success on luck or chance, and that won’t fly.
• Deliver as Expected : Consistent delivery of expected material and information – status
reports, updated project budget status, issues/risks lists – makes for a very satisfied
customer
• Engage in Frequent Communication with all Stakeholders : Frequent formal and adhoc
communications – delivery team calls, customer status calls, email alerts and updates –
keeps everyone equally engaged.
• Find and Retain the Right Resources : Retention of skilled and necessary project resources is
critical. Figure out the right skill set, get the resources, and fight like crazy to keep them
when other critical projects come calling.
• Keep Exec Management Informed and Engaged : Invite senior management to a customer
meeting. Be sure to include them on critical project status information – or possibly every
status report. What they don’t want, they won’t look at. They’ll always have the chance to
be informed and they’ll remember your project – so you can use them to knock down a
roadblock, if necessary.