Introduction To Proj MGMT - Students

INTRO TO PROJECT MANAGEMENT 1
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Dr. Faheem Qaisar Jamal, School of Industrial Engineering (SIE), CAE, NUST
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TEXT / REFERENCE BOOKS PM
• A guide to the Project Management Body of Knowledge (PMBOK), 6th Edition
• PMP Exam Preparation,8th Edition by Rita Mulcahy et al
CBD
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MAKING A HOUSE
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MAKING A HOUSE
Land
Money
Design
Architect
People Bills Compromises
Labor
Effort Overtimes Visits
Material
Risks Wastages Skirmishes
Meetings
Phone calls
Authority offices
Timeline
Transportation
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TWO QUESTIONS??
What is Project Management Why Project Management

(PM) ? for me ?
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LETS ANSWER
FIRST
QUESTION….
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PROJECTS ARE
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AND PROJECTS HAVE
BEEN SINCE LONG…
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PROJS
ARE
Multi Storey Flyover System in Singapur
GOING
12 Km Long Bridge in Sea in China
ON
Muraca (Conrad Maldives Rangali) NIYAMA Private Islands, Maldives Under

Muraca (Conrad Maldives Rangali) Under Water Hotel
Under Water Hotel Water Hotel 1 11
REASONS TO INITIATE A PROJECT
• A market demand (e.g., a car company authorizing a project to build more fuel-efficient
cars in response to gasoline shortages)
• A business need (e.g., a training company authorizing a project to create a new course to
increase its revenues)
• A customer request (e.g., an electric utility authorizing a project to build a new
substation to serve a new industrial park)
• A technological advancement (e.g., an electronics firm authorizing a new project to
develop a faster, cheaper, and smaller laptop after advances in computer memory and
electronics technology)
• A legal requirement (e.g., a paint manufacturer authorizing a project to establish
guidelines for handling toxic materials)
• A social need (e.g., a nongovernmental organization in a developing country authorizing a
project to provide potable water systems, latrines, and sanitation education to
communities suffering from high rates of cholera).
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PROJECT INITIATION CONTEXT
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WHAT IS A PROJECT?
A planned piece of work

that is designed to find
information about
something, to produce
something new, or to
improve something
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IN A NUTSHELL PROJECT HAS….
Start End
Group of
activities
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FOR SUCCESS OF
PROJECTS
WE NEED TO HAVE SPECIAL TRAINING
OF
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Trying to manage a project without
project management is like trying to play
a football game without a game plan.
K. Tate (Past Board Member, PMI)
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SO MANAGING PROJECT BECOMES A
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I WILL COME BACK TO THE DYNAMICS OF PROJECT
MANAGEMENT
BUT
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LET'S ANSWER
SECOND
QUESTION….
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WHY PM FOR ME?
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PROJECTS ARE
Leader
Professional YOU Facilitator
You may need to

initiate a project
Manager on any reason
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WHY WE
NEED
PM???
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WHAT ABOUT?
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Project Manager needs not to be an aviation expert
to accomplish project
rt s
e
p li t i e
E x i
c t a b
j e ed
r o
Project Manager needs not to be aPbuilding op
e e l expert
to accomplish project b e v
t o d
ds ely
e e q u
n n i
e
H th u
w i
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The Importance of Project Management
• Project management is the Efective project management helps individuals,
application of knowledge, skills, groups, and public and private organizations to:
tools, and techniques to project • Meet business objectives
activities to meet the project • Satisfy stakeholder expectations

requirements • Be more predictable; uu Increase chances of success
• Project management is • Deliver the right products at the right time
accomplished through the • Resolve problems and issues
appropriate application and • Respond to risks in a timely manner
integration of the project • Optimize the use of organizational resources
management processes • Identify, recover, or terminate failing projects
identified for the project • Manage constraints (e.g., scope, quality, schedule, costs,
resources)
• Project management enables
• Balance the influence of constraints on the project (e.g.,
organizations to execute increased scope may increase cost or schedule)
projects effectively and • Manage change in a better manner
efficiently.
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After utilizing PM tools in large
projects, experts started
applying them in small projects as well
And
It produced
results…
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MAKING A HOUSE
Land
People
Money
Effort
Design
Risks
Architect
Labor Bills
Material Overtimes
Meetings Wastages
Phone calls Compromises
Authority offices
Visits
Timeline
Skirmishes
Transportation
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LITTLE FORMAL
A project is a sequence of unique, complex

& connected activities having one goal or
purpose & that must be completed by a
specific time, within budget, & according
to specifications.
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PROJECT CHARACTERISTICS
Unique Activities
• The project has never happened before & will never happen
again under the same conditions. (Uncertainty & Risk)
Complex Activities
• Not simple, repetitive acts, such as mowing the lawn, running
the weekly payroll, washing the car, or loading the delivery
truck. (Expertise Required)
Connected Activities
• There is some order to the sequence in which the activities
that make up the project must be completed. Connectedness
follows from the fact that the output from one activity is
input to another. (Interdependencies)
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One Goal
• Projects must have a single goal as compared to a
program
Specified Time
• Projects have a specified completion date
Within Budget
• Projects also have resource limits (people, money,
machines)
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According to Specification
• Certain level of functionality & quality
expected. may be self-imposed or customer-
specified, & are fixed for a given time
Require Efforts of people

• Human Resource Management
Measures of Quality will apply

• Quality Management
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PROJECT MANAGEMENT (PM)
Why?
 Doing more with less
 Maximum amount of change using minimum amount of resources
Def
Application of knowledge, skills, tools and techniques to project activities to meet
the project requirements.
Def
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 focus on Modern PM has a much

three main areas: broader range of focus;
dealing with issues of
• Cost quality, risk management,
human resource
• Schedule
management, leadership,
• Achieving organizational structure and
specifications information system
(to name only a few)
Traditional PM Modern PM
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PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT
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Organizational Project Management
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ORGANIZATIONAL PROJECT MANAGEMENT
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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
PROJECT CLIENT
MANAGER
PROJECT TEAM
The project manager has to balance the needs of the

Project, client, project team and senior management.
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• Generally pronounced
as “PMBOK”
• Considered as the “de
facto global standard”
for project
management
profession
Reference • Updated every 4 years
• Certification exam
are largely based on
PMBOK contents
• Latest is the 4th
edition published
6th in
2008
2017
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9
5 Process Groups
10 Knowledge Areas 5 2
49 Processes
2 1 10
1 12
1
7 6 6 7 3 49
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PROCESS GROUPS IN PM
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
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PM PROCESS GROUPS
4
2
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3
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• Appoint Proj • Building Plan • Construction • Monitoring progress • Completion
Mngr • Estimation • Sub-contract Mgmt • Evaluating progress Certificate
• Feasibility • Funding • Commissioning • Controlling • Contract closure
• Appoint • Govt Approval • Managing resources resources •Administrative closure
Architect • Managing changes • Controlling changes •Hand over
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R: Responsible
A: Accountable
C: Consulted
Project
I: Informed
Management
Process Groups
and Knowledge
Area Mapping
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The Pain Curve
The pain curve shows that

proper planning is painful but
pays off in less pain later in
the project.
Poor planning expose to

significant pain as the project
commences. In fact that pain
usually continues to increase.
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PROJECT MANAGER
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PROJECT MANAGER
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PROJECT MANAGEMENT CONSISTS OF…
Work Products
Roles
Guiding
Who is responsible? Principles
What to deliver?
Processes
Hints & Tips 1
2
Techniques
3
How to produce? How to produce?
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PROJECT
MANAGER
SPHERE OF
INFLUENCE
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Project Manager Competencies / Skills
• Interpersonal Skills
Leadership
Team building
• Competencies Motivation
Knowledge Communication
Performance Influencing
Decision making
Personal behaviour and
Political and cultural
effectiveness awareness
Negotiation
Trust building
Conflict Management
Coaching
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7 BEST HABITS OF PROJECT MANAGER
Project management is a tough role. You often find yourself being

pulled between keeping users, subordinates, team members and
senior people happy. Given these demands, what do the best project
managers do that makes them stand out from the crowd?
Problem solving and breaking through constraints is an essential part

of managing projects. Those that excel as project managers have a
mindset where they focus on finding solutions to problems. They keep
asking themselves how they can overcome whatever barriers arise.
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1. Focus on Solutions
Problem solving and breaking through constraints is an essential part
of managing projects. Those that excel as project managers have a
mindset where they focus on finding solutions to problems. They keep
asking themselves how they can overcome whatever barriers arise.
2. Participative and Decisive

All the best project managers understand the need to communicate
and consult. They also know that lots of talking and procrastination
achieves nothing. Finding the right balance between consulting,
deciding and acting is what separates the best from the rest.
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3. Focus on Customers
In every project there are customers. They might be internal or
external or a combination of both. The best project managers keep
customers at the forefront of their mind. They listen effectively, take
on board the feedback they are getting and look for ways of
incorporating it whenever they can.
4. Focus on Win-win Outcomes

In any project there will be many stakeholders, all of whom will see
their issues as being the most important. The challenge that the best
project managers respond to is finding solutions that address the issues
without compromising the overall project structure.
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5. Lead from the Front

Project managers need to lead by example. The example they set determines
how the rest of the team behave and respond to the challenges that arise. Those
project managers who want to encourage openness and honesty are open and
honest themselves. Those that take risks and learn from their mistakes empower
others to do the same.
6. Adapt to What Arises

You can set out the best plans in the world, think about the risks, put great
tracking in place and even then the unexpected will show up from time to time.
Adaptability is a key characteristic of the best project managers. View
adaptability in projects a bit like the flight path of an aircraft. It can be off
course along the way but it needs to be right on target when it comes to landing.
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7. Get the Best out of Everyone

Those that excel as project managers realise they cannot do it all on
their own. They recognise the importance of the collective team
effort in getting results. They find and utilise the strengths in
everyone and try to ensure that they allocate roles to those best
placed to deliver. They learn to keep everyone motivated and
pushing the boundaries to get results.
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CRITERIA FOR PROJECT SUCCESS AND FAILURE
Criteria for Success
 To specification
Criteria for failure
 On time
 Within budget A failure to meet just one
 Good quality of the success criteria
 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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• Founded in 1969
• Non-for-profit association
• Member based organization – more
than half a million members
• Active in 185 countries
• Website : www.pmi.org
• The logo
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COMPARISON OF MANAGEMENT & LEADERSHIP
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PRODUCT VS. PROJECT MANAGEMENT
Project Manager focuses on Project Constraints

Product Manager not willing to admit - Production
line will ever end.
Product Manager wants product to be long-lived &
profitable .
Even with less demand for product - Product
Manager looks to keep Product alive.
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PROJECT STAKEHOLDERS
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9
5 Process Groups
10 Knowledge Areas 5 2
49 Processes
2 1 10
1 12
1
7 6 6 7 3 49
1 66
NEED KNOWLEDGE AREAS
VISION PROJ MNGR
PROCESSES SUCCESSFUL PROJ
PM
A SUCCESSFUL PROJECT
1 67
Project Perceptions
1 68
Questions
1 69

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INTRO TO PROJECT MANAGEMENT 1

• A guide to the Project Management Body of Knowledge (PMBOK), 6th Edition

• PMP Exam Preparation,8th Edition by Rita Mulcahy et al

What is Project Management Why Project Management

Muraca (Conrad Maldives Rangali) NIYAMA Private Islands, Maldives Under

A planned piece of work

Professional YOU Facilitator

You may need to

activities to meet the project • Satisfy stakeholder expectations

A project is a sequence of unique, complex

Require Efforts of people

Measures of Quality will apply

Traditional PM focus on Modern PM has a much

THREE WAY STRETCH

The project manager has to balance the needs of the

4. Monitoring and Controlling

The pain curve shows that

Poor planning expose to

How to produce? How to produce?

Project management is a tough role. You often find yourself being

Problem solving and breaking through constraints is an essential part

2. Participative and Decisive

4. Focus on Win-win Outcomes

5. Lead from the Front

6. Adapt to What Arises

7. Get the Best out of Everyone

Criteria for Success

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

Project Manager focuses on Project Constraints

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