Project Management

Course Code: MEEN – 4102

Instructor: Engr. S. M. Hammad
Lecture: 1
Course introduction
• This course provides a systematic and thorough introduction to all aspects of
project management.
• Projects are an increasingly important aspect of modern business.
• Therefore, the course underlines the importance of understanding the relationship
between projects and the strategic goals of the organization.
• The course also discusses the technical, cultural, and interpersonal skills necessary
to successfully manage projects from start to finish.
Course Contents
• Fundamental principles, Modern project management.
• Project organization and human resource management, PM planning.
• Managing Risk , Estimating time and cost.
• Project scheduling and control techniques.
• Precedence relationships, Leadership: Being an Effective Project Manager
• Time compression and resource-leveling.
• Managing Project Teams, Project Closure.
• Computerized project management; special software packages
CLO’s
Taxonomy
Sr. No Course Learning Outcomes Domain PLO
level

To analyze decision-making principles and

1 Cognitive 4 11
their utilization in real problem-solving.

To evaluate various tools applied in Project

2 Cognitive 6 11
Management

Course is evaluated at a level of C6 (Creating)

CLO Assessment Mechanism
Assessment tools CLO_1 CLO_2
Quizzes 15% 15%
Assignment 15% 15%
Midterm Exam 30% 30%
Final Exam 40% 40%
 Program learning objectives PLO’s
• Engineering Knowledge
An ability to apply knowledge of mathematics, science, engineering fundamentals and an
engineering specialization to the solution of complex engineering problems.
• Problem Analysis
An ability to identify, formulate, research literature, and analyze complex engineering problems
reaching substantiated conclusions using first principles of mathematics, natural sciences and
engineering sciences.
• Design/Development of Solutions
An ability to design solutions for complex engineering problems and design systems, components or
processes that meet specified needs with appropriate consideration for public health and safety,
cultural, societal, and environmental considerations.
• Investigation
An ability to investigate complex engineering problems in a methodical way including literature
survey, design and conduct of experiments, analysis and interpretation of experimental data, and
synthesis of information to derive valid conclusions.
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• Modern Tool Usage
An ability to create, select and apply appropriate techniques, resources, and modern engineering
and IT tools, including prediction and modeling, to complex engineering activities, with an
understanding of the limitations.
• The Engineer and Society
An ability to apply reasoning informed by contextual knowledge to assess societal, health, safety,
legal and cultural issues and the consequent responsibilities relevant to professional engineering
practice and solution to complex engineering problems.
• Environment and Sustainability
An ability to understand the impact of professional engineering solutions in societal and
environmental contexts and demonstrate knowledge of and need for sustainable development.
• Ethics
Apply ethical principles and commit to professional ethics and responsibilities and norms of
engineering practice

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• Individual and Teamwork
An ability to work effectively, as an individual or in a team, on multifaceted and /or
multidisciplinary settings.
• Communication
An ability to communicate effectively, orally as well as in writing, on complex engineering
activities with the engineering community and with society at large, such as being able to
comprehend and write effective reports and design documentation, make effective
presentations, and give and receive clear instructions.
• Project Management
An ability to demonstrate management skills and apply engineering principles to one’s own
work, as a member and/or leader in a team, to manage projects in a multidisciplinary
environment.
• Lifelong Learning
An ability to recognize importance of, and pursue lifelong learning in the broader context of
innovation and technological developments

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 Mapping…
CLOs/PLOs CLO:1 CLO:2

PLO:1 (Engineering Knowledge)  

PLO:2 (Problem Analysis)  

PLO:3 (Design Development of Solutions)  

 

PLO:4 (Investigation)    

PLO:5 (Modern Tool Usage)    

PLO:6 (Engineer & Society)    

PLO:7 (Environment and Sustainability)    

PLO:8 (Ethics)    

PLO:9 (Individual & Team Work)    

 
PLO:10 (Communication)  

PLO:11 (Project Management)    √  √

PLO:12 (Life Long Learning)    

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 Upon Graduation…

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Road to learn Project Management…
 Project Management
• Skills learned by your exposure to studying project management can be used in
most careers as well as in your daily life.
• Strong planning skills, good communication, ability to implement a project to
deliver the product or service while also monitoring for risks and managing the
resources will provide an edge toward your success.
• Project managers can be seen in many industry sectors including agriculture and
natural resources; arts, media, and entertainment; building trades and
construction; energy and utilities; engineering and design; fashion and interiors.
• Finance and business; health and human services; hospitality, tourism, and
recreation; manufacturing and product development; public and private education
services; public services; retail and wholesale trade; transportation; and
information technology.
 Project Management
• The project approach has long been the style of doing business in the
construction industry, Department of Defense contracts, and big consulting firms.
• Now project management has spread to all avenues of work.
• Today, project teams carry out everything from port expansions to hospital
restructuring to upgrading information systems.
• They are creating next generation, fuel efficient vehicles, developing sustainable
sources of energy, and exploring the farthest reaches of outer space.
• The impact of project management is most profound in the electronics industry,
where the new folk heroes are young professionals whose Herculean efforts lead
to the constant flow of new hardware and software products.
 Project Management
• Project management is not limited to the private sector.
• Project management is also a vehicle for doing good deeds and solving social
problems.
• Endeavors such as providing emergency aid to the Gulf Coast devastated by
hurricane Katrina, devising a strategy for reducing crime and drug abuse within a
city, or organizing a community effort to renovate a public playground would and do
benefit from the application of modern project management skills and techniques.
• Perhaps the best indicator of demand for project management can be seen in the
rapid expansion of the Project Management Institute (PMI), a professional
organization for project managers.
• PMI membership has grown from 93,000 in 2002 to more than 270,000 currently.
 Project Management
• It’s nearly impossible to pick up a newspaper or business periodical and not find something
about projects.
• This is no surprise! Approximately $2.5 trillion (about 25 percent of the U.S. gross national
product) are spent on projects each year in the United States alone.
• Other countries are increasingly spending more on projects. Millions of people around the
world consider project management the major task in their profession.
• Project management is not without problems. The Standish Group has tracked the
management of information technology (IT) projects since 1994.
• This firm’s periodic landmark reports summarize the continued need for improved project
management.
• For over a decade the Standish Reports of management of IT projects showed improvements.
In 1994 approximately 16 percent of IT projects were completed on time, on budget; in 2004
the success rate moved up to 29 percent.
 Project Management
• Failed projects also declined from 31 percent in 1994 to 18 percent in 2004.
• However, the CHAOS Summary 2009 report shows a small decrease in the
numbers.
• This survey report shows only 32 percent of IT projects were delivered on time
and within budget.
• However, 44 percent were “challenged,” which means they were late, over
budget, and/or missed meeting performance requirements. In addition, 24
percent failed, were cancelled, or never used. Jim Crear, Standish Group
• CIO, notes this is the highest failure rate in over a decade.
• The need for elevating performance continues to challenge the project
management profession. The waste on failed projects and cost overruns is
estimated in the neighborhood of over $150 billion.
 Project Management
• Most of the people who excel at managing projects never have the title of project manager.
• They include Engineers, accountants, lawyers, administrators, scientists, contractors, public
health officials, teachers, and community advocates whose success depends upon being
able to lead and manage project work.
• For them project management is not a title but a critical job requirement.
• It is hard to think of a profession or a career path that would not benefit from being good
at managing projects.
• The same project management methodology that is used to develop a new product can be
adapted to create new services, organize events, refurbish aging operations, and so forth.
• In a world where it is estimated that each person is likely to experience three to four career
changes, managing projects is a talent worthy of development.
Significance of project management
• The significance of project management can also be seen in the classroom. Twenty years
ago major universities offered one or two classes in project management, primarily for
engineers.
• Today, most universities offer multiple sections of project management classes, with the
core group of engineers being supplemented by business students majoring in marketing,
management information systems (MIS), and finance, as well as students from other
disciplines such as oceanography, health sciences, computer sciences, and liberal arts.
• These students are finding that their exposure to project management is providing them
with distinct advantages when it comes time to look for jobs.
• More and more employers are looking for graduates with project management skills.
• The logical starting point for developing these skills is understanding the uniqueness of a
project and of project managers.
What Is a Project?
• What do the following headlines have in common?
New buildings or extensions
Citywide Wi-Fi system set to go live
Designing a new car or new software
Apple’s new iPhone hits the market
City receives stimulus funds to expand light rail system
• All of these events represent projects
• The Project Management Institute provides the following definition of a project:
A project is a temporary endeavor undertaken to create a unique product,
service, or result.
What Is a Project?
• Like most organizational effort, the major goal of a project is to satisfy a
customer’s need.
• Beyond this fundamental similarity, the characteristics of a project help
differentiate it from other endeavors of the organization.
• The major characteristics of a project are as follows:
1. An established objective.
2. A defined life span with a beginning and an end.
3. Usually, the involvement of several departments and professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.
What Is a Project?
• First, projects have a defined objective—whether it is constructing a 12-story
apartment complex by January 1 or releasing version 2.0 of a specific software
package as quickly as possible.
• Second, because there is a specified objective, projects have a defined endpoint,
which is contrary to the ongoing duties and responsibilities of traditional jobs.
• In many cases, individuals move from one project to the next as opposed to staying
in one job.
• After helping to install a security system, an IT engineer may be assigned to develop
a database for a different client.
• Third, unlike much organizational work that is segmented according to functional
specialty, projects typically require the combined efforts of a variety of specialists like
engineers, financial analysts, marketing professionals etc. working together.
What Is a Project?
• The fourth characteristic of a project is that it is non-routine and has some unique
elements. This is not an either/or issue but a matter of degree.
• Obviously, accomplishing something that has never been done before, such as
building a hybrid (electric/gas) automobile or landing two mechanical rovers on Mars,
requires solving previously unsolved problems and breakthrough technology.
• On the other hand, even basic construction projects that involve established sets of
routines and procedures require some degree of customization that makes them
unique.
• Finally, specific time, cost, and performance requirements bind projects. Projects are
evaluated according to accomplishment, cost, and time spent.
• These triple constraints impose a higher degree of accountability than you typically
find in most jobs.
What a Project Is Not!
• Projects should not be confused with everyday work.
• A project is not routine, repetitive work! Ordinary daily work typically requires
doing the same or similar work over and over, while a project is done only once; a
new product or service exists when the project is completed.
• Examine the list in Table in next slide that compares routine, repetitive work and
projects.
• Recognizing the difference is important because too often resources can be used
up on daily operations which may not contribute to longer range organization
strategies that require innovative new products.
Comparison of Routine Work with Projects
Program versus Project
• In practice the terms project and program cause confusion. They are often used synonymously.
• A program is a group of related projects designed to accomplish a common goal over an
extended period of time.
• Each project within a program has a project manager. The major differences lie in scale and
time span.
• Program management is the process of managing a group of ongoing, inter- dependent, related
projects in a coordinated way to achieve strategic objectives.
• For example, a pharmaceutical organization could have a program for curing cancer. The cancer
program includes and coordinates all cancer projects that continue over an extended time
horizon.
• Coordinating all cancer projects under the oversight of a cancer team provides benefits not
available from managing them individually.
• Although each project retains its own goals and scope, the project manager and team are also
motivated by the higher program goal. Program goals are closely related to broad strategic
organization goals.
The Project Life Cycle
Cont.
1. Defining stage: Specifications of the project are defined; project objectives are
established; teams are formed; major responsibilities are assigned.
2. Planning stage: The level of effort increases, and plans are developed to determine what
the project will entail, when it will be scheduled, whom it will benefit, what quality level
should be maintained, and what the budget will be.
3. Executing stage: A major portion of the project work takes place—both physical and
mental. The physical product is produced (a bridge, a report, a software program). Time,
cost, and specification measures are used for control.
4. Closing stage: Closing includes three activities: delivering the project product to the
customer, redeploying project resources, and post-project review. Delivery of the project
might include customer training and transferring documents. Redeployment usually
involves releasing project equipment/materials to other projects and finding new
assignments for team members. Post-project reviews include not only assessing
performance but also capturing lessons learned.
A river table

Greg Klassen, a furniture artist and designer, inspired by the natural beauty of wood,
came up with the idea to create a river table. Look at it; it seems like a river is carved
in the wood.