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QEC ISOB-D1-CW- Courseware Template v0.3

MG316- PROJECT MANAGEMENT

Form number
QEC-ISOB-D1-CW 0.3
COURSE OUTLINE/ DOCUMENT
COURSE Name M Adil A Kazi
INSTRUCTOR
INFORMATION email ID [email protected]

DEGREE Program Batch Section(s) Semester Fall

INFORMATION BBA BBA 17 A B C Year 2020

Course Category
Code Title Credit hours
C- Core/ E-Elective
COURSE Compulsory-E MG316 Project Management 3
INFORMATION Prerequisite(s) Nil NA NA
TA
No. of
Required Brief Justification
TA(s)
(Yes/ No)
Yes 2 Extensive Tutorial sessions & activities using MS Project

Edition
Title of Book Project Management- The Managerial Process
5e
TEXT BOOK(s)
INFORMATION Author(s) Gray/ Larson
Publisher Irwin/McGraw-Hill
Title of Book PM BoK 6e
1.
Imprint details PMI® USA
Title of Book
2.
Imprint details

Title of Book
Reference 3.
Imprint details
book (s)
a. Course Kit- Compiled by M Adil A Kazi, FAST NUCES (School of Management)
Material(s)

Project Management (A systems approach to planning, scheduling, and control), by Dr. Harold
Support

b.
Kerzner Cases, Papers & articles (John Wiley & Sons, Inc. publication)
c. MS Project Manager Tutorials

d.

The contents mainly comprises of Project Management Body of Knowledge that is an American
Brief Description of Course:

National Standard and an authority on the subject matter with one of the prestigious certification for
project management world over i.e. (PMP) Project Management Professional. The course includes nine
project management knowledge areas, project management processes and process groups and PM
(not more than 250 words)

methodologies. Through a bunch of case studies/assignments and a project on some real life
projects/project management related issues will enable students to get a feel of market to enhance
their learning.

This course is aimed at final year students interested in learning the important practical and technical
skills needed to successfully manage projects. Students will get a solid grounding in the theory and
practice of project management and, working on realistic case studies will have experience of
managing realistic projects, using project management computer software.

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Course Objectives (CO): (Brief & unambiguous)… at least 5 COs

a. tend to describe specific, discrete units of knowledge and skill
b. can be accomplished within a short time frame - still may be relevant for a class period
c. tend to be STATEMENTS OF INTENT; do not necessarily suggest that the behavior has been demonstrate

1. Understand the difference of concepts between Operations & Project and business applications
To give students an understanding of the role of projects in modern business today, International Standards and Guidelines and how
2.
they affect the day to day operations of the organization
3. To explain the roles and responsibilities of the project manager
To develop an understanding of the importance of five project management process areas that apply to most projects, including
4.
PMBoK framework
5. To explain the managing a project through the project life cycle
6. To develop interactive relationship and clarity amongst triple constraint factors
7. To develop understanding of nine knowledge areas
8. To develop skill set for Integration Management vis-à-vis functional and processes visibility across project
9. To explain and apply the management techniques available to the project manager, including critical path analysis
10. To give students practice in the use of project management software.

Learning Outcome (LO): (Brief & unambiguous-with reference to course objectives i.e. at least 5 LOs
a. describe broad aspects of behavior which incorporate a wide range of knowledge and skill
b. accomplished over time in several learning experiences
c. refer to DEMONSTRATIONS OF PERFORMANCE

a. Demonstrate an understanding of the importance of project management.

b. Apply the appropriate project management tools in the job scope and time management of projects.
c. Apply the principles of cost management to manage projects within budget.
d. Develop effective quality, culture and practices in project management and assess the compliance.
Develop and implement an information flow system for the dissemination of work instruction (top down) and collation of reports (bottom
e.
up) on the progress of the project.
f. Organize and effectively manage the human resources required for the effective execution of the project.
g. Create and apply a comprehensive range of risk management practices to mitigate risks in the projects.
h. Apply procurement management concepts in the fiduciary execution of the purchase function.
i. Evaluate a project from a process perspective – initiating, planning, executing, controlling and closing.
j. Create and implement portfolio management plans to facilitate the management of multiple projects.
k Plan for the eventual completion and wrap up of projects.

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PLO 1 PLO 2 PLO 3 PLO 4 PLO 5 PLO 6 PLO 7 PLO 8 PLO 9 PLO 10
CLO 1
CLO 2
CLO 3
CLO 4
CLO 5
CLO 6
CLO 7
CLO 8
CLO 9
CLO 10

Courseware Structure: (Mark X where applies)

Lecture Multimedi Exercise IT Labs Case Individual Group Any other Medium
a Studies Assignment Presentation
(Lect) (Exer) (Lab) (CAS) (Assign) (G-Pres)
(MM)

X X X X X X X

COURSE CONTENTS:
**Courseware Events
Weeks Contents/Topics (MM/ IT Lab/Case Study/ Associated CLO(s)
Assignment/
Presentation etc.)
INTRODUCTION TO PROJECT MANAGEMENT Readings:
& PROJECT INTEGRATION MANAGEMENT Notes: LECTURE TOPICS-
ONE
Introductory Concepts Gray & Larson: Ch. 1 & 2
 Project Management Course Rationale (Basic Reading Articles)
 Project Management Concepts and PMBOK 6e: Ch1,2,3 & 4
Week-01 Frameworks
o Project Vs. Operations Video: Project
Management in real life
o Project Objectives
(Orchestrate the Plan)
o Project Stakeholders
 Background of Project Management
 Project =Change

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PROJECT LIFECYCLE & PROCESSES Group Activity # 1

Project Management Lifecycle Labs#1:

 Phases of PM Lifecycle
Using MS Project 2007 or
 PM Vs. Product Lifecycle above
 General Trends of PM lifecycle
 PM System’s View Project
 PM Process Groups Management
Week-02  PMI Knowledge Areas Office (PMO)
Assignment
PROJECT STAKEHOLDERS MANAGEMENT
Student Team finalization:
 Identify Stakeholders Readings:
 Plan Stakeholder Engagement
Notes: LECTURE TOPICS-
 Manage Stakeholder Engagement ONE
 Monitor Stakeholder Engagement Gray& Larson: Ch. 2 &3
PMBOK 6e: Ch.1, 2 & 13

PROJECT MANGEMENT & ORGANIZATIONAL Interactive Session:

STRUCTURES
 Understanding Organizations
 Role of Project Management Office Assignment #1
 Leadership Skills for Project managers
 Effectiveness & Suitability of Different PM Labs#2:
Structures. Using MS Project 2007 or
above
 Implications of Organizational Culture on
Project organization
Video Case:
 Project Stakeholders Project Management –
PROJECT INTEGRATION MANAGEMENT Building the Alton
 Project Plan Development “Super Bridge”
This video follows the
o Introduction /Project Overview story of the building of the
o Project Organization Management & Alton, Illinois super bridge
Week-03 Technical Processes across the Mississippi
River.
o Project Deliverables and Work
Breakdown Structure
Readings:
o Project Schedule & Budget
 Project Plan Execution Notes: LECTURE TOPICS-
o Project Execution Tools and Techniques ONE
Gray& Larson: Ch. 1. 2 & 3
o Project Management Software
PMBOK 6e: Ch. 2,3 & 4
o Status Review Meetings
o Work Authorization Systems
 Change Control
o Change Control System
o Suggestions for Managing Change
Control
o The Need for Senior Management Buy-In

SCOPE & TIME MANAGEMENT Assignment #2

 Project Cycle
Week-04  Project Definition Labs#3:
Using MS Project 2007 or
 Triple Constraint above
Scope Management Readings:

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 Initiation
Notes: LECTURE TOPICS-
 Planning TWO
 Definition Gray& Larson: Ch. 3,4,5
 Verification PMBOK 6e: Ch. 1 & 5
 Change Control Related Articles Journal of
Project Management
Project Selection
Analysis of Selected Cases
 Projects & Organizational Strategy
 Project Portfolio Matrix
 Criteria for Project Selection Models
 Methods For Project Selection
o Analytical Approach (NFW model)
o Categorization Approach (POD)
o Financial Analysis of Projects(NPV, ROI,
Payback)
 Weighted Score Model
 Project Charter
 Scope Planning
o Concept of Project Scope
o WBS & four basic approaches
 Scope Change Control

PROJECT TIME MANAGEMENT Group Activity # 2
 Project Time Management Processes
 Duration Estimation Labs#4:
 Project Scheduling Using MS Project 2007 or
above
o Schedule Development Tools
o Types of dependencies
Interactive Session:
o Types of relationships Analysis of Selected Cases
 Network Diagrams
o Activity on Arrow (AOA) or Arrow Readings:
Week-05 Diagramming Method (ADM) Notes: LECTURE TOPICS-
TWO
o Critical Path Analysis & Schedule Gray& Larson: Ch. 6 & 9
trade-offs PMBOK 6e: Ch. 6
o Precedence Diagramming Method
(PDM)
o PERT Charts
 Schedule Development & GANTT Chart
 Techniques for Shortening a Project Schedule
 Controlling Changes to the Project Schedule
PROJECT COST MANAGEMENT Group Activity # 3

 Importance & core processes of Project Cost Labs#5:

Management Using MS Project 2007 or
above
o Resource Planning
o Cost Estimating
Week-06
o Cost Budgeting Project Stage 1
o Cost Control evaluation
 Principles of Cost Management
 Resource Responsibility Matrix (RRM) Readings:
Notes: LECTURE TOPICS-
 Task Assignment Matrix (TAM) THREE
Gray& Larson: Ch. 5 & 8

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PMBOK 6e: Ch. 7

 Project Calendars
 Task Durations Labs#6:
Using MS Project 2007 or
 Acquiring Resources above
 Cost Estimating
 Cost Estimation Tools and Techniques
Week-07  Typical Problems with Cost Estimates Readings:
 Cost Budgeting & Control Notes: LECTURE TOPICS-
THREE
 Earned Value Analysis, Variance and Gray& Larson: Ch. 5 & 8
Performance Indices PMBOK 6e: Ch. 8
 Time and Cost Projection Calculations

PROJECT QUAITY MANAGEMENT

 Concept of Quality
 Project Quality Management & processes Interactive Session:
 Quality Planning Attributes
 Quality Assurance & Control Labs#7:
 Quality Standards and Awards Using MS Project 2007 or
 Tools and Techniques for Approaches to above
Quality Control
Week-08 o Statistical Sampling, and Measures of Project Stage 2
Central Tendency evaluation
o TQM Readings:
o Six Sigma Notes: LECTURE TOPICS-
THREE
o Control Charts Gray& Larson: Ch. 1 & 13
 Cost of Quality PMBOK 6e: Ch. 8
 Organizational Influences
 Maturity Models

PROJECT HUMAN RESOURCE MANAGEMENT Labs#8:

 People Management Skills (Theories- Using MS Project 2007 or
above
Influence, power & effectiveness)
 Human Resource Management key
processes Video Case:
o Organizational Planning Difference Between a
o Staff Acquisition (Acquiring Project Manager and a Leader
This video goes into the
Team) qualities that make a
Week-09 o Team development (Managing manager a leader.
Project team)

Using MS Project for Project HR Management Readings:

Notes: LECTURE TOPICS-
FOUR
Gray& Larson: Ch. 3, 10 &
11
PMBOK 6e: Ch. 9

Source:
Week-10 Project Management Simulation: Scope, Resources, Harvard Business Publishing
Schedule V2 Product #: 4700-HTM-ENG

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PROJECT COMMUNICATION MANAGEMENT Labs#9:

 Key processes in project communications Using MS Project 2007 or
above
management
o Communications Planning
o Information Distribution Project Stage 3
o Performance Reporting evaluation
o Administrative Closure
Readings:
Week-11  Determining Communications Complexity Notes: LECTURE TOPICS-
 Conflict Resolution Skills FOUR
 Using Templates for Project Communications Gray& Larson: Ch. 3, 11, 12
& 13
 Developing a Communications Infrastructure PMBOK 6e: Ch. 10
 Managing Stakeholders

Using MS Project to Assist in Project Communications

PROJECT RISK MANAGEMENT

 Concept of Project Risk
 Risk Profile Interactive Session:
Latest Article / Case Study
 Risk Exposure on OCM
 Types of Risks
 Risk and the Project Life Cycle Labs#10:
 Risk Management Process Using MS Project 2007 or
above
o Risk Identification
Readings:
o Risk Assessment & Control Notes: LECTURE TOPICS-
Week-12
o Risk Resolution FIVE
 Sources of Risks in Projects Gray& Larson: Ch. 7
PMBOK 6e: Ch. 11
 Risk Response Development
o Risk response strategies for technical,
cost, and schedule risks
Guest Lecture
 Change Management Control Selected Topics
Using MS Project to Assist in Project Risk Management

PROJECT PROCUREMENT MANGEMENT Review:

 Key processes & activities in project Student Project
procurement management implementation
o Procurement planning Models.
o Solicitation planning
Project Stage 4
o Solicitation
evaluation
Week -13 o Source selection
o Contract administration
o Contract Administration & Closure Readings:
Notes: LECTURE TOPICS-
FIVE
Gray& Larson: Ch. 3, 12 &
16
PMBOK 6e: Ch. 12

PROJECT PORTFOLIO MANAGEMENT Readings:

 Avoiding Project escalations Notes: LECTURE TOPICS-
SIX
Week 14  Types of project portfolios Gray& Larson: Ch. 2
 “Portfolio buckets” PMBOK 6e: Ch. 1
o Strategic

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o Operational
o Innovative
o Support
 Selection of Project

PMO Project
Management Plan
Submission

(On MS Project 2010)

Video Case:
Project Management at
Week-15 COURSE PROJECT PRESENTATIONS Six Flags, New Jersey
This video highlights the
key components of
successful project
management through a
look at the construction of
Kingda Ka, the world’s
tallest and fastest roller
coaster at the Six Flags
theme park in New Jersey.

FINAL Project
Week-16 COURSE REVIEW & CONCLUDING SEMINAR
Presentation

** Courseware Events column is subject to variations / appropriations

Recommended Web links:

www.pmi.org
www.gantthead.com
www.projectmanagement.com/main.htm
www.4pm.com
www.pmforum.org
www.allpm.com
www.ipma.ch
www.apm.org.uk

Grading Criteria
 ABSOLUTE Grading RELATIVE Grading

Marks Distribution: Planned Courseware Events:

% Standard
Particulars Marks Weightage Planned
1. Pop Quizzes 10 0 ~ 25 Particulars (Qz/ As / Remarks
Labs)
2. Assignment 5 0 ~ 25
1. Quizzes 3~4 All quizzes unannounced
3. Mid-Term Exam 20 20 ~ 30
2. Assignments/ Graded Staged: Individual
4. Project(s) 20 0 ~ 20 2-3
Activities Assignments
5. Tutorial Sessions & Activities 5 0 ~ 60 3.Project Presentations 3 Mostly group assignment
6. Final Exam 40 40 ~ 60 4. Labs/Tutorial 10 Individual Exercises
Total:- 100

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You must attend every class for your own personal benefit. Please refer to university
QUALIFYING policy of minimum attendance requirement (currently 6 absentees – 1.30 hrs (90 minutes)
each class duration).
ATTENDANCE Failing to conform qualifying attendance threshold, the student will stand debarred from
sitting in the examination and assigned with “F” Grade.

All assignments should be your own work (or your group’s when approved). PLAGIARISM
Academic and Moral will be awarded with “F” grade and/or reported to the University for academic and moral
Integrity: misconduct. To protect yourself, ALWAYS PROVIDE REFERENCES!

Instructions / Suggestions for STUDENTS for satisfactory progress in this course:

 FAST has a 100 percent attendance policy. However, students are allowed to sit in the final exam if they have at least 80 percent attendance.
 Do not schedule other appointments during your lecture time, still If you miss a lecture; Ask for a copy of the lecture notes. Get a good,
readable and reliable copy and work though it carefully and diligently.
 Plagiarism in any part of the course can lead to an F in the whole course.
 On average, most students should find at least three hours outside of class for each class hour for satisfactory learning.
 Note: Counseling hours are displayed outside the doors of permanent faculty members for providing extra guidance to students. However,
students are welcome to get help from the instructor at all times.
 If you encounter academic difficulties in your course, do not wait, contact your instructor or advisor in designated counseling hours and seek
appropriate levels of assistance to help resolve your academic apprehensions.
 Inform your course instructor, advisor, administrator or staff person of your concerns and provide them with all relevant information on the
challenges you are facing.
 Read the objectives and learning outcomes well; students are expected to attain the intended learning outcomes.
 Plan all of your activities; use the calendars, things to do list, reminders or other resources to help you keep track of important tasks, course
assignments, quizzes, examination dates and deadline dates as well as your co-curricular activities.
 Students unable to submit an assignment by the due date should discuss the matter in advance with the course instructor. At the instructor’s
discretion, late assignments may not be accepted. Where late assignments are accepted, a late penalty of 10% per day will be levied.
 Assignments/ Activities: They are not meant simply for grades, but to reinforce your learning. Assignments are due on time. Each day late
will lower your assignment grade by 10%. Apart from value of content, spelling, grammar, punctuation, and good presentation (printing and
paper quality) will figure into your assignment grade.
 Copying other students' work or allowing your own work to be copied, both are considered cheating.
 You must logged in to your SLATE account at least once in every 24 hours for announcements, assignments, lecture notes and messages
 Check NeON regularly for your attendance, and evaluations.
 You need to enter the lecture room fully awake and able to devote your best concentration, for this go to bed at reasonable times and take
optimum sleep.
 Come to each lecture properly prepared, bring in last lectures’ notes, text books, ball points/pencils, laptops and calculators etc
 Use the few minutes you usually have before the start of each class to review the prior lectures’ notes and homework. This will save us
valuable in-class time to work on new material.
 Chapters should be read and homework/exercises should be attempted before class.
 Do not get behind. You are encouraged to work with other students.
 The homework assigned is a minimum. You should always work extra hours on your own.
 Develop a learning habit rather than memorizing; work in groups, whenever appropriate.
 Apply the learned principles and gained knowledge; be creative in thinking.
 To guard against errors, please keep copies of the papers you turn in and retain all graded assignments for your reference.
 It is the responsibility and duty of students to become acquainted and abide by all the policies and rules of the FSB.

LABs attendance is MANDATORY and carries overall 20% weightage. Details will be
circulated one day before each Lab session.
SEPECIAL
I N S T R U C T I O NS
(Specific to the subject
being taught)

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