RECOMMENDED BOOKS:

1. Project Management: A System Approach to Planning, Scheduling, and

Controlling by Kerzner, Harold. John Wiley & Sons, Inc.

2. Management of Construction Projects by Brian Cooke John Wiley & Sons,

Inc.

3. A Guide to the Project Management Body of Knowledge (PMBOK). Project

Management Institute (PMI) , USA.

4. Engineering Economy by Leland Blank Anthony Tarquin, 7th edition.

5. Fundamental of Engineering Economics by Chan S Park 3rd Edition.

What is a Project?
What is a Project?
A project is a temporary endeavor consisting of a sequence of
connected activities undertaken by limited resources to create a
unique product or service that must be completed within specified
time, within budget, and according to specification.

Temporary Endeavor

Endeavor means an attempt to achieve a goal

Temporary means that every project has a definite beginning and a definite
end. The end is reached when the project’s objectives have been achieved,
or when it becomes clear that the project objectives will not or cannot be
met and the project is terminated.

Temporary does not necessarily mean short in duration (many projects last
for years), nor it applies to the product or service created (many projects are
undertaken to create lasting results – for example, a project to erect a
national monument will create a result expected to last for centuries).
What is a Project?
Sequence of Connected Activities
A project comprises of a number of activities that must be completed in some
specified order, or sequence. An activity is a defined chunk of work. The
sequence of the activities is based on technical requirements. Activities within
a project are interconnected. To determine the connectedness, it is helpful to
think in terms of inputs and outputs. The output of one activity or set of
activities becomes the input to another activity or set of activities.

Undertaken by limited resources

Projects have resource limits, such as a limited amount of people, materials or
equipment and budget that are dedicated to the project.

Unique Product or Service

Unique means that the product or service is different in some distinguishing
way from all similar products or services. A product or service may be unique
even if the category it belongs to is large. For example, many thousands of
office buildings have been developed but each individual facility is unique –
different location, different owner, different design, different contractor, and so
on.
What is a Project?
Within Specified Time
Projects have a specified completion date. This date can be self-imposed by
management or externally specified by a client or government agency.

Within Budget
Projects have cash inflow constraints. The source of finance may be public
funds, bank loans or private investments.

According to Specification
The client expects a certain level of functionality and quality from the project.
These expectations can be self-imposed, such as the specification of the
project completion date, or client-specified, such as use of wall paper for wall
finishing in a bungalow, or law imposed, such as environmental
considerations.

Hence the term 'construction project' refers to a high-value, time bound,

special construction mission with predetermined performance
objectives.
Basic Features of a Project
• Following are the basic features of a project;
 It should have an objective and it necessitates investment of resources
for the determined objective.
 There are constraints with respect to time and cost of the project.
 Projects are “temporary organizations” with a beginning and an end.
 Every project proceeds through a cycle of activities. There is a list of
activities for a project showing the dates for starting and finishing them,
which is called a “schedule”.
 A number of parties may come together to form a “project coalition” to
ensure the required resource base for the project.
 It requires a “project team” to be set up probably of a multi-disciplinary
nature and headed by a project manager.
 Inputs of the project are financial resources in order to cover the costs of
investment, and human resources which transform ideas into reality.
 Each project is unique. Although exactly the same project is to be carried
out, as the location, external factors (climate etc.), parties involved, time
and budget constraints etc. are different, projects have their unique
features which make them unique undertakings.
A Project is a means to create ...
Types of Projects
Type of Project Product of Project (Examples)

Administrative -installing a new accounting system

Construction -a building or a road

Computer Software Development -a new computer program

Design of Plans -architectural or engineering plans

Equipment or System Installation -a telephone system or a IT system

Event or Relocation -move into a new building

Maintenance of Process Industries -petro-chemical plant or electric

generating station
New Product Development -a new drug or aerospace/defense
product
Research -a feasibility study or investigating a
chemical
Comparison of Projects with operations
 Project Vs. Operation

• Operations are organizational functions

performing an ongoing execution of activities.

• Examples: Production, manufacturing, and

accounting operations.

• Projects require project management while

operations require Business Process
Management (BPM) or operations
management.
Project or Operation ?
Project or Operation ?
Project or Operation ?
Comparison of operations with Projects
• Operations, Repetitive Work
 taking class notes
 daily entering sales
 Responding to customers requests
 Meeting with an employee
 Attending a conference

• Projects
 writing a term paper
 Construction of building or a road
 Setting up a telephone system or a IT system
 Development of a new computer program
 Writing and publishing a book
 Hiring a sales man
 Arrange for a conference
 Opening for a new shop
Examples of „Simple Projects“

Research Papers Relocating

Tree Planting Campaigns Weddings

Relief Collections Painting

Preparing for
Parties
Examinations
Examples of „Complex Projects“

Bridges Nuclear Power

Stations

Olympic Games
Dams

Man on the Moon Skyscrapers

Examples of „Complex Projects“

Highways Large Factories

Airports Power Grids

Transnational Software
Oil & Gas Pipelines Development
What is Project Management?

Project management is the discipline of planning, organizing,

motivating, and controlling resources to achieve specific goals.

“Project Management is the skills, tools and management processes

required to undertake a project successfully”.
• Project Management comprises:
 A set of skills. Specialist knowledge, skills and experience are required to
reduce the level of risk within a project and thereby enhance its likelihood of
success.
 A suite of tools. Various types of tools are used by project managers to
improve their chances of success. Examples include document templates,
registers, planning software, modeling software, audit checklists and review
forms.
 A series of processes. Various management techniques and processes are
required to monitor and control time, cost, quality and scope on projects.
Examples include time management, cost management, quality
management, change management, risk management and issue
management.
Definitions of Project Management
Five Principal Functions of Management
The following are the functions of management:
1. Planning

 Planning is determination of courses of action to achieve desired goals.

 The PMI defined the planning process in the PMBOK (4th edition, 2008) as
‘‘Those processes performed to establish the total scope of the effort,
define and refine the objectives, and develop the course of action
required to attain those objectives’’.
 Project planning serves as a foundation for several related functions, such
as cost estimating, scheduling, project control, quality control, safety
management etc.
 Planning is the selection of objective, programs and procedures.
Deciding:- What is to be done
When it is to be done
How it is to be done
Who is to do it
Having objectives in mind; planning helps managers ‘do the right things’.
Five Principal Functions of Management
Planning and Scheduling
Planning is the process of determining how a project will be undertaken. It
answers the questions:
1. “What” is going to be done,
2. “how”,
3. “where”,
4. By “whom”, and
5. “when” (in general terms: start and finish).

Scheduling is just one part of

the planning effort.

How
What
much

By
when
whom
The Plan

How where

Why

Scheduling deals with “when” on a detailed level . 25

Five Principal Functions of Management
2. Organizing
 It is the process of bringing together physical, financial and human
resources and developing productive relationship amongst them for
achievement of organizational goals.
 According to Henry Fayol, “To organize a business is to provide it with
everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”.
 To organize a business involves determining and providing human and non-
human resources to the organizational structure.

Organizing as a process involves:

 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
Five Principal Functions of Management
3. Staffing

 It is the function of manning the organization structure and keeping it

manned.
 Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of
human behavior etc.
 The main purpose of staffing is to put right man on right job i.e. square
pegs in square holes and round pegs in round holes.
 Staffing involves:
Manpower Planning (estimating man power required for the project,
choose the persons and giving them the right place).
Recruitment, selection & placement.
Training & development.
Remuneration.
Performance appraisal.
Promotions & transfer.
Five Principal Functions of Management
4. Directing/Coordinating

 It is considered life spark of the enterprise which sets it in motion the action
of people because planning, organizing and staffing are the mere
preparations for doing the work.
 Direction is that inert-personnel aspect of management which deals directly
with influencing, guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals.
Direction has following elements:
• Communications- is the process of passing information, experience,
opinion etc. from one person to another. It is a bridge of understanding.
• Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
• Motivation- means inspiring, stimulating or encouraging the sub-ordinates
with zeal to work. Positive, negative, monetary, non-monetary incentives
may be used for this purpose.
• Leadership- may be defined as a process by which manager guides and
influences the work of subordinates in desired direction.
Five Principal Functions of Management
4. Directing/Coordinating
Managerial Leadership Styles
Five Principal Functions of Management
5. Controlling

 It implies measurement of accomplishment against the standards and

correction of deviation if any to ensure achievement of organizational goals.

 The purpose of controlling is to ensure that everything occurs in

conformities with the standards.

 An efficient system of control helps to predict deviations before they actually

occur. Therefore controlling has following steps:
 Establishment of standard performance.
 Measurement of actual performance.
 Comparison of actual performance with the standards and finding out
deviation if any.
 Corrective action.
Five Principal Functions of Management
5. Controlling
Five Process Groups of Project Management
 Five Process Groups of Project Management
•A process group is a logical grouping of activities, inputs, tools, techniques, and
outputs required for any type of project.
Monitoring
Process
Groups

Initiating Planning Executing & Closing

Controlling

Define a new project or Develop an integrated Complete the work and Track and review Finalize all activities
Activities

new phase, identify project management satisfy project project progress and and formally close the
stakeholders, and plan to attain project objectives performance; manage project or phase
obtain authorization objectives variance and change

“Authorize the Work” “Plan the Work” “Work the Plan” “Control the Plan” “End the Work”
• Project Charter • Project Mgt. Plans & • Project Deliverables • Change Logs • Final Product,
• Stakeholder Register Related Documents • Work Performance • Approved Change Service, or Result
- Scope Data Requests (i.e. purpose of
- Requirements • Team Performance • Work Performance project)
Outputs

- Schedule Assessments Information • Closed Procurement

Key

- Cost • Project • Schedule Forecasts (e.g. formal signature

- Quality Communications • Cost Forecasts of acceptance)
- Human Resources (e.g. status reports) • Updates to Project
- Communication • Selected Suppliers & Plan
- Risk Agreements • Quality Control
- Procurement • Change Requests Measurements
- Change • Issue Log • Verified Deliverable
- Stakeholders • Accepted
Deliverables
 Five Process Groups of Project Management

A Project Charter is a statement of the scope, objectives and participants in a project and is a critical document to ensure
that everyone involved in the project is aware of its purpose and objectives
Applying Project Management Process Groups
•The five process groups overlap and follow a basic cycle of “plan, do, check, act”
until project closure.
Process Group Overlap
Executing

Planning
Closing
Initiating Monitoring & Controlling

Time

“Plan, Do, Check, Act”

Initiating
No

No
Monitoring & Change Complete
Planning Executing ? ?
Controlling
Yes Yes

Closing
 Project Life Cycle
The process each manager follows during the life of a project is
called the Project Management Life Cycle.

The Project Management Institute (PMI) provides guidance for

project management in the Project Management Body of Knowledge
(PMBOK). Every project has a life cycle, with a beginning, a life and
an end (defined by accomplishing the objective).

PMBOK Phases/Project Life Cycle

The Project Management Institute

identifies four major phases of a
project as characteristics of the
project life cycle. These four life-
cycle phases are initiation,
planning, execution, and project
closeout.
 Project Life Cycle
The Project Lifecycle consists of four phases:

1-Project Initiation

 The Initiation Phase is the first phase in the project. In this phase a
business problem (or opportunity) is identified and a business case which
provides various solution options is defined.
 A feasibility study is then conducted to investigate the likelihood of each
solution option addressing the business problem and a final
recommended solution is put forward.
 Once the recommended solution is approved, a project is initiated to
deliver the approved solution.
 A ‘Project Charter’ is completed, which outlines the objectives, scope and
structure of the new project, and a Project Manager is appointed.
 The Project Manager begins recruiting a project team and establishes a
Project Office environment.
 Approval is then sought to move into the detailed planning phase.
 Project Life Cycle
2- Project Planning

Once the scope of the project has been defined in the Project Charter, the
project enters the detailed planning phase.

This involves the creation of a:

1. Project Plan (outlining the activities, tasks, dependencies and timeframes)
2. Resource Plan (listing the labor, equipment and materials required)
3. Financial Plan (identifying the labor, equipment and materials costs)
4. Quality Plan (providing quality targets, assurance and control measures)
5. Risk Plan (highlighting potential risks and actions taken to mitigate them)
6. Acceptance Plan (listing the criteria to be met to gain customer
acceptance)
7. Communications Plan (listing the information needed to inform
stakeholders)
8. Procurement Plan (identifying products to be sourced from external
suppliers).

At this point the project has been planned in detail and is ready to be
executed.
 Project Life Cycle
3. Project Execution

This phase involves the execution of each activity and task listed in the Project
Plan. While the activities and tasks are being executed, a series of management
processes are undertaken to monitor and control the deliverables being output
by the project.
This includes the identification of changes, risks and issues, the review of
deliverable quality and the measurement of each deliverable being produced
against the acceptance criteria.
Once all of the deliverables have been produced and the customer has
accepted the final solution, the project is ready for closure.

4- Project Closure

Project Closure involves releasing the final deliverables to the customer,

handing over project documentation, terminating supplier contracts, releasing
project resources and communicating the closure of the project to all
stakeholders. The last remaining step is to undertake a Post Implementation
Review to quantify the overall success of the project and list any lessons learnt
for future projects.
PROJECT MANAGEMENT METHODOLOGY DRAWING
40
Project Life Cycle Vs Level of Effort
Characteristics of Project Life Cycle
• 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.

• Stakeholder influences, risk, and

uncertainty, are greatest at the start of the
project. These factors decrease over the life
of the project.

• 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.
…or…
The cost of changes and correcting errors
typically increases substantially as the project
approaches completion.
 Project Life Cycle Variables

Potential for Adding Value

The potential for adding value to the products of a project are obviously highest during the conceptual phase
of the project and lowest during the finishing phase. Between these two extremes, the curve tends to follow a
reverse "S" curve as shown in the figure.
Escalating Cost to Change or Fix
Conversely, the cost of making changes is lowest in the planning phases, but rises more and more steeply as
the project progresses through the two production phases. In construction, for example, it has been suggested
that the cost to make a change, or fix a non-conformance, increases by ten times through each succeeding
major phase.
Steps in Managing a Project
Construction Project Life Cycle
Stages of Construction Project
 47

Successful project management

Successful project management can then be defined as
having achieved the project objectives:

● Within Time

● Within Cost

● At the desired performance/Technology level

● While utilizing the assigned resources effectively and

efficiently

● Accepted by the customer

 48
Constraints of the project
 49
Constraints of the project
 50
Constraints of the project
 51
Constraints of the project
 52
Constraints of the project
 53
Constraints of the project

If any one factor changes, at least one other factor is likely to be affected. It
is the project manager’s duty to balance these competing constraints.
 54
Resources
The project manager must control company resources
within time, cost, and performance. Most companies
have four resources:
4 M’s
Manpower – Human Resource Management
Material – Procurement Management
Machinery – Equipment and Plant Management
Money – Financial Management
Who should study Project Management?

Anyone who is directly or indirectly involved in; initiating, planning,

implementing, monitoring, evaluating and/or controlling a project; in a
position which involves a substantive level of decision-making,
responsibility, communication and coordination, should be thoroughly
familiar with all the subject areas, methodology, processes and tools
and techniques of project management.

A good and common project management knowledge

platform will increase the likelihood of the project attaining
its goal within time and budget.

55
Benefits of Project Management
Project Manager’s Power and Authority
• Authority
 Right of an individual to make necessary decisions required to
achieve his objectives or responsibility.

• Power
 Granted to an individual by the subordinates and peers over time
and is a measure of their respect for the individual.
 Builds credibility and respect in the profession.

• Accountability
 Acceptance of success or failure.

57