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Basics of Engineering Project Management

This document provides an overview of engineering project management. It begins with an introduction to the author and outlines the course. It then discusses key concepts like the definition of a project, characteristics of projects, differences between operations and projects, stages of project management, stakeholders, and organizational structures. It also covers soft skills for project managers, provides examples of case studies and suggested projects/topics for research. The overall document aims to give the basics and concepts of engineering project management.

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junaid_256
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75 views

Basics of Engineering Project Management

This document provides an overview of engineering project management. It begins with an introduction to the author and outlines the course. It then discusses key concepts like the definition of a project, characteristics of projects, differences between operations and projects, stages of project management, stakeholders, and organizational structures. It also covers soft skills for project managers, provides examples of case studies and suggested projects/topics for research. The overall document aims to give the basics and concepts of engineering project management.

Uploaded by

junaid_256
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Basics of Engineering Project

Management

By:
Muhammad Wasim Bhatti

1
SEQUENCE
1 Introduction

2 Course Outline

3 Overview and Concepts

4 Case Studies

5 Suggested Projects / Topics for Research

2
1 INTRODUCTION

3
INTRODUCTION
Muhammad Wasim Bhatti
 Education
• PhD Scholar - Engineering Management (Process Improvement in
Global Software Development)
• MS – Engineering Management
• MCS
• SCJP and SCWCD Certifications
 Professional Experience
• Software Project Manager and Manager Software Development:
Interactive Group
• SEPG Member and SQA: Interactive Group
• Teaching (Visiting Faculty): CASE, UAAR
• Technical Consultant/Trainer: WISSEN group
 Research Experience
• 14 International Publications
4
2 COURSE OUTLINE

5
3 OVERVIEW AND CONCEPTS

6
WHAT IS A PROJECT?

A project is usually a one-time


activity with a well-defined set of
desired end results, complex enough
that the subtasks required careful
coordination and control in terms of
timing, precedence, cost and
performance.
The assignment of resources to
accomplish specific results
(deliverables) with a well-defined
schedule and budget.
7
CHARACTERISTICS OF A PROJECT
A Project;
 Has specific objectives
 Has a start and end date
 Has a budget
 Has an ‘owner’/’sponsor’
 Produces specific deliverables
 Can vary vastly in size, complexity and
duration
 May be a phase within a larger project
or a phase within a program
8
CHARACTERISTICS OF A PROJECT
Projects are Temporary;
 Temporary does not necessarily mean
short in duration:
• Many projects last for several years.
 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
cannot be met and the project is terminated.

9
OPERATIONS AND PROJECTS
Common Characteristics;
 Operations and Projects, both are Planned,
executed, and controlled.
 Constrained by limited resources.
 Performed by people.
Examples of Operations;
 Product Distribution
 Continuous Manufacturing
Examples of Projects;
 Development of a new product or service
10
PROJECT MANAGEMENT
Project Management is the act of
directing and coordinating (human
and material) resources throughout
the life of a project to achieve
predetermined objectives of
 Scope
 Quality
 Effort
 Risk
 Time
11
PROJECT MANAGEMENT

Project management is the


application of knowledge, skills,
tools, and techniques to project
activities in order to meet or exceed
stakeholder needs and expectations
from a project.
Meeting stakeholder needs and
expectations involves balancing
challenging demands among scope,
time, cost, and quality.

12
STAGES OF PROJECT MANAGEMENT

13
STAGES OF PROJECT MANAGEMENT

14
COST OF POOR PROJECT MANAGEMENT

Good project management does not


guarantee the success of every
project, But,
Poor project management often
leads to failure.

15
COST OF POOR PROJECT MANAGEMENT

31% of all new software


development projects are cancelled
before completion
53% of projects cost >189% of
original estimates
16.2% of software projects
completed on time and on budget
Average overrun is 222% of original
estimates
Source: Standish Group, 1995
16
COST OF POOR PROJECT MANAGEMENT

A survey on overall applications


development projects revealed:
 46% of IT projects were "challenged"
(completed over budget and past the
original deadline).
 6% of projects succeeded.
 28% of projects failed.
Source: Standish Group, 1998

17
TRIPLE CONSTRAINTS OF PROJECT MANAGEMENT

18
TRIPLE CONSTRAINTS OF PROJECT MANAGEMENT

19
GENERIC LIFECYCLE OF A PROJECT
The project life cycle serves to define
the beginning and the end of a project
The life cycle is normally divided into a
number of phases
Each project phase is marked by
completion of one or more deliverables
A deliverable is a tangible, verifiable
work product such as a feasibility study,
a detail design, or a working prototype

20
GENERIC LIFECYCLE OF A PROJECT

21
GENERIC LIFECYCLE OF A PROJECT

22
PROJECT STAKEHOLDERS
Project stakeholders are individuals and
organizations who are actively involved in
the project, or whose interests may be
positively or negatively affected as a
result of project execution or successful
project completion
The project management team must
identify the stakeholders, determine what
their needs and expectations are, and
then manage and influence those
expectations to ensure a successful
project

23
PROJECT STAKEHOLDERS
KEY STAKEHOLDERS ON A PROJECT
Project manager
 The individual responsible for managing
the project.
Customer
 The individual or organization who will
use the project product
Performing organization
 The enterprise whose employees are
most directly involved in doing the work of
the project.
24
PROJECT STAKEHOLDERS
KEY STAKEHOLDERS ON A PROJECT
Project Sponsor
 The individual or group within the
performing organization who provides
the financial resources, in cash or in any
form, for the project.
Project team members
 The people doing the work on the project
to develop a product.

25
QUESTION

What is difference between “Client” and “End User”


of a Project? Explain with example

26
ORGANIZATIONAL STRUCTURE
FUNCTIONAL ORGANIZATIONS

27
ORGANIZATIONAL STRUCTURE
PROJECTIZED ORGANIZATIONS

28
ORGANIZATIONAL STRUCTURE
MATRIX BASED ORGANIZATIONS

29
ORGANIZATIONAL STRUCTURE
IMPACTS PROJECT MANAGEMENT

30
SOFT SKILLS OF A PROJECT MANAGER
Some general management skills are
critical for successful project
management:
 Leadership
 Communication Skills
 Business/Report Writing Skills
 Time management
 Conflict Management
 Negotiation Skills
 Team Management

31
SOFT SKILLS OF A PROJECT MANAGER
 Counseling/Training Skills
 Decision Making
 Administrative Skills
 Customer Relationship Management
 Stress Management

32
6 CASE STUDIES

33
7 SUGGESTED PROJECTS / TOPICS
FOR RESEARCH

34
SUGGESTED PROJECTS
 1. Applying MS Project or Primavera for a
real life Project
 2. Budgeting and Cost Estimation for a real
life Project
 3. Financial Analysis of a real Project
 4. Information Systems and Project Control
Techniques on a real life project

35
SUGGESTED TOPICS FOR RESEARCH
 1. Impact of team members’ satisfaction
with their project on their productivity
during project execution.
 Project Satisfaction Instrument by Warr, Cook
and Wall (1979)
 2. Analysis of effort required to develop a
software project under the umbrella of CMMI
process model
 3. Impact of process consistency on stability
of project requirements and execution
 4. Empirical investigation of challenges of
project management
36
SUGGESTED TOPICS FOR RESEARCH
 5. Process vs. people in project management –
An empirical investigation
 6. Investigation of management issues faced by
[software] industry of Pakistan
 7. Survey of [software] lifecycle models in
Pakistani [software] industry
 8. Impact of project leader’s style on the
success of the projects
 9. Analysis of Common factors in the successful
projects in Pakistani [software] industry

37
SUGGESTED TOPICS FOR RESEARCH
 10. Analysis of Best current practices in
[software] project management in Pakistan
 11. Empirical investigation of challenges faced
by Project Management in a multi-cultural,
multi-location environment.

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