Master of Science in Project

Management (MSPM)

ADVANCED PROJECT
MANAGEMENT

WEEK 02: THE PARAMETERS OF A PROJECT

The Parameters of Projects
 Why Are Projects Undertaken?
(Reasons: Needs, Wants, Opportunities, Legal Compulsion)

All projects undertaken by orga-

nizations in the corporate, public
and non-governmental sectors are
performed in response to some
existing or anticipated internal or
external need or problem, to
satisfy wants, to exploit opportu-
nities which present themselves,
or in order to comply with some
statutory requirement.
 Why Are Projects Undertaken?
(Reasons: Needs, Wants, Opportunities, Legal Compulsion)

Examples of projects undertaken

to satisfy internal and external
needs or opportunities include the
introduction of an Enterprise Re-
source Planning System in a large
corporation, training of an NGO‘s
employees in Project Manage-
ment, expansion of an automobile
plant‘s manufacturing capacity,
and process reengineering in a
local district administration.
 Why Are Projects Undertaken?
(Example: Compliance with Laws and Regulations)

Projects are sometimes undertaken

to comply with legal requirements.
For example, a new law or regulation
requiring that factories reduce their
pollution emission levels may com-
pel these factories to undertake pro-
jects aimed at bringing about struc-
tural and process modifications.
Similarly, a law or regulation requir-
ing that student hostels reduce the
risk of fire hazard necessitates com-
pliance projects.
 Relating Projects to Needs
(Example: Higher Education in Pakistan)

Pakistan‘s National Economic Development

(there is an acknowledged need, inter alia, for highly skilled engineers)
Long-term
envisaged
impact Federal Policy and Planning Framework

Acquisition of advanced Improve Existing Institutional & Re- Develop Human Other
knowledge, competency Infrastructure gulatory Reforms Resources Fields
and skills in designated
priority fields with emp-
hasis on quality and
technical education
Primary Secondary Tertiary Vocational

Proposed Projects to establish

„Engineering Universities“ Colleges Universities
of international standard in Pakistan
in cooperation with leading Austrian,
Chinese, French, German, Italian
and Swedish universities
Establish New Universities Upgrade Existing Universities
 Project Parameters: The Goal

As projects have one prime goal – for e.g.,

the design of a new digital camcorder, de-
velopment of an advanced software for
3D-graphics, construction of a railway sta-
tion, regeneration of a derelict urban
neighbourhood, or process reengineering
for a large commercial organization.
The project goal must be formulated as
specific as possible so that there is no
ambiguity at all about what the project
intends to achieve.
 Project Parameters: The Goal

The project goal in conjunction with the

project requirements and specifications
determines the project scope, i.e., all the
work which must be performed in order
for the project to be deemed “complete“.
Requirements and specifications are often
not fully known at the start of a project
and must be „progressively elaborated“.
A project which does not attain its goal
fulfills the classic definition of a „failed
project“.
 Project Parameters: The Goal

The project goal (or output or End Deliver-

able as it can also be called) is not to be
confused with the project outcomes and
impacts which come about subsequent to
the project‘s completion.
 Project Parameters: Cost

All projects necessarily incur a cost

because they consume resources - human
resources, material and technical inputs,
use of facilities, institutional and informa-
tional support etc.
The cost of a project can vary hugely. For a
simple and relatively quick project such as
installing a fence around a residential plot
it may run into four digits whereas for a
megaproject such as constructing a
multipurpose dam it may amount to tens
of billions of Dollars spent ...
 Project Parameters: Cost

... over the course of the project‘s years-

long life-cycle and be funded by diverse
sources.
Estimating the cost of projects, especially
complex ones lasting months or years
with a high level of accuracy can be diffi-
cult initially due to a paucity of informa-
tion. Though project Management offers
several tools for estimating a project‘s
cost, cost overruns are common on pro-
jects.
 Project Parameters: Cost
(Examples of Non-Recurring & Regularly Recurring Costs)

Usually Non-Recurring Usually Regularly Recurring

 Land acquisition  Salaries of project staff

 Setting up and furnishing  Consultancy (recurring)
project site office  Rent for project facilities
 Recruitment, selection and  Operating expenses and
training of key project staff utilities
 Procurement of hardware,  Security
software and other tech-
nical equipment for project
 Travelling and meetings
 Project inputs and raw
 Consultancy (one-time) material being supplied on
regular basis
 Special project audit
 General administrative and
 Official licenses and permits miscellaneous
 Project Parameters: Cost
(Important Topics in Project Cost Management)

 Project Financial Appraisal Methods (Net

Present Value, Internal Rate of Return,
Payback Period), Project Life-Cycle Cost-
ing Model

 Project Cost Categories, Cost Items and

Cost Accounting Systems

 Project Cost Estimation Methods: Top-

Down & Bottom-Up (ABC)

 Project Cost Forecasting Methods: Deter-

ministic and Probabilistic
 Project Parameters: Cost
(Important Topics in Project Cost Management)

 Project Cost Baseline Determination and

Synchronization of Project Cost Outlays
with Availability / Disbursement of Pro-
ject Funds

 Project Cost Monitoring, Evaluation &

Control (including application of the
Earned-Value Management (EVM) tool
used in conjunction with Project Time
Management)

 Analysis of Project Cost Overrun-Induc-

ing Factors
 Project Parameters: Time

All projects have a life-span - the time

interval from its formal commencement
to its natural or premature termination.
Project life-spans range from very short - a
day or even hours - to very long, possi-bly
several years. Cataloguing books in a small
public library would be a compara-tively
short project lasting perhaps a few weeks.
Constructing large multi-purpose dams,
nuclear power stations or even de-
veloping a new computer operating
system are typically long-term projects.
 Project Parameters: Time

As with cost, it may be quite difficult to

accurately determine the life-span of a
project, especially in the project‘s early
stages when the requisite information
may be lacking.
Schedule overruns are common in
projects across categories and, like cost
overruns, they too are also considered a
manifestation of project failure.
 Project Parameters: Time
(Key Topics in Project Time Management)

 Project Activities: Concept, Derivation

from the Work Breakdown Structure,
Duration Estimation, Dependency Rela-
tionships (FS, SS, FF, SF) & Constraints

 Development of the Project Schedule

 Project Scheduling Tools: Gantt Charts,
Network Diagrams (AoA, AoN), Critical
Path Method (CPM), Programme
Evaluation Review Technique (PERT) &
Graphical Evaluation Review Technique
(GERT)
 Project Parameters: Time
(Key Topics in Project Time Management)

 Advanced Topics in Project Time Mana-

gement: „Fast-Tracking“ and “Crashing“
Projects, Critical Chain Theory, Resource
Levelling, Earned Value Method EVM
(used in Conjunction with Project Cost
Management)

 Analysis of Activity-Delaying Factors

 Project Time Management Software
 Time Management Training (e.g. for
project staff members)
 Project Parameters: Uniqueness

All projects are share one common

distinguishing feature – their Uniqueness!
No two projects can be totally alike – even
if they have the same goal and scope, life-
span and budget, project manager and
team, and the same project owner.

Projects will always differ from each other

in at least one respect, however small.
Differences may manifest themselves in,
for e.g., location, incurred cost and time.
 Project Parameters: Uniqueness

Also: Their management, planning and

execution, the identity, roles and respon-
sibilities of their stakeholders (and the
frequency, intensity and content of inter-
action which occured with them over the
course of the project life-cycles), the risks,
issues and problems which surfaced and
how they were dealt with, and so forth.
The application of project management in
every project must reflect their inherent
uniqueness.
 What Projects Are Not
Projects must not be confused with an organiza-
tion‘s on-going recurring operations. For e.g.:
- Customer invoicing and billing
- Fabrication or assembly of automobiles
- Routine procurement of agricultural inputs for a brewery
- Airline flights
- Advising a bank client of stock market investment
opportunities
- Treatment of patients in a hospital emergency ward, and
- Counselling of soldiers performing peacetime duty
are not projects even though they all exhibit
project characteristics (goal, time-frame, cost).
 Projects: Some Core Truths
Projects have become an established „way of doing
business“ in countless organizations (Management by
Projects).

Projects help organizations face the complexities,

dynamisms and uncertainties which is characteristic
of our age of globalization. They add value to organi-
zations and contribute towards fulfillment of their
mission, objectives and goals. The survival and growth
of organizations depends on the projects it chooses.
 Projects & Project Management
(Relevance for Pakistan)
A huge number of small/medium/large-scale
projects are being executed at any point in
time in Pakistan in the public-sector and by
foreign development agencies, and by local &
foreign commercial & non-governmental
organizations.
Whether in the construction, energy, irrigation,
transport, telecommunications, industrial, IT,
health, education, poverty alleviation or other
sectors – projects cannot be undertaken syste-
matically, effectively and efficiently without
adequate knowledge of professional project
management practices. For developing coun-
tries like Pakistan, project management is of
inestimable value.
 Project Output, Outcomes & Impacts

Short, Medium & Long-term Costs & Benefits

Economic

(Fully, Partially & Non-Quantifiable)

Subproject 1
Project Objectives A, B, C ...

Project Social
Goal or End-
Subproject 2 Deliverable(s) Ecological

Subproject 3 Political

Results Technological
Subproject 4
Infrastructural
Subproject 5
Outputs, Legal
Outcomes &
Subproject N Impacts Institutional
Asssessment
Methodology
Change (intended & unintended) Other Areas
Technical and Managerial Content in Projects
(Highway Construction Example)

Technical Content

FACILITATE
The function of management is to
facilitate the project’s technical
workflow. It is indispensable for
the project and assumes greater
relevance with increasing project
complexity.

Managerial
Content
Technical and Managerial Content in Projects

 Topographic surveying &

route selection
 Soil analysis (chem., phys.)
 Assessing feasible gradi-
ents and curvatures along
the route
 Selecting requisite equip-
ment (bulldozers, excava-
tors, graders, rollers etc.)
 Clearing away undergrowth
and other physical
obstacles on the route (by
blasting etc.)
Technical and Managerial Content in Projects

 Digging and laying the

road sub-base
 Making the asphalt and
route surface according to
the given performance
requirements &
dimensional specifications
 Material qual. monitoring
 Designing and constructing
an effective flooding and
water drainage system
 Specifying and erecting sig-
nage along the route.
Technical and Managerial Content in Projects

 Project work activities are

performed effectively and
efficiently according to re-
quirements, specifications
and quality/perfomance
standards
 Project work activities are
done on time as specified
in the project schedule and
in budget
 Project risks are compre-
hensively considered and
proactively managed
throughout the project life-
cycle
Technical and Managerial Content in Projects

 Proper allocation of res-

ponsibilities, and commu-
nication, coordination and
cooperation between all
stakeholders continuously
takes place and their
concerns are effectively
addressed
 Periodic project work MEC
is assured and changes to
the scope are performed
 A system is in place for
managing the project‘s in-
formation and documenta-
tion pool.
 Highway Construction Project
(Post-Completion Outcomes/Impacts on Stakeholders)
Project Phase Project Life-Cycle
Initiation, Planning, Project
Output
Implementation and
Closure of the Project

Operations Phase
Economic/Financial Impact
Short-term Investment, trade, local businesses and the
economy, tourism, employment, inflation,
Possible wealth accumulation and distribution
Outcomes
Medium-term & Impacts Social Impact
(+ and -) Health and education, travel, migration,
Not Projects: crime, social relations, communities‘ outlook
Routine main- Long-term and values, accidents and personal injury
tenance/repair
Ecological Impact
Modification Projects: Highway extension, widening, recar- Fauna and flora along the route, pollution
peting, construction of bridges, additional exit and entrance (land, air, water, noise), waste accumulation,
ramps, petrol stations and rest stops etc. processing and disposal
 Class Quiz and Discussion
How do you assess both the
quantifiable and non-quantifiable
positive and negative outcomes
and impacts of your projects?
Does your organization apply a
methodology for this purpose?
Discuss.
Team up with your classmates
Quiz Time = 20 minutes who are in the same field of work
or sector (corporate, public, non-
governmental/not-for-profit) as
yourself and present as a group.
 Class Quiz and Discussion
The decision has been taken to
construct a large, multi-purpose
dam. Suggest at least ten
possible positive and negative
outcomes over time.

Use the whiteboard to construct

a table listing with a blue marker
Quiz Time = 20 minutes
the possible positive outcomes
on the left and with a red marker
the possible negative outcomes
on the right. Discuss each listing.
Possible Positive Outcomes of Large, Multi-Purpose Dam

 Provision of Water for Agriculture,

Industries and Domestic Consumption
 Flood Mitigation
 Electricity Generation
 Improved Inland Navigation
 Opportunities for Contractors,
Vendors, Project Employees and
Labourers etc. over the Dam‘s Project
and Operational Life-Cycle
 Institutional Capacity-Building &
Acquired Technical and Managerial
Expertise and Experience
 Information and Knowledge Genera-
tion Useful for Future Dam Projects
Possible Positive Outcomes of Large, Multi-Purpose Dam

 New Income-Generating
Opportunities (e.g. in Fisheries,
Agro-based Industr.)
 Tourism and Recreational Activities
(e.g. Boating, Hiking, Swimming &
Scuba-Diving, Camping, Picknicking)
 Creation of New Ecological Systems
and Sanctuaries
 Prevention of Soil Erosion
 National Pride Effect & Sense of
Accomplishment
Possible Negative Outcomes of Large, Multi-Purpose Dam

 High Cost of Construction, Operations

and Maintenance
 Involuntary Dispossession of Land and
Resettlement of Affected Communities
 Economic Disruption and Loss Due to
Submergence of Productive Land and
Habited Settlements and Relocation of
Communities
 Emotional Traumatization of People
Displaced from their Ancestral Lands
 Difficulty Faced by the Displaced in Re-
establishing their Lives and Livelihoods
 Neg. Economic Impact on Communi-
ties Upstream & Downstream
Possible Negative Outcomes of Large, Multi-Purpose Dam

 Damage to and/or Destruction of Eco-

logical Systems (Fauna and Flora)
 Destruction of Archeological Heritage
 Negative Impact on Cultural Landscape
 Danger of Dam Collapse or Breakage
due to Construction Flaws,
Earthquakes, Sabotage, War etc.
 Enhanced Seismic Activity (Surmised)
 Bitter Polarization between Dam Sup-
porters and Opponents
Possible Negative Outcomes of Large, Multi-Purpose Dam

 Possibility of Human Rights Violations

 Negative Media Publicity
 Reduced Access to Water Downstream
 Transboun. Water Disputes & Conflicts
 Projct Case Study from Pakistan
(Tarbela Dam and Related Aspects of the Indus River Basin)

Completed in November
2000, this insightful 181-
page case study was
produced for the World
Commission on Dams.
The case study contains
detailed information about
the construction, opera-
tions and multidimensional
positive and negative
impact of the Tarbela Dam.
Projects:
The Change Dimension
 Projects and the Phenomena of Change

Projects go hand in hand with change.

Change may have a profound effect on
organizations – irrespective of whether
they are in the private, public or non-
governmental sectors.

The change caused by projects can have

an enormous, long-lasting impact on
countries, regions, continents - even the
whole world!
 Class Quiz and Discussion

All projects have traditionally been closely associated

with the word „change“.
Why is there this association between these terms? By
looking at projects collectively, identify at least ten
ways in which projects have changed our world for the
better and at least ten ways in which their impact has
not been beneficial or desirable.

Quiz Time = 20 minutes

 Impact of Projects: 10+ Ways For The Better

 Driver of Human Civilization and a Source

of Hope and Inspiration for Mankind
 Colossal Advances: Science & Technology
 Boosting Food Production
 Giving Energy to Light our Homes and
Power our Vehicles and Industry
 Providing Education, Health, Water,
Sanitation and Host of Social Services
 Ensuring Access to a Vast Spectrum of
Consumer Products and Services
 Enhanced Mobility of People
 Impact of Projects: 10+ Ways For The Better

 Enhanced Mobility of Information and

Knowledge through the Revolution in
Information & Communication Systems
 (Media-Driven) Global Awareness
 Enjoyment and Entertainment
 Employment, Income-Generation, Mate-
rial Prosperity and Economic Growth
 Lifted Millions out of Poverty
 Combatting Underdevelopment across
the Globe
 Impact of Projects: 10+ Ways For The Better

 People Empowerment, Administrative

and Legal Reforms, Good Governance
 Relief to, and Rehabilitation of, Victims of
Natural & Man-made Disasters
 Extended Human Life-Span Longevity
 Promoted Cooperation and Integration
Between Countries (e.g. ASEAN, GCC, EU,
NAFTA, SAARC)
 Impact of Projects: 10+ Ways For The Worse

 Pollution (Air, Land, Sea, Noise)

 Damage to, and Destruction of, Ecologi-
cal Systems (Fauna, Flora)
 Global Warming
 Crime and Terrorism (caused, for exam-
ple, by Advances in ICT and Telecommuni-
cations)
 Death, Disability, Injury, Illness
 Human Rights Violations (e.g. in Conse-
quence of Forced Evictions and Land
Acquisitions)
 Impact of Projects: 10+ Ways For The Worse

 Corruption through Payment of Kick-

backs and Illicit Gratification to Officials
 Economic and Social Misery
 Growing Gap between Rich and Poor
Countries and Regions
 Depletion of World’s Natural Resources
 Increased Hectic and Stress in our Lives
 Loss of Privacy
 Cultural Destabilization
 Immigration-Induced Social Problems
 Impact of Projects: 10+ Ways For The Worse

 Transnational Conflicts over Natural

Resources (e.g. Water and Energy)
 Arms Races & Weaponization
 ABC Weapons of Mass Destruction
Simple, Complex and
Impossible Projects
 Project Complexity
Examples of „Simple Projects“

Research Papers Relocating

Tree Planting Campaigns Weddings

Relief Collections Painting

Preparing for
Parties
Examinations
 Project Complexity
Examples of „Complex Projects“

Bridges Nuclear Power

Stations

Ocean Liners Dams

Commercial Aircraft Skyscrapers

Man on the
Olympic Games
Moon
 Project Complexity
More Examples of „Complex Projects“

Highways Large Factories

Airports Electrical Power

Infrastructure

Transnational Software
Oil & Gas Pipelines Development

Sophisticated Movie
Weapon Systems Blockbuster
 (Currently) Impossible Projects
– Some Examples

Make a Machine to turn Water to Wine

Create the Pill of Immortality

Design a Spaceship for Intergalactic Travel

Invent a Time Travel Machine

Construct a Teleportation System

On „Possibility“ & „Impossibility“ of Projects

Technological sophistication and

the depth of our knowledge
determine, among other factors,
the „possibility“ or „impossibility“
of projects.
Some projects deemed impossible
in the not-too-distant past – such
as NASA‘s moon mission – have
become possible in our time.
On „Possibility“ & „Impossibility“ of Projects

And although the projects indicated

in the previous slide may be
„impossible“ to achieve now given
the level of our present-day
technology and knowledge, they
may certainly „become possible“ in
the coming years and decades as
science advances and new vistas
present themselves.
 Class Quiz and Discussion

What is a „megaproject“? Is cost

the sole determining criteria or
are there other criteria which
must be considered?

Review specific examples of

mega-projects in Pakistan and
across the world in the fields of
construction and infrastructure,
engineering, information techno-
Quiz Time = 20 minutes
logy, and the development sector.
 Typical Attributes of Complex Projects
 Broad scope, large number of delivera-  High levels of risk and uncertainty
bles, complex and frequently changing  Quality considerations have high priority
requirements & specifications
 Require constant and careful monitoring
 Long life-span & highly capital-intensive
and evaluation along with application of
with complex financing arrangements
controlling measures
(incl. lending consortia)
 Flexibility to adapt to changing situations
 Human resource, information and
and priorities
technology-intensive
 Formation of international consortiums
 Substantial specialization, expertise and
and cultural management considerations
experience needed from project team
 High conflict potential
 Need a sophisticated project manage-
ment methodology  Strong leadership skills required of
project manager and motivation and
 Thorough project planning, a well-
tenacity of the project team
structured project organization and clear
delineation of roles and responsibilities  Large net of suppliers, vendors and
of key stakeholders is a prerequisite for contractors
success  Political and social pressures
 Numerous stakeholders (some  Bureaucratic hassles
supportive, others adversarial) and need
for extensive communication and  Anticipated and unanticipated Issues
coordination
Typical Attributes of „Complex“ Projects
 Very high level of inherent complex-
ity, multiple subprojects and objecti-
ves, and large number of deliverables
 Multifaceted project outcomes over
time (quantifiable/non-quantifiable)
 Project scope usually not fully and
clearly defined at the onset, and pro-
ject requirements and specifications
may change signifcantly over time
 Long project life-span often exten-
ding over five – and occasionally over
ten - years
Typical Attributes of „Complex“ Projects
 Highly cost-intensive with total project
cost running into hundreds of millions
or even several billions
 High level of skill specialization, ex-
pertise and experience input needed
from project team and human
resources
 Gradual accumulation of a huge pool
of information and knowledge about
the project which must be catego-
rized, carefully documented and pro-
perly disseminated to all concerned
stakeholders
Typical Attributes of „Complex“ Projects
 Technology-intensive and subject to
changing technological standards over
time
 Sophisticated and effective methodo-
logy needed to successfully manage
the project and its complexity
 Need for meticulous integrated pro-
ject planning
 Need for a well-structured project
organization and unambiguous de-
lineation of roles and responsibilities
of all key stakeholders
Typical Attributes of „Complex“ Projects

 Need to carefully and continuously

communicate, interact and coordi-
nate with a large, diverse and spa-
tially dispersed community of stake-
holders (some actively supportive,
others actively adversarial)
 Diverse, often severe and changing
risks and uncertainties over time, and
emergence of complex unanticipated
issues
 Prioritization of the quality of the
project work performed
Typical Attributes of „Complex“ Projects
 Complex procurement system usually
spanning a large net of suppliers and
vendors
 Construction projects may have many
contractors and subcontractors
 Complex system of contracts which
has to be carefully managed
 Frequently undertaken as Public-
Private-Partnerships or by Consor-
tiums
 Diverse financing sources and com-
plex financing arrangements
Typical Attributes of „Complex“ Projects
 Changing project environmental and
framework conditions necessitate a
high level of adaptability and resilience
 Familiarization with local, national and
international laws and regulations
indispensible
 Bureaucratic hindrances
 Social pressures
 May be affected by economic and
political crises and by civil strife
(especially in developing countries)
Typical Attributes of „Complex“ Projects

 Cultural considerations and manage-

ment
 High and sudden potential for conflict
 Effective monitoring, evaluation and
control system without which the
project will experience serious
complications
 Categorizing and
Classifying Projects
Project Categorization & Classification

Though there is a consensus on

the need for “categorizing” and
“classifying” projects, there
exists at present no universally
accepted template.
Some project management
scholars have attempted to de-
velop a project categorization
framework. However, research
undertaken in this field is still
evolving.
Project Categorization & Classification

Projects can be grouped in

“categories”. These are not
mutually exclusive, i.e., a pro-
ject may be in two or more
categories.
Categories may have subcate-
gories. Subcategories can
contain “classes” which are
mutually exclusive , i.e., a
project can only be placed in
one class.
 Project Categorization & Classification

PROJECT PROJECT PROJECT

CATEGORY A CATEGORY B CATEGORY C

SUBCAT A SUBCAT A SUBCAT B SUBCAT B SUBCAT B SUBCAT C SUBCAT C

PROJECTS
 Project Categorization Scheme
(Based on Russel Archibald)

Aerospace / Defence Projects: Examples:

 Defense Systems New Weapon System, Major Weapon
 Space System Upgrade, Satellite
 Military Projects Development Launch, Space Station
Mod, Task Force Invasion.

Business & Organization Examples:

Change Projects: Acquire and Integrate Competing
 Acquisition / Merger Company, Major Improvement in
 Mgmt. Process Improvement Project Management, Form and
 New Business Venture Launch New Company, Consolidate
 Organization Restructuring Divisions and Downsize Company,
 Legal Proceeding Major Litigation Case.
 Project Categorization Scheme
(Based on Russel Archibald)

Communication Systems Examples:

Projects: Microwave Communications
 Network Communication Systems Network, 3rd Generation Wireless
 Switching Communication Communication System.
Systems
Examples:
Event Projects:
2004 Summer Olympics, 2006 World
 International Events
Cup Match, 2005 U.S. Super Bowl,
 National Events
2004 Political Conventions.

Examples:
Information Systems New Project Management Informa-
(software) Projects: tion System (IS Hardware is in the
Product Development Category).
 Project Categorization Scheme
(Based on Russel Archibald)

Facilities Projects: Examples:

 Facility Decommissioning Closure of Nuclear Power Stations,
 Facility Demolition Demolition of High-Rise Buildings,
 Facility Maintenance and Process Plant Maintenance Turn-
 Modification around, Conversion of Plant for New
 Facility Design/Procurement/ Products/Market.
Construction
Flood Control Dam, Highway Inter-
Civil change, New Gas-fired Power
Energy Generation Plant, Pipeline, Chemical
Environmental Waste Cleanup, 40 Story Office
High-rise
Building, New Manufacturing Plant,
Industrial
Commercial
New Shopping Center, Office
Residential Building, New Housing Sub-division,
Ships New Tanker, Container or Passenger
Ship.
 Project Categorization Scheme
(Based on Russel Archibald)

Intern. Development Projects: Examples: People and Process

 Agriculture/Rural Develop. Intensive Projects in Developing
 Education Countries Funded by the World Bank,
 Health Regional Development Banks, US
 Nutrition Agency for International
 Population Development (USAID), UNIDO, and
 Small-Scale Enterprise other UN and Government Agencies,
 Infrastructure and Capital/ Civil Works Intensive
Projects, Which are Often Different
Energy (Oil, Gas, Coal, Power
from Facilities Projects (see previous
Generation and Distribution)
Industrial slide) in that they Include, as Part of
Telecommunications the Project, Creating an Organiza-
Transportation tional Entity to Operate and Maintain
Urbanization the Facility, and Lending Agencies
Water Supply and Sewage Impose their Project Life-Cycle and
Irrigation Reporting Requirements.
 Project Categorization Scheme
(Based on Russel Archibald)

Media and Entertainment Examples:

Projects: New Motion Picture (Film or Digital),
 Motion Picture New TV Episode, New Opera
 TV Segment Premiere.
 Live Play or Music Event

Product and Service

Development Projects: Examples:
 New Desktop Computer, New Earth-
Information Technology Hardware
Moving Machine, New Automobile
 Industrial Product/Process
 and New Food Product, New
Consumer Product/Process
Cholesterol-Lowering Drug, New Life
 Pharmaceutical Product/Process
Insurance or Annuity Offering.
 Service (Financial, Other)
 Project Categorization Scheme
(Based on Russel Archibald)

Research and Development Examples:

Projects: Measure Changes in the Ozone Layer,
 Environmental How to Reduce Pollutant Emission,
 Industrial Determine Best Crop for Sub-Sahara
 Economic Development Africa, Test New Treatment for Breast
 Medical Cancer, Determine the Possibility of
 Scientific Life on Mars.

Examples:
Other Categories of Projects:
As yet undefined.
Project Categorization Scheme
(Russel Archibald)
Project Categorization Scheme
(Russel Archibald)
 Project Classification Critria
Many criteria can be used to “classify” projects, e.g.:

 Strategic Fit or Alignment

 Complexity
 Risk Level
 Resource Requirement
 Competency
 Time-frame
 Cost
 Technology