PM401

Project Management

Introduction to 7017MAA
Module

Dr Usama Abrar

⁛ Course Leader
⁛ Assistant Professor

⁛ [email protected]

Introduction - page 1
 Rules of Engagement
 You are expected to behave in a very
professional manner
 Lectures start promptly

Please ensure that all mobile

phones are switched off/
on silent & out of sight

No Eating or
drinking in
class

Thank you

Recommended
Reading
 Lecture Notes
A wealth of

publications in the
Library

Introduction to 7017MAA Module

Introduction - page 2
 Module Notes

 The notes are divided into sections, as shown

in the sequence of sessions
 You would be expected to demonstrate that you
have absorbed some of the recommended
reading and researched other sources of
information
 Sessions will include some additional
material & many practical exercises

Intended Module Learning

Objectives

On successful completion of this module, students

should be able to:
1. Assess the business case for a project.
2. Recommend a suitable structure & process for
monitoring & controlling of the project.
3. Formulate a strategy for the implementation of
change
4. Perform effectively & efficiently as a member
of a project team.

Introduction - page 3
 Assessment Methods
S/No Description Effort Percentage Due Date

1 Project Report Group 70% 10/12/2019

2 Test of
Individual 30% 03/12/2019
Understanding

Pass Mark
Assessment 1 = 30%
Assessment 2 = 50%
Sessional = 20%

Assessment 1
It’s all about…

Using your:
Imagination
Creativity
Assessment 1
=

Introduction - page 4
 3 Levels of Competency

1.I know Project Management

2. I can do Project Management
I can adapt to new situations!
3.I can apply Project Management

Knowledge Skillfulness Proficiency

Introduction to 7017MAA Module
Instruction Application

Don’t
PANIC!
 Submit your Assessments on time!
 Don’t miss:
 Lectures
 Seminars
 Group Meetings
 Keep your Data safe

Introduction - page 5
 Date
W/C
Timetable Lectures

1 Introduction to Project Management

PM Processes & Project Integration

2
Management
3 Project Teams & Organisation
4 Project Stakeholder Management
5 Project Scope Management
6 Project Risk Management/ Health & Safety
7 Project Time Management/ Scheduling
8 Project Cost Management

9 Project Communication Management

10 Project Success/ Close-out

11 Total Quality Management

Project - A Simple Definition

A project is a task with

a beginning

an end

and identifiable objectives

Dr Martin Barnes

Introduction - page 6
 Project - Definition
A project is a unique set of co-ordinated
activities, with a definite starting and
finishing point, undertaken by an
individual/ organisation to meet specific
objectives within defined schedule, cost &
performance parameters

BS 6079-1, 2000: 2

Project – “my Definition”

“A project is a challenge
waiting for solution” Definition adapted from Dr Juran

Challenge, Idea/ Ambition ‘Uncharted waters’ Solution/ outcome

Project = An ambition to do something new

Straw, (2015)

Introduction - page 7
 • “A temporary endeavour undertaken to create a unique product,
service or result” – PMI
• “A set of co-ordinated activities, with a specific start & finish,
pursuing a specific goal with constraints on time, cost &
resources” – ISO 8402
• “A management environment ... created for the purpose of
delivering ... business products according to a specific business
case” – PRINCE2
• “A unique process ... with start & finish dates, undertaken to
achieve an objective ... including constraints on time, cost &
resources” – BSI
• “An endeavour in which ... resources are organised ... to deliver a
unique scope of work ... within constraints of cost & time ...” - APM
Introduction to 7017MAA Module

Project – Explained
A project can be considered to be any series of
activities & tasks that:
 Have specific objective(s) to be completed
within certain specifications
 Have defined start & end dates
 Have funding limits (if applicable)
 Consume human & nonhuman resources
 Are multi-functional (cut across several functional
lines)

Introduction - page 8
 The Iron Triangle

Project Objectives: Parallelogram

Quality

Introduction - page 9
 Projects Vs Operations
Turner R. (2009)

Business as usual Change & innovation

 Operations  Projects

 Repetitive Unique
 Eternal  Finite

 Evolution  Revolu

ary tionary
change change
 Equilibriu  Disequ

m ilibriu
 Balanced m
objectives  Unbala

 Stable nced
resources objecti
 Stability ves
 Transie
 Efficiency
nt
 Roles resourc
 Experienc es
e  Flexibi

Project Classifications lity

 Effecti
(Lock, 2007)
veness
 Goals
 Civil Engineering, construction, petrochemical, mining etc.
 on-site, remote from head office, exposed  toRisk
elements
and
 massive capital investment, consortium, several contractors

 Manufacturing: (equipment, machinery, uncerta

ship, etc.)
 in-house, on-the-spot management, optimum intyenvironment
 usually purpose-built for single customer
 Management: (relocation, restructuring, cultural change)
 might not be a visible tangible result but outcome still vital
 large human resource element & possible resistance to change
 Research
 high level of risk & reward, long duration, high cost
 objectives difficult or impossible to define
 needs a more flexible cost & time management control system

Introduction - page 10
 Examples of Projects
Civil – Burj Khalifa Aeronautic – A380 Event Management – Disaster – Haiti
EuroVision Earthquake

Transport – China Transport – Civil - Milau Bridge Humanitarian - Japan

rail link AGV Earthquake
Train

Sport - Yas Marina Rescue - Chile Civil - World’s Sport - 2012 London
Circui Miners Longest Sea Bridge Olympics
t

Introduction to 7017MAA Module

Project Management
- Definition PMBOK

The application of knowledge, skills,

tools & techniques to project activities in
order to meet stakeholders’ needs &
expectations from a project.

…the discipline of planning, organising &

managing resources to bring about the successful
completion of specific project goals & objectives

Introduction - page 11
 OTHER DEFINITIONS OF PROJECT
MANAGEMENT
Project Management is the
application of management principles
to plan, organise, staff, control and
Project Management is a method direct resources of an organisation in
and set of techniques based on the pursuit of a temporary or one-time,
accepted principles of management specific goal
used for planning, estimating and
controlling work activities, to reach a
desired end result, on time, within
Tim Pyron –
budget and according to specification. Using Microsoft Project for Windows

Project Management provides you with

Joseph Weiss and Robert Wysocki - the tools, knowledge and techniques for
5 Phase Project Management leading, defining, planning, organising,
controlling, and closing a project

Project Management is the art and Ralph L. Kliem, Irwin S. Ludin, and Ken L. Robertson –
science of managing relatively short Project Management Methodology, A Practical Guide for the Next Millennium
term efforts, having finite beginnings
and ending points, usually with a
specific budget, and with customer Project Management is the
specified performance criteria planning, scheduling and
controlling of project activities to
meet project objectives

James Taylor –
A survival guide for Project Managers James P. Lewis –
Fundamentals of Project Management

Project Management
the most transferable management skill

adadasdadadadadadadadaadadada b ecause it is founded on common sense

le

Introduction - page 12
Introduction to 7017MAA
Module

PM: Socio-Technical Dimension

Sociocultural
Leadership
Teamwork
Negotiation
Technical Stakeholders
WBS Conflict Resolution
Resource Allocation
Baseline Budgets
EVA

Introduction - page 13
 PM Journey of Student “A”

engage with the module

Future
Hates PM
as a PM

“Soft skills will be the X-factor

in the workplace” - IBM
“The rise of A.I. & automation means employees are
increasingly tasked with jobs that only humans can
do:
1. thinking creatively,
2. using judgment,
3. employing empathy….
Adaptability will be the most durable skill in the
https://www.ibm.com/blogs/ibm-training/top-skills-you-need-to-succeed-in-the-modern-workplace/
years to come …..”

Introduction - page 14
Introduction to 7017MAA
Module

International Standard
Organisation
2 Standards on PM
 ISO 10006: 2003 - Guidelines for Quality
Management in Projects
 Scope & applicability
 Terms & definitions
 Quality management systems in projects
 Management responsibility
 Resource management
 Product realization
 Measurement, analysis, & improvement
 ISO 21500:2012 - Guidance on Project
Management
 Scope & applicability
 Terms & definitions
 Project management concepts
 Project management processes

Introduction - page 15
 British Standards Institutions

3 Parts Document:
 BS 6079-1:2010 PM – Part 1: Guide to

PM
 BS 6079-2:2010 PM – Part 2:

Vocabulary
 BS 6079-3:2010 PM – Part 3: Guide to

the Management of Business-related

Project Risk
Introduction to 7017MAA Module

Association for Project Management

 Over 16,500 individual & 500 corporate members
in UK & abroad
 Aim: To develop & promote PM across all
sectors of industry & beyond.
 Student membership: designed for full-time
students who attend courses with a significant PM
element.
 Automatically become members of APM's entry level
PM initiative

Introduction - page 16
  It sets standards, conducts research, & provides education
designed to strengthen & further establish professionalism.
 Membership: the Project Management Professional (PMP)
 A globally recognised PM certification, for people with a solid
foundation of PM knowledge & experience gained by working as a
project leader/project manager.

 Produced Project Management Body of Knowledge

(PMBOK)
 A white paper published in 1987 in an attempt to document
and standardise generally accepted project management
information and practices.
http://www.pmi.org.uk/about/proqual.asp http://www.pmi.org/Pages/default.aspx

10 Knowledge Areas & 49

Processes
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications
Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

Introduction - page 17
 A Brief History of PM

Project
Management
2 Forefathers
i. Henry Gantt - Gantt chart
i.Henri Fayol - 5 Management Functions
http://www.mosaicprojects.com.au/PDF_Papers/P050_Origins_of_Modern_PM.pdf

Introduction - page 18
 Why Project Management?
Projects & project management are essential to the
non-routine duties that must bring about change.
 Provides a systematic approach to manage

complexity, uncertainty & risk

 Better, more responsive, control

 Better client relationship

 Sharper focus on results

 Better interdepartmental co-operation

 Shorter development times

 Lower cost, higher quality & reliability

 Higher profit margins & return on investment

Why do we need PM
 To determine roles & responsibilities
 To identify & establish priorities
 To establish & manage realistic deadlines & schedules
 To determine & assign accountability & authority
 To ensure proper documentation of work activities
(determining what documentation is needed & to avoid over
documentation)
 To provide effective & timely communications to
each stakeholder
 To reduce rework & redundant work
42

Introduction - page 19
 Why Study Project Management?

2 Sets of People:
 People who are Project
Managers (have some Project
Management responsibilities)

 People who report to Project

Managers
3

Project Management Drivers

What drives project management?
 Time to market/ Competitiveness
 Strategic cost and quality requirements

 Flatter management structures

 Team working
 Low cost project management

software
 Simultaneous or concurrent engineering
 Cost penalties in contracts
 Cost of work in progress

Introduction - page 20
 Benefits of Project
Management
 Allocate scarce resources
 Focus management skills on to specific tasks
 Secure commitments to deliver results
 Direct elements of the business with excessive
planning
 Keep control of multiple projects
 Ensure that quality and safety are engineered
into projects at the design stage
 Extend the experience of staff
Introduction to 7017MAA Module

Projects, Programmes & Portfolio

Strategic objectives and targets

Strategic benefits

Programme
Portfolio Management

Programme 1 Programme 2
Management

Project Management Project A Project B Project C Project D Project E

Business-as-usual

Introduction to 7017MAA Module Adapted from APMBoK

Introduction - page 21
 Projects, Programmes & Portfolios
Project

Programme
Project
A

Project

Project

Programme
Portfolio Project
B

Project

Project

Programme
Project
C

Project

Programme Management
 Coordinated management of a group of projects having a
common strategic objective to deliver benefits that
would not be achieved were the projects managed
independently
 e.g.
 Product extension – extending the life of an existing product to
fill a potential gap in the product life cycle
 New Product development – designing and producing a new
product to replace an existing product
 Process development – improving the manufacturing
process to
enable more efficient production
 Coordinating deliverables, interfaces, resources,
priorities, information, technology
Introduction to 7017MAA Module

Introduction - page 22
 4 Types of Programme
1. The multi-project (multi-client) programme
e.g. an organisation gives contracts to many
organisation
2. The multi-project (single client) programme
e.g. an organisation has many projects for the
same customer
3. The mega-project programme
e.g. numerous highly interdependent projects aimed
at delivering a superordinate goal
4. The programme management (or management
by projects) organisation
Introduction to 7017MAA Module Reiss (1996)

Programmes & Projects

Programme management is different from
project management.
Programme manager:
Project manager:
• Has more complex and subtle
• Is focused on success criteria. e.g.: A Govt
programme to manage the
making project succeed;
consequences of harsh weather, floods,
• Delivering the project is drought, snowstorms & climate
change. Logically, there will not be
everything and floods & drought at the same time.

• Failure results if project • The programme can succeed

without every single project
not delivered succeeding.
Introduction to 7017MAA Module

Introduction - page 23
 Project Portfolio Management
The continuous process of selecting & managing the optimum set of
project-oriented initiatives to deliver maximum business value.”

Grouping of projects for management convenience

Often sharing
common resources
Portfolio projects
do not necessarily
share common
objectives
Ensures that projects
are ‘visible’
Avoids duplication, or
inappropriate projects,

Summary – Today’s Lecture

 Rules of Engagement
 Intended Learning Outcomes
 Assessments
 Definitions of “P” & “PM”
 Examples of Projects
 Why study PM?
 Brief History of PM
 Projects, Programmes & Portfolios

Introduction - page 24