Upload
joiyalove
View
165
Download
1
Embed Size (px)
Citation preview
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 1
What is a Project? (Sample Definitions 1)
There are a large number of project definitions!
Example 1:
A project is a temporary endeavor undertaken to create a unique
product, service, or result
(Guide to the Project Management – Body of Knowledge,
the Project Management Institute, 3rd. Ed., 2004, p. 5)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 2
What is a Project? (Sample Definitions 2)
Example 2:
A project is a sequence of unique, complex and connected activities having
one goal or purpose that must
be completed by a specific time, wthin budget and according to specification
(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective Project Management, John Wiley & Sons, 2002, p. 65)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 3
What is a Project? (Sample Definitions 3)
Example 3:
A project is a complex, nonroutine, one-time effort limited by time,
budget, resources, and performance specifications
designed to meet customer needs
(Clifford F. Gray / Erik W. Larson, Project Management:
The Managerial Process, 2. ed., p. 15)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 4
What is a Project? (Sample Definitions 4)
Example 4:
Projects are ad hoc, resource-consuming activities used to implement
organizational strategies, achieve enterprise goals and objectives, and contribute to the realization of the
enterprise‘s mission
(David I. Cleland / Lewis R. Ireland, Project Management:
Design and Strategic Implementation, 4th ed., p. 10)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 5
Subprojects Subprojects are smaller, more manageable components of
larger, more complex projects
Subprojects have their own goals and outputs (deliverables); the deliverables together constitute the final deliverable
Subprojects are comprised of project team members and are headed by subproject managers who, analogous to the project manager, must have excellent decision-making, communication and other requisite skills, and be in a position to manage the implementation of the subproject work effectively and efficiently
Subprojects have, analogous to the main project in which they are integrated, their own scope, schedules, costs, human resources and risks
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 6
SubprojectsExample: The Sydney Olympic Games 2000
EventsEvents
Venues, FacilitiesAccommodation
Venues, FacilitiesAccommodation
TransportTransport
Media Facilities and Coordination
Media Facilities and Coordination
TelecommunicationsTelecommunications
Security Arrangements
Security Arrangements
Medical CareMedical Care
Human Resourcesand Volunteers
Human Resourcesand Volunteers
Cultural OlympiadCultural Olympiad
Pre-Games TrainingPre-Games Training
IT-ProjectsIT-Projects
Opening and ClosingCeremonies
Opening and ClosingCeremonies
Public RelationsPublic Relations
FinancingFinancing
Test Games and Trial Events
Test Games and Trial Events
Sponsorship Management
Sponsorship Management
The Sydney Olympic Games 2000 was a highly complex project which comprised several distinct work areas, each of which could be con- sidered as subprojects, in their own right, and which all had to be in- tegrated and coordinated within the framework of the overall olympic project.
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 7
Programmes (1)
A programme is basically a group of related projects managed in
a coordinated way to obtain benefits and control not
available from managing them individually
AfforestationAfforestation
ElectrificationElectrification
Poverty AlleviationPoverty Alleviation
Primary Education PromotionPrimary Education Promotion
ImmunizationImmunization
PrivatizationPrivatization
Space ExplorationSpace Exploration
WeaponizationWeaponization
Urban RegenerationUrban Regeneration
Water Resource DevelopmentWater Resource Development
Project AProject A
Project BProject B
Project CProject C
ProgrammeX
ProgrammeX
Project DProject D
Project EProject E
Project FProject F
EX
AM
PL
ES
OF
PR
OG
RA
MM
ES
EX
AM
PL
ES
OF
PR
OG
RA
MM
ES
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 8
Programmes (2)
A CAPITALINVESTMENTPROGRAMME
A CAPITALINVESTMENTPROGRAMME
May comprise following projects
Project for Upgrading EquipmentProject for Upgrading Equipment
Project for Training PersonnelProject for Training Personnel
Project for Expanding Production Lines
Project for Expanding Production Lines
Project for Acquiring Large-ScaleFunding
Project for Acquiring Large-ScaleFunding
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 9
• Programmes and projects have goals which define their purpose of existence
• Programmes and projects have life-spans defining a starting and ending point in time
• Programmes and projects necessarily incur a cost
• Programmes and projects require application of a methodology in order to make the programme or project successful
• Programmes and projects add value to an organization and must be „strategically aligned“ with it
Programmes and Projects(Similarities)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 10
• Programmes may have multiple overarching goals whereas projects have one prime goal
• A programme has a longer life-span and obviously costs more than the combination of all the projects which constitute it
• A programme is inherently more complex than a constituting project – it has a broader scope and may require extensive coordination between its various constituting projects
• Whereas a project results in the creation of an output and is then ended, a programme must integrate and maintain the operationality of that output for a specified period of time
Programmes and Projects(Differences)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 11
What is a Process? (1)
A process can be defined as a system of operations in the design, development and production of something,
whereby inherent in such a process is a series of actions,
changes, or operations that bring about an end result.
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 12
What is a Process? (2)
According to the Project Management Institute, a process
can also be defined as
„a set of inter-related actions and activities that are performed to
achieve a prespecified set of products, results, or services“.
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 13
A Project‘s Defining Characteristics
All projects have one prime goal, for e.g., the design and development of a new camera, construction of a railway station, regeneration of a derelict neighbourhood, and optimization of manufacturing processes in an organization.
GOAL
The project goal, along with the requirements and predetermined technical specifications which must be met by the project team, determines the scope of the project.
In addition to the prime goal, projects can have any number of ancillary goals (objectives).
<Project Charter, Statement of Work, Scope Statement>
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 14
.
COSTAll projects must incur a cost because they consume resources. There can be a multitude of cost items, for e.g., for the salaries and wages of project staff, administration and overheads, project infrastructure, raw materials and equipment used, rents, consultants and for the work performed by contractors.
Estimating the cost of a complex project with a high degree of precision can be difficult in its early stages. Cost overruns are common on projects and are considered a manifestation of project failure.
<Project Cost Estimating & Budgeting, Cost Baseline, Earned Value Technique>
A Project‘s Defining Characteristics
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 15
TIME
The project life-span can range from very short, for e.g., a week for rearranging books in a library to very long, for e.g., ten years for the construction of a large dam with attached electric power generating station.
It is often difficult to determine with accuracy the life-span of a project due to numerous factors which can influence the project schedule. Like cost overruns, schedule overruns too are common in projects andthey are also considered a manifestation of project failure.
All projects have a life span, corresponding to the interval between the point in time the project formally commences and the point in time when it is completed or prematurely terminated.
<Project Phases, Milestones, Activities, Gantt Charts, Network Diagrams, PERT/CPM>
A Project‘s Defining Characteristics
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 16
UNIQUENESSAll projects are unique! No two projects are completely alike – even if they have the same goal and scope, same life-span and allocated budget, and same project manager and team.
Each project will always differ, however small, in at least some respect from another similar project, for e.g., in the manner the project was managed and methodology applied, in the project stakeholders and the level of interaction with them over the project life-span, in the risks and problems which surfaced in the course of planning and implementing the project, and so forth.
A Project‘s Defining Characteristics
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 17
SATISFYING NEEDSAll projects are undertaken in order to satisy a customer‘s need (or exploit an opportunity) - in or outside the project-undertaking organization. Sometimes projects are done in order to conform to a statutory requirement.
Examples of projects undertaken to satisfy an internal need/opportunity include the introduction of a corporation-wide IT Database System, training of employees in TQM and expansion of manufacturing capacity.
Examples of projects undertaken to satisfy an external need/opportunity include new product or service development for a specific client or for mass marketing, and contract work in a building construction project.
Examples of projects undertaken to conform to the law include installation of a filter to reduce the firm‘s pollution emission levels and remodelling a worker hostel as a precautionary measure against fire hazard.
A Project‘s Defining Characteristics
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 18
Project Complexity Some Examples of „Simple Projects“
Research Papers
Tree Planting Campaigns
Relief Collections
Examinations
Relocating
Weddings
Painting
Parties
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 19
Project Complexity Some Examples of „Complex Projects“
Bridges
Ocean Liners
Commercial Aircraft
Olympic Games
Nuclear Power Stations
Man on the Moon
Dams
Skyscrapers
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 20
Major Projects in Pakistan: Selected Examples
(includes on-going projects and projects in consideration)
Tarbela and Mangla Dams, Kalabagh Dam (?)
Habib Bank Plaza, Muslim Commercial Bank Building
Karakorum Highway, Islamabad-Lahore Motorway, Islamabad-Peshawar Motorway (under construction)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 21
Major Projects in Pakistan: Examples (includes on-going projects and projects in consideration)
Jinnah International Airport, Allama Iqbal International Airport, Islamabad Airport (under construction)
Karachi Nuclear Power Project, Chashma Nuclear Power Plant
Turkmenistan to Pakistan Gas Pipeline (under consideration), Iran to India (via Pakistan) Gas Pipeline (under consideration)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 22
Projects in a Historical PerspectiveProjects are presumably as old as mankind itself. Projects in antiquity, and even in the medieval period tended, by and large, to be architectural in nature. Selected examples of prominent projects in the historical context are:
the seven wonders of the ancient world the gothic cathedrals of Europe the palaces, mosques and mausoleums of the Mughals, Safavids and Ottomans Temple complexes in India and South-East Asia and Central and South America Castles, fortresses, military campaigns
With the rapid advancement in technology, knowledge, specialization, resource availability and managerial capabilities – projects have become much more complex and diverse
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 23
How Important are Projects?
Projects are the building blocks of the myriad achievements – architectural,
artistic, economic, scientific, technological, and in many other fields - which
characterize our human civilization
Life, with all the comforts and niceties as we know it today, would not be
possible without projects
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 24
What is „Project Management?“ (1)
Project Management can be defined as
„a method and a set of techniques based on the accepted principles of
management used for planning, estimating and controlling work
activities to reach a desired end result on time – within budget and according
to specification“
(Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project Management, 2. ed., John Wiley & Sons, 2002, p. 79)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 25
What is „Project Management?“ (2)
Project Management can also be defined as a
„unique process, consisting of a set of coordinated and controlled activities
with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the
constraints of time, cost and resources“
[ISO 9001:2000]
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 26
What is „Project Management“ (?)
Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term
objective that has been established to complete specific goals and objectives. Furthermore, project management utilizes the
systems approach to management by having functional personnel (the vertical hierarchy) assigned to a specific
project (the horizontal hierarchy)
Harold Kerzner, Project Management: A Systems Approach to Planing, Scheduling and Controlling, John Wiley & Sons, Inc., New York et. al.,
7. ed, 2001, p. 4
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 27
Project Management Process Groups
INITIATIONINITIATION
PLANNINGPLANNING
EXECUTIONEXECUTION
MONITORING &CONTROL
MONITORING &CONTROL
CLOSINGCLOSING
PROJECTSPROJECTS
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 28
The Functions of Project Management
ProjectResources
CONTROLLING
Who judges results and by what standards?
PLANNING
What are we aiming for and why?
ORGANIZING
What‘s involved and why?
DIRECTING
Who decides what and when?
MOTIVATION
What brings out the best in people?
David I. Cleland / Lewis R. Ireland, Project Management: Strategic Design and Implementation, 4th ed., p. 42.
The basic functions of general management equally apply to project management
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 29
A „Typical“ Project Life-Cycle
Phase 1: Conceptual
Planning Implementation
Phase 3: Termination
Do
lla
rs o
f M
an
ho
urs
(le
ve
l o
f E
ffo
rt)
• Identify Need• Establish Feasibility• Identify Alternatives• Prepare Proposal• Develop Basic Budget and Schedule• Identify Project Team
• Implement Schedule• Conduct Studies and analyses• Design System• Build/test prototypes• Analyze results• Obtain approval for production
• Procure Materials• Build/ test tooling• Develop support requirements• Procure System• Verify Performance• Modify as required
• Train functional personnel• Transfer materials• Transfer responsibility• Release resources• Reassign project team members
David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 50.
ClosingInitiation
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 30
Managerial Actions in the Project Life-Cycle Phases
Planning Phase
Define the projectorganization
Define the projecttargets
Prepare the schedulefor the execution Phase
Define and allocate tasks and resources
Build the project team
Conceptual Phase
Determine that a project is needed
Establish goals
Estimate the resources that the organization is willing to commit
„Sell“ the organization on the need for a project approach
Make key personnel appointments
Execution Phase
Perform the workof the project(i.e. design, con-struction, production,Site activation, testing, delivery etc.)
Termination Phase
Assist in transfer ofProject product
Transfer human and non-human resourcesto other organizations
Transfer or completeCommittments
Terminate project
Reward personnel
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 31
Project Resource Requirements Over Time
Lev
el o
f R
eso
urc
e re
qu
ired
Time – Project Life-Cycle
Project Initiation Project Planning Project implementation Project Closure
Low resource
usage
Low resource
usage
Resource usage increasesas project work
expands
Resource usage increasesas project work
expands
Resource usage high as project Implementation goes
into full-swing
Resource usage high as project Implementation goes
into full-swing
Resourceusage goesdown sig-nificantly
Resourceusage goesdown sig-nificantly
Budget ($)
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 32
Core Truths About Projects and Project Management
Major projects are considered the building
blocks in the design and implementation
of an organization’s strategy
Projects are an important means
for ensuring an organization’s
survival and growth
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 33
Core Truths About Projects And Project Management
Project Management helps organizations
successfully tackle change in an environment
– economic, social, political, legal
technological, competitive, international and
others – which is characterized by a high
degree of complexity, dynamism and uncertainty
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 34
Core Truths About Projects And Project Management
Project Management allows a focused,
integrated and process-driven application
of an organization’s resources for
effective and efficient realization
of the organization’s goals
and objectives, and its mission
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 35
Major Benefits of Project Management (1)
Timely development of complex products and services
Notable organizational processes improvements
Cost reduction
Accomplishment of more work in less time and with less resources without compromising quality
Enhancement in the quality of the goods and services produced
More customer influence on product or service design, cost, schedule and project plan, and enhanced customer satisfaction
Higher project schedule and cost estimation accuracy
More appropriate in terms of cooperation, communication and coordination across functional-organizational delineations
Usually more appropriate for highly complex and interdependent tasks
increased employee motivation and productivity
Assistant Professor Dr. Aurangzeb Z. KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 36
Increased profitabilty for the enterprise and increased shareholder
value
Fosters a new spirit of dynamism in the enterprise
The focussed, flexible and systematic nature of PM makes the
organization more likely to realize its goals, objectives and mission
in an effective and efficient manner
PM is solutions-driven and offers a structured process for effectively
tackling problems
Enhancement of the organization‘s reputation and business
prospects
Virtually all industries can benefit from project management
Major Benefits of Project Management (2)