Presentation on theme: "Management & Development of Complex Projects Course Code - 706"— Presentation transcript:
1 Management & Development of Complex Projects Course Code - 706 MS Project ManagementManagement & Development of Complex ProjectsCourse Code - 706IntroductionEngr. Tabjeel Ashraf, PE, PMPBSc. (Civil Engg), MSc (Civil Engg), MPMMPEC,MPMI, MIEP, MASCELecture # 1
2 Introduction of Instructor (Professional Expereince) ENGR. TABJEEL ASHRAF, PE,PMPBSc. (Civil Engg), MSc (Civil Engg), MPMMPEC,MPMI, MIEP, MASCEMy Employers: Site / planning Engineer, CB, Gujrawala & Lahore.: Project Engineer, DES, Lahore: Assistant Director, NHA, IslamabadSince 2010: Deputy Director, NHA, IslamabadMy Professional Work ExperienceCompleted more than 50 projects in Transportation / Highway Planning, Engineering & Management feild in the capacity of individual consultant.Completed more than 30 projects in Project Management field in the capcity of individual consultant.Has successfully worked and completed seven (7) Programs
3 Introduction of Instructor (Teaching Expereince) I have taught courses of;Construction Project Administration (NUST, Islamabd)Risk Management in Construction (NUST, Islamabad)Development & Management of Complex Projects (CIIT, Islamabd)Project Cost Management (Different Institutions)Project Time Management (Different Institutions)Project Risk Management (Different Institutions)Pavement Management System in Pakistan (Different Institutions)Procurmenet Management of projects (Different Institutions)MS Project 2007 & Primavera P6 (Different Institutions)Software Aided Quantitative Risk Analyses (NUST, Islamabad)*(institutions include, CIIT, Islamabad. NUST, Islamabad. UET, Lahore. PIDE, Islamabad. IEP, Islamabad Chapter. & different project executing government agencies)
4 Course Conduct 32 Lectures each of one hour (total 32 hour lectures) Video recordings of the lecturesBasic project managemnet framework and holistic viewComplex project management framework in PakistanExpousre to usage of advanced level project management toolsCompletion of course outlinesMS Powerpoint presentations supplimented with the PM literatutreReview of case studiesImplementation of tools to real world complex project problemsAdvance level software useage for project managementLectures slides in EnglishLectures are bi-lingual for better and maximum understanding of studentsQuizzes, Asigmenet, Mid Term and Final ExaminationOverall student evaluation
5 Some Guiding PointsDo listen to lectures very attentively and carefully.Be inquisitive, analytical, critical and creative in your approach for learning project managementDo read the prescribed course literatureDo google/wiki/surf things related to lectures and project managementRead related research papers, blogs, discussions and journelsDon‘t use cell phones while watching lectures (switch them off!)Don’t use any other applications unless and otherwise advised so during watching lecture videosDon‘t miss out on your assignments and examinationsDon‘t cheat in the Mid, Quizzes, Assignments or final examinations
6 Code of Ethics and Professional Conduct The Code of Ethics and Professional Conduct of this course describes the expectations that we have of ourselves and our fellow practitioners in project management field. It articulates the ideals to which we aspire as well as the behaviors that are mandatory in our professional and volunteer roles.Responsibility, Respect, Fairness & Honesty are the prime consideration in addition to professionalism at our work places, learning institutions and at community level.(Adopted from PMI, USA)
7 Objectives of This Course To give participants a broad introduction to the subject of complex project management to manage complexity to meet project objectives in a novel wayTo acquaint the course participants comprehensively and at considerable depth with project management tools to be applied to project activities to maximize the probability of success of such projects.To motivate the class participants to apply their acquired knowledge to projects of different types and levels of complexity which they will be directly or indirectly involved in and to help them undertake their projects systematically and more effectively and efficiently.
8 Objectives of This Course Module To demonstrate an appreciation that the development of a country‘s economy and society is dependent in part on executing projects of varying complexities.To encourage participants to apply their knowledge, skills, competencies on project activities and enhance them through continuously learning from different projects.To creat an enthusism among the participants for usage of different practical tools and techniques to real world project activiities
9 Course OutlineIntroduction of basic terminology, complex project management, project classification areas, project management complexity’s factors, attributes of complex projects.Project management framework, Project life cycle, project management processes. Project management body of knowledge, PMBOK extensionsThe Approval process of public sector projects. Project management in public sector in Pakistan. The case study of construction industry. The structure of the industry and national economies. Industry problems.Project stakeholder identification, analysis & management. Analytical techniques, stakeholder engagement through interpersonal & management skills. Control stakeholder engagement.
10 Course OutlineProject manager, project team, PMOs. Project communication managementValue engineering. History. The value concept. Value, value types, Life Cycle Costing. VE techniques, reasons for poor value. Functions, levels of functions, methods for calculation of LCC. financial concepts.Estimating. Budgeting. Budgeting methods: top down and bottom up. Budget types. Budgeting systems. Cost estimating. Learning curves. Case study.Project planning and scheduling. WBS and linear responsibility charting, CPM Scheduling. Project time management. Gantt chart. Application of MS Project 2007
11 Course OutlineProject control, Earned value management, Steps in EVMS, Performance measurement baseline, Elements of EVMS, Indices, Variances & Forecasts, methods to calculate earned valueMulti-criteria decision making, analytical hierarchy process, steps in AHP, checking consistency, 2 case studiesProcurement management in complex projects, RFP, RFQ, IFB, Tender Documents, Contract Types, stages of contract negotiation, Basic Terms, Types of bidding in projects. Procurement process for works & services, contract administration and dispute resolution, a case study on procurement guidelines of a donor agencyRisk management practices, risk management framework, risk planning, identification, analyses, responses and controlling. Simulations and decision trees, probability theory, quantification, use of software for risk management in complex projects.
12 Recommended Course Books Project Management: Strategic Design and ImplementationDavid I. Cleland & Lewis R. IrelandMcGraw Hill, 4th edition, 2002Project Management: The Managerial ProcessClifford F. Gray & Erik W. LarsonMGraw Hill, 3rd edition, 2006Project Management: A Managerial ApproachJack R. Meredith & Samuel J. Mantel, Jr.John Wiley & Sons, 6th edition, 2006
13 Recommended Course Books Hendrickson C. and Tung Au (1989). Project Management for Construction. Prentice Hall, New Jersey.Frisk, E. R., (1988). Construction Project Administration. Wiley.Dunham C. W. and Young R. D. (1986). Contracts, Specification and Law for Engineers. McGraw-Hill.Roy Plicher (1992). Principle of Construction Management. McGraw-Hill.Oberlender, D. Garold. (1993). Project Management for Engineering and Construction. McGraw-Hill.PMI. (2013). A Guide to the Project Management Body of Knowledge 5. Project Management Institute, USA.Kerzner, Harold (2000). Project Management: A System Approach to Planning, Scheduling, and Controlling. John Wiley & Sons, Inc.
14 Assessment of DMCP Participants (Distribution of Course Marks) 1 x Assignments (10 Marks)Participants are expected to show that they can convincingly relate concepts discussed in class with their project management related professional work. Assgnment can be written in typed form and must be submitted in due course of time.2 x Quizzes (15 Marks)At least 2 quizzes will be conducted with mentioning the date and time in advance (Quiz # 1 will be due after Lec # 5 and Quiz # 2 will be due after Lec # 12. Quizzez will include multiple choice questions. Every Quiz will contain 10 questions.
15 Assessment of CPA Participants (Distribution of Course Marks) Mid Term Examination(25 Marks)Participants are expected to demonstrate a basic under standing of Development and Management of Complex Proeject course and all subject material covered in class until the time of the examination, which is of 2 hours duration. There shall be 2-3 questions in Mid Term. All questions are mandatory.Final Exam (50 Marks)Participants will be required to creatively apply their knowledge to answer five mandatory questions, each carrying equal marks. In preparing for this three-hour long examination, note that The entire course material is relevant and that the questions asked may relate to any part of it. Do not underestimate the difficulty level of this examination!
17 What is a Project?A project is a sequence of unique, complex and connected activities having one goal or purpose that must be completed by a specific time, within budget and according to specification(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project Management, John Wiley & Sons, 2002, p.65)
18 What is a Project?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)
19 What is a Project?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, 4th. Ed., 2008, p. 5)
20 What Are Not ProjectsProjects must not be confused with an organization‘s on-going and recurring operations. For example:Customer invoicing and billingFabrication or assembly of automobilesRoutine procurement of agricultural inputs for a breweryAirline flightsAdvising a bank client of stock market investment opportunitiesTreatment of patients in a hospital emergency ward, andCounselling of soldiers on a tour of wartime dutyare not projects even though they may exhibit project characteristics (goal, time-frame, cost).
22 Project Complexity Examples of „Simple Projects“ Research PapersRelocatingTree Planting CampaignsWeddingsRelief CollectionsPaintingPreparing forExaminationsParties
23 Project Complexity Examples of „Complex Projects“ BridgesNuclear PowerStationsOcean LinersDamsCommercial AircraftSkyscrapersOlympic GamesMan on the Moon
24 Project Complexity Examples of „Complex Projects“ HighwaysLarge FactoriesAirportsPower GridsTransnationalOil & Gas PipelinesSoftwareMovieBlockbusterWeapon Systems
25 What are Subprojects?Subprojects are smaller, more manageable components of larger, more complex projectsSubprojects have their own goals and outputs or deliverables which together constitute the final deliverable. Subprojects have, analogous to the main project in which they are integrated, their own scope, schedules, costs, human resources, risks etc.Complex projects are divided into phases / sub projects for better management.
26 Subprojects Example: The Sydney Olympic Games 2000 EventsHuman Resourcesand VolunteersTest Games andTrial EventsVenues, FacilitiesAccommodationCultural OlympiadSponsorshipManagementTransportPre-Games TrainingThe Sydney Olympic Games 2000 was a highly complex project which comprised several distinct work areas, each of which could be considered as subprojects, in their own right, and which all had to be integrated and coordinated within the framework of the overall Olympic project.Media Facilitiesand CoordinationIT-ProjectsTelecommunicationsOpening and ClosingCeremoniesSecurityArrangementsPublic RelationsMedical CareFinancing
27 What is a Project Management Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.(Guide to the Project Management – Body of Knowledge,the Project Management Institute, 4th. Ed., 2008, p. 6)
28 What is a Programme?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
29 Example of a Programme may comprise following projects Project for Upgrading EquipmentA CAPITALINVESTMENTPROGRAMMEProject for Training Personnelmay comprise following projectsProject for ExpandingProduction LinesProject for Acquiring Large-ScaleFunding
30 Programmes & Projects: Similarities Programmes and projects have goals and objectives which define their purpose of existenceProgrammes and projects have life-spans defining a starting and ending point in timeProgrammes and projects consume resources and necessarily incur a costProgrammes and projects require application of a methodo-logy and must be managed properly to bolster their chances of successProgrammes and projects aim at helping organizations achieve their mission and adding value to them.
31 Programmes & Projects: Differences Programmes may have multiple overarching goals whereas projects have one prime goalA programme has a comparatively longer life-span, and obviously costs more than the combination of all the projects which constitute itA programme is inherently more complex than a constituting project – it has a broader scope and may require extensive coordination between its various constituting projectsWhereas 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
32 What is a Process?„a set of interrelated actions and activities that are performed to achieve a prespecified set of products, results, or services“
33 Project Management Process Illustration Process Maturity, Methodology, Benchmarking and Optimization, Constraints, Templates, Infrastruc-ture, Policy and Cultural FrameworkPROCESS INPUTS(Typical)PROCESS OUTPUTS(Selected Examples)InformationProject Business CaseTechnologyPROCESS STEPSOpt. Project Portfolio MixQualitative & Quantitative ToolsProject Feasibility Report123NOutputs of Other ProcessesProject Master Plan(or Subsidiary Plans)Material InputsTransformation of Inputs to OutputsCustomer Change RequestStakeholder InteractionRevised Cost and Schedule BaselineTIME & COSTRequests, InstructionsProject Status ReportProcess Effectiveness and EfficiencyQuality of Process Inputs,Knowledge, Competence, Experience, Insight, Ability, Communication, Cooperation, CoordinationGiven that the output of one project management process normally becomes input to another, deficiencies in one or more processes will consequently reverberate across the entire process chainProject management uses processes extensively to produce “deliverables” (see small sample above). Some processes are quite complex and have a high risk of error.
34 End NoteProject Management does not guarantee the success, But it increases the likelihood of the success of the project.