Introduction of Instructor (Professional Expereince) My Employers : Site / planning Engineer, CB, Gujrawala & Lahore. : Project Engineer, DES, Lahore :Assistant Director, NHA, Islamabad Since 2010: Deputy Director, NHA, Islamabad ENGR. TABJEEL ASHRAF, PE,PMP BSc. (Civil Engg), MSc (Civil Engg), MPM MPEC,MPMI, MIEP, MASCE My Professional Work Experience Completed 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
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) Introduction of Instructor (Teaching Expereince)
Course Conduct 32 Lectures each of one hour (total 32 hour lectures) Video recordings of the lectures Basic project managemnet framework and holistic view Complex project management framework in Pakistan Expousre to usage of advanced level project management tools Completion of course outlines MS Powerpoint presentations supplimented with the PM literatutre Review of case studies Implementation of tools to real world complex project problems Advance level software useage for project management Lectures slides in English Lectures are bi-lingual for better and maximum understanding of students Quizzes, Asigmenet, Mid Term and Final Examination Overall student evaluation
Do listen to lectures very attentively and carefully. Be inquisitive, analytical, critical and creative in your approach for learning project management Do read the prescribed course literature Do google/wiki/surf things related to lectures and project management Read related research papers, blogs, discussions and journels Don‘t use cell phones while watching lectures (switch them off!) Don’t use any other applications unless and otherwise advised so during watching lecture videos Don‘t miss out on your assignments and examinations Don‘t cheat in the Mid, Quizzes, Assignments or final examinations Some Guiding Points
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) Code of Ethics and Professional Conduct
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 way To 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.
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
Course Outline Introduction 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 extensions The 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.
Course Outline Project manager, project team, PMOs. Project communication management Value 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
Course Outline Project control, Earned value management, Steps in EVMS, Performance measurement baseline, Elements of EVMS, Indices, Variances & Forecasts, methods to calculate earned value Multi-criteria decision making, analytical hierarchy process, steps in AHP, checking consistency, 2 case studies Procurement 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 agency Risk 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.
Recommended Course Books Project Management: Strategic Design and Implementation David I. Cleland & Lewis R. Ireland McGraw Hill, 4th edition, 2002 Project Management: The Managerial Process Clifford F. Gray & Erik W. Larson MGraw Hill, 3rd edition, 2006 Project Management: A Managerial Approach Jack R. Meredith & Samuel J. Mantel, Jr. John Wiley & Sons, 6th edition, 2006
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.
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.
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!
What is a Project? (Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project Management, John Wiley & Sons, 2002, p.65)
What is a Project? (Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)
What is a Project? (Guide to the Project Management – Body of Knowledge, the Project Management Institute, 4th. Ed., 2008, p. 5)
What Are Not Projects Projects must not be confused with an organization‘s on-going and recurring operations. For example: 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 on a tour of wartime duty are not projects even though they may exhibit project characteristics (goal, time-frame, cost).
Simple & Complex Projects
Project Complexity Examples of „Simple Projects“ Research Papers Tree Planting Campaigns Relief Collections Preparing for Examinations Relocating Weddings Painting Parties
Project Complexity Examples of „Complex Projects“ Bridges Ocean Liners Commercial Aircraft Olympic Games Nuclear Power Stations Man on the Moon Dams Skyscrapers
Project Complexity Examples of „Complex Projects“ Highways Airports Transnational Oil & Gas Pipelines Weapon Systems Large Factories Power Grids Software Movie Blockbuster
Subprojects are smaller, more manageable components of larger, more complex projects Subprojects 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. What are Subprojects?
Subprojects Example: The Sydney Olympic Games 2000 Events Venues, Facilities Accommodation Venues, Facilities Accommodation Transport Media Facilities and Coordination Media Facilities and Coordination Telecommunications Security Arrangements Security Arrangements Medical Care Human Resources and Volunteers Human Resources and Volunteers Cultural Olympiad Pre-Games Training IT-Projects Opening and Closing Ceremonies Opening and Closing Ceremonies Public Relations Financing 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 considered as subprojects, in their own right, and which all had to be integrated and coordinated within the framework of the overall Olympic project.
What is a Project Management (Guide to the Project Management – Body of Knowledge, the Project Management Institute, 4th. Ed., 2008, p. 6)
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
A CAPITAL INVESTMENT PROGRAMME may comprise following projects Project for Upgrading Equipment Project for Training Personnel Project for Expanding Production Lines Project for Expanding Production Lines Project for Acquiring Large-Scale Funding Project for Acquiring Large-Scale Funding Example of a Programme
Programmes & Projects: Similarities Programmes and projects have goals and objectives which define their purpose of existence Programmes and projects have life-spans defining a starting and ending point in time Programmes and projects consume resources and necessarily incur a cost Programmes and projects require application of a methodo-logy and must be managed properly to bolster their chances of success Programmes and projects aim at helping organizations achieve their mission and adding value to them.
Programmes & Projects: Differences X Programmes may have multiple overarching goals whereas projects have one prime goal X A programme has a comparatively longer life-span, and obviously costs more than the combination of all the projects which constitute it X 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 X 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
What is a Process?
Project Management Process Illustration Information Technology Qualitative & Quantitative Tools Outputs of Other Processes Material Inputs Stakeholder Interaction Requests, Instructions 123N Transformation of Inputs to Outputs TIME & COST PROCESS STEPS Project Business Case Opt. Project Portfolio Mix Project Feasibility Report Project Master Plan (or Subsidiary Plans) Customer Change Request Revised Cost and Schedule Baseline Project Status Report Process Maturity, Methodology, Benchmarking and Optimization, Constraints, Templates, Infrastruc- ture, Policy and Cultural Framework PROCESS INPUTS (Typical) PROCESS OUTPUTS (Selected Examples) Quality of Process Inputs, Knowledge, Competence, Experience, Insight, Ability, Communication, Cooperation, Coordination Process Effectiveness and Efficiency Project management uses processes extensively to produce “deliverables” (see small sample above). Some processes are quite complex and have a high risk of error. Given 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 chain
End Note Project Management does not guarantee the success, But it increases the likelihood of the success of the project.