1. PLANNING ENGINEERING AND PROJECT MANAGEMENT
Lecture#01
PLANNING ENGINEERING AND PROJECT MANAGEMENT By
Lec. Junaid Arshad
DEPARTMENT OF ENGINEERING MANAGEMENT

2. TOPICS COVERED WHAT IS A PROJECT? PROJECT MANAGER PROJECT MANAGEMENT
PROJECT SPECIFICATION

3. WHAT IS A PROJECT?
DEF.I
A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE A UNIQUE PRODUCT OR SERVICE.
DEF.II
A PROJECT CAN BE CONSIDERED TO BE ANY SERIES
OF ACTIVITIES AND TASKS THAT :
HAVE A SPECIFIC OBJECTIVE TO BE COMPLETED
WITHIN CERTAIN SPECIFICATIONS (SCOPE)
HAVE DEFINED START AND END DATES (SHEDULE)
HAVE FUNDING LIMITS (BUDGET)
CONSUME RESOURCES (EQUIPMENT, PEOPLE etc)

4. PROJECT MANAGER THREE WAY STRETCH PROJECT TEAM
THE PERSON APPOINTED TO COORDINATE
AND MANAGE THE PROJECT TO A SET PLAN.
PROJECT TEAM
THREE WAY STRETCH
PROJECT
CLIENT
PROJECT
MANAGER
THE PROJECT MANAGER HAS TO BALANCE THE NEEDS
OF THE PROJECT, CLIENT AND PROJECT TEAM.

5. FOUR WAY STRETCH SENIOR MANAGEMENT PROJECT CLIENT PROJECT TEAM PROJECT
MANAGER
THE PROJECT MANAGER HAS TO BALANCE THE NEEDS OF THE
PROJECT, CLIENT, PROJECT TEAM AND SENIOR MANAGEMENT.

6. QUALITIES OF A GOOD PROJECT MANAGER
INSPIRING
ASSERTIVE
EFFECTIVE
KNOWLEDGEABLE
MOTIVATED
PERSISTENT
HONEST
CLEAR VISION
FAIR
DECISIVE
RATIONAL
ENTHUSIASTIC
COMPETENT
GOOD COMMUNICATOR
RESPECTFUL etc

7. PROJECT MANAGEMENT (PM)
WHY?
DOING MORE WITH LESS
MAXIMUM AMOUNT OF CHANGE USING MINIMUM AMOUNT OF RESOURCES
HISTORY
EGYPTIAN PYRAMIDS
THE GREAT WALL OF CHINA
MODERN PM:
US BALLISTIC MISSILE PROGRAM
US SPACE PROGRAM
PRESENTLY PM IS WIDELY USED IN
INDUSTRIAL
CONSTRUCTION
EDUCATIONAL
GOVERNMENTAL
DEFENCE
ENVIROMENTAL
SOFTWARE DEVELOPMENT CIRCLES etc

8. PROFESSIONAL ASSOCIATIONS
PM AS A PROFESSION
THE DEVELOPMENT OF PM AS A PROFESSION IN ITS OWN RIGHT IS REFLECTED IN THE LITERATURE, THE ACTIVITIES OF PROFESSIONAL ORGANIZATIONS, AND PM DEGREE PROGRAMS OFFERED BY COLLEGES AND UNIVERSITIES.
PROFESSIONAL ASSOCIATIONS
PROJECT MANAGEMENT INSTITUTE (PMI)
INTERNATIONAL PROJECT MANAGEMENT ASSOCIATION

9. PM DEFINITIONS DEF. I DEF. II
APPLICATION OF KNOWLEDGE, SKILLS, TOOLS AND TECHNIQUES TO PROJECT ACTIVITIES TO MEET THE PROJECT
DEF. II
PM IS THE ART AND SCIENCE OF PLANNING, ORGANIZING, INTEGRATING, DIRECTING, AND CONTROLLING ALL COMMITTED RESOURCES – THROUGHOUT THE LIFE OF A PROJECT – TO ACHIEVE THE PREDETERMINED OBJECTIVES OF SCOPE, QUALITY, TIME, COST, AND CUSTOMER SATISFACTION.

10. TRADITIONAL AND MODERN PM
TRADITIONAL PM
TRADITIONAL PM FOCUS ON THREE MAIN AREAS:
COST
SCHEDULE
ACHIEVING SPECIFICATIONS
MODERN PM
MODERN PM HAS A MUCH BROADER RANGE OF FOCUS; DEALING WITH THE ISSUES OF QUALITY, RISK MANAGEMENT, HUMAN RESOURCE MANAGEMENT, LEADERSHIP, ORGANIZATIONAL STRUCTURE, AND INFORMATION SYSTEMS
(TO NAME ONLY A FEW).

11. AREAS OF DIFFERENCE
THE TWO AREAS WHERE MODERN PM DIFFERS GREATLY FROM TRADITIONAL PM ARE
DEFINITION OF PROJECT SUCCESS
BUSINESS RESPONSIBILITIES OF PROJECT MANAGER
PROJECT SUCCESS IS NOT ONLY LIMITED TO COMPLETE THE PROJECT WITHIN SCHEDULE AND BUDGET WHILE MEETING SPECIFICATIONS BUT CUSTOMER’S OVERALL SATISFACTION IS SIGNIFICANT.

12. b) BUSINESS RESPONSIBILITIES OF PROJECT MANAGER
ANOTHER SUCCESS FACTOR, WHICH RELATES DIRECTLY TO THE PROJECT MANAGER’S BUSINESS RESPONSIBILITIES, IS WHETHER OR NOT THE PROJECT EARNED ITS EXPECTED PROFIT AND PAVED THE WAY FOR NEW AVENUES OF BUSINESS GROWTH.
IN SHORT, THE PROJECT MANAGER IN MODERN PM HAS RESPONSIBILITY FOR CUSTOMER SATISFACTION AS WELL AS BUSINESS PROFIT AND LOSS.

13. SUCCESSFUL PM CRITERIA
THE CRITERIA FOR SUCCESSFUL PM ARE AS FOLLOWS:
WRITTEN LONG TERM AND SHORT TERM OBJECTIVES
A WRITTEN SCOPE OF WORK
A WORK BREAK DOWN STRUCTURE
A DETAILED SCHEDULE
AN IDENTIFIED PROJECT TEAM
A PROJECT BUDGET

14. PROJECT OBJECTIVE PROJECT SCOPE
AN OBJECTIVE IS DEFINED AS “THE TARGET”.
IT SPECIFIES THE CRITICAL RESULTS THAT MUST BE ACHIEVED UPON COMPLETION OF A PROJECT.
PROJECT SCOPE
THE DEFINITION OF THE REQUIRED OUTPUT OF
A PROJECT IS KNOWN AS THE PROJECT SCOPE.

15. PROJECT SPECIFICATION
PROJECT SPECIFICATION IS REQUIRED TO FACILITATE BOTH THE CUSTOMER AND THE PROJECT TEAM. IT SHOULD INCLUDE THE FOLLOWING INFORMATION
TITLE OF THE PROJECT
PROJECT OBJECTIVE
PROJECT CONSTRAINTS
RESOURCE REQUIREMENTS
PROJECT SCHEDULE
PROJECT COST

16. TITLE OF THE PROJECT
A SPECIFIC TITLE FOR A PROJECT HELPS IN IDENTIFYING ONE PROJECT FROM OTHERS.
WHERE THERE ARE SEVERAL SIMILAR PROJECTS IT MAY BE USEFUL TO ALLOCATE A SPECIFIC CODE TO EACH PROJECT.
EXAMPLES:
DEVELOPMENT OF A NEW PRODUCT, NEW TOOLING FOR A PRODUCT, PLANT DESIGN, PLANT ERECTION AND CONSTRUCTION OF A ROAD, BRIDGE OR DAM.

17. RESOURCE REQUIREMENTS
ALL TYPES OF RESOURCES SHOULD BE ESTIMATED AND THE AVAILABILITY OF THE REQUIRED RESOURCES FOR PROJECT COMPLETION MUST BE WORKED OUT.
THE TERM RESOURCE IS USED FOR THOSE ITEMS THAT ONE
CAN RENT, HIRE OR BUY IN ORDER TO MEET THE GOALS AND OBJECTIVES OF A PROJECT.
RESOURCES AVAILABLE TO THE PROJECT MANAGER ARE:
PERSONNEL
EQUIPMENT
MATERIALS
INFORMATION / TECHNOLOGY
FACILITIES
MONEY etc

18. PROJECT CONSTRAINTS
EACH PROJECT HAS MANY TYPES OF CONSTRAINTS, WHICH SHOULD BE ELABORATED EXPLICITLY TO FACILITATE THE DESIGN AND IMPLEMENTATION PROCESS.
THE TRIPPLE CONSTRAINT

19. PROJECT COST PROJECT SCHEDULE
PROJECT SCHEDULE SHOWS THE TIME FRAME OF START AND COMPLETION DATES OF ACTIVITIES CONSTITUTING THE PROJECT.
PROJECT COST
AN ESTIMATE OF THE PROJECT COST ENABLES THE ORGANIZATION TO EVALUATE THE FEASIBILITY OF THE PROJECT AND TO MANAGE THE CAPITAL REQUIREMENTS OF THE PROJECT.

20. CRITERIA FOR PROJECT SUCCESS AND FAILURE
TO SPECIFICATION
ON TIME
WITHIN BUDGET
GOOD QUALITY
MEETS MARKET DEMAND
POLITICAL / SOCIAL / RELIGIOUS ACCEPTANCE
SAFE IN SERVICE
CRITERIA FOR FAILURE
A FAILURE TO MEET JUST ONE OF THE SUCCESS CRITERIA

21. CAUSES OF PROJECT FAILURE
SPECIFICATION IS ILL-DEFINED
PROJECT NO LONGER HAS A HIGH PRIORITY
NO ONE PERSON APPEARS TO BE IN COMMAND
SCHEDULE IS TOO OPTIMISTIC
PROJECT PLAN IS NOT USED TO MANAGE THE PROJECT
INSUFFICIENT RESOURCES DEPLOYED
NO FORMAL COMMUNICATION PROCESS IN PLACE
NO RISK MANAGEMENT PROCESS etc

22. Q&A