Project Management Process
By
Engr. Attaullah Shah
BSc Civil Engg, MSc Str Engg, MSc. Envir Design, MA Eco, MBA, PGD Comp Sc.
PhD Scholar UET Taxila.
Project Director AIOU- Islamabad.
E-mail: pd@aiou.edu.pk
pdaiou@yahoo.com
Website: www.aiou.edu.pk
What is a Project?
An endeavor to create a Unique Product or Service.
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A unique one time effort bound by cost, time and
resources/technical performance ( CST) and has defined objectives
to satisfy the customer needs.
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Project is an undertaking having definite objectives, and specific
beginning and ending points, limited budgets, defined scope.
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Sum of certain activities and tasks required to be performed in a
specified period of time with human and non-human resources for
specified objectives.
( Is your training a project? )
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Project is a one time non-routine opportunity to develop a new
product.
To satisfy the customer to achieve the organizational objectives.
To be completed with in
• Allocated budget.
• Scheduled Time.
• Approved Technical Performance.
• Approved and agreed Scope of Work.
• Without any change in the existing culture.
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Project Life-Cycle
Project Planning( Pre-Investment Studies):
• Project Opportunity Analysis ( Identification)
• Project Selection & Problem analysis.
• Project Pre-feasibility studies.
• Project Feasibility Studies
• Preliminary Design
• Cost Estimation.
Implementation ( Investment Phase)
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Detailed Design.
Pre-qualification of bidders
Tendering & Negotiation
Construction and developing the facility
Test
Deployment
Operation
Commissioning
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Up-keeping ( Preventive)
Adoptive Maintenance ( Project Integration).
Enhancement
Decommission
Maintenance.
What is management?
The process of Planning, Organizing, Staffing, controlling and
leading.
Project management:
The art of Directing and coordinating the human and non human
Resources throughout the life of project by using modern
Management techniques to achieve pre-determined objectives of
scope, cost, time, quality and participants satisfaction.
( Project Management Institute America)
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Project management includes:
Project Appraisal
( Before Commencement of Project PC-I, PC-II).
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Project monitoring.
( During Execution of the Projects PC-III)
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Project Evaluation
( After Completion of the projects. PC-IV,PC-V)
Different Forms used by
Planning Commission of Pakistan.
PC-I Forms
- Production Sectors - Infrastructure Sectors
- Social Sectors.
PC-II Form
Survey and Feasibility Studies.
PC-III Form
PC-III (A) form for Physical Targets based on
PSDP Allocations & Activity Chart. PC-III(B) Monthly
Progress Reporting.
PC-IV Form
Project Completion Report.
PC-V Form
Annual Performance Report After Completion of Project
Assessing Project Feasibility
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You need to calculate Nine categories
of feasibility:
• Economic
• Financial
• Operational & Technical
• Schedule
• Legal and contractual
• Political
• Marketing
• Ethical
• Environmental
Project Appraisal.
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Technical Analysis
The analysis for determining the technical viability of
the development project is based on the technical data
and information given in the PC-I form as well as the
earlier experience of carrying out similar projects.
Institutional/Organizational/Managerial Analysis
A whole range of issues in project preparation revolves
around the overlapping institutional, organizational and
managerial aspects of the project.
Social Analysis
Social analysis is undertaken to examine the aspects
like employment opportunities and income distribution.
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Commercial Analysis
The commercial aspects of a project include the
arrangements for marketing the output produced
by the project and the arrangement for the
supply of inputs needed to build and operate the
project
Financial Analysis
Financial analysis involves assessment of financial
impact, judgment of efficient resource use,
assessment of incentives, provision of a sound
financing plan, coordination of financial
contribution and assessment of financial
management competence.
Assessing Economic Feasibility
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Determine Tangible Costs
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Can easily be measured in dollars
• Determine Tangible One-Time Costs
• Associated with project startup, initiation
and development
• Includes
 System Development
 New hardware and software purchases
 User training
 Site preparation
 Data or system conversion
Assessing Economic Feasibility
• Time value of money (TVM)
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Process of comparing present cash outlays
to future expected returns
Calculate net present value (NPV)
• Break even analysis
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When will project break even
(costs=benefits)
Assessing Economic Feasibility
• Determine Tangible Recurring Costs
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Associated with on-going use of system
Includes:
• Application software maintenance
• Incremental data storage expense
• New software and hardware releases
• Consumable supplies
Determine Intangible Costs
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Cannot be easily measured in dollars
Examples:
• Loss of customer goodwill
• Loss of employee morale
Assessing Economic Feasibility

Determine Intangible Benefits
Cannot be measured easily
 Examples

• Increased employee morale
• Competitive necessity
• More timely information
• Promotion of organizational learning and
understanding
Assessing Other Project
Feasibility Concerns
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Remaining are specific intangible
costs
Operational Feasibility
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How likely is it that system can be used to
meet desired objectives? (e.g., functional
illiterate line workers make up 90% of
production staff…can proposed system work
at our facility?)
Technical Feasibility
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Assessment of development organization’s
ability to construct a proposed system
Assessing Other Project
Feasibility Concerns
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Schedule Feasibility
• Assessment of timeframe and project
completion dates with respect to
organization constraints for affecting
change
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Legal and Contractual Feasibility
• Assessment of legal and contractual
ramifications of new system (e.g., does
it violate the union contract?)
Assessing Other Project
Feasibility Concerns

Political Feasibility
• Assessment of view of key stakeholders in
organization toward proposed system (e.g.,
How will this affect morale? Will we see a
worker slowdown in other areas?)
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Ethical Feasibility
• Are there issues that are inconsistent with
corporate ethics and goals even if legal (e.g.,
lots of e-waste?)
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With above analyses, firm can rank order
project and determine if it should be done
via prioritization…
Product Development Map
Project Management Processes
Project Management Data Flow Diagram
Start Up Project
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Review lessons learned
Establish key success criteria
Plan the project
Develop the Integrated Management
Plan
Review risks and opportunities
Assemble the project team
Launch the project.
Project Management Processes
Plan Project - Gantt and Network Charts
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List all activities – The contract is your guide!
Activities should have defined deliveries and be a few weeks
duration
Estimate duration, level of effort and material spend for each
activity
Connect activities with minimum dependency logic – can start
at the end and work back to the start
Keep plans simple – e.g. use a hierarchy for more than 30 tasks
Rolling plan on long projects – add detail as you go
Add resources to chart and level usage by adjusting the start
time of non-critical tasks
Review and baseline plans and budgets
Determine critical path and sit on it!
Use a planning tool to ease task of producing and keeping project
plans and reports up to date
The Project Management Jargon

Work Breakdown Structure (WBS)
• What is to be done in Work Packages
• Work Packages relate to cost collection
points
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Organisational Breakdown Structure
(OBS)
• Who will do it
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Earned Value Management (EVM)
• Objective reporting of progress and
variances to plan
Plan Project
OBS
Eng
CONTRAC
T
Specs
SOW
ANO
ANO
ANO
QA
Ops
XNO
XNO
XNO
Team A
Team B
Who
What
WBS
A Sample
Design
Manufacture
Hardware
B Sample
Design
Software
Responsibility
Assignment
Matrix
Logic network How
W rit e U R D
S t a rt : 2 3 / 1 1 /0 5
I D:
F i n ish : 0 6 /1 2 / 0 5
Du r : 1 0 d a y s
3
R e s:
A b st ra ct Mod el So lu t io ns
W rit e SR D
S t a rt : 0 7 / 1 2 /0 5
I D:
S t a rt : 2 8 / 1 2 /0 5
I D:
F i n ish : 2 7 /1 2 / 0 5
Du r : 1 5 d a y s
F i n ish : 2 4 /0 1 / 0 6
Du r : 2 0 d a y s
4
R e s:
5
R e s:
Plan Project
W rit e C o mpo ne nt D e sign Spe cs
C o mpo ne nt D es ig n
S t a rt : 2 5 / 0 1 /0 6
I D:
S t a rt : 0 1 / 0 2 /0 6
I D:
F i n ish : 3 1 /0 1 / 0 6
Du r : 5 d a y s
F i n ish : 2 8 /0 2 / 0 6
Du r : 2 0 d a y s
7
R e s:
8
R e s:
W rit e A rc hit ec t ure TS
S t a rt : 2 5 / 0 1 /0 6
I D:
F i n ish : 3 0 /0 1 / 0 6
Du r : 4 d a y s
15
R e s:
W rit e IC D S
S t a rt : 2 8 / 1 2 /0 5
I D:
F i n ish : 0 3 /0 1 / 0 6
Du r : 5 d a y s
6
R e s:
W rit e STS
S t a rt : 0 7 / 1 2 /0 5
I D:
F i n ish : 1 3 /1 2 / 0 5
Du r : 5 d a y s
19
R e s:
Project
Reports
Gantt When
ID
1
Task Name
2
Elicit User Requirements
3
Write URD
4
Abstract Model Solutions
5
Write SRD
6
Write ICDS
7
Write Component Design Specs
8
Component Design
9
Design & Bulid Component
10
Write Component TS
11
Perform Component T
12
Write Component TR
13
Integrate Components V1
14
Integrate Componenets v2
15
Write Architecture TS
16
Perform Integration T V1
17
Perform Integration T V2
18
Write ITR
19
Write STS
20
Perform ST
21
Write STR
EVM
Resource
November
December
January
February
March
April
May
June
July
August
07/11 21/11 05/12 19/12 02/01 16/01 30/01 13/02 27/02 13/03 27/03 10/04 24/04 08/05 22/05 05/06 19/06 03/07 17/07 31/07 14/08 28/08
RS
W
P
£k
Per
cen
t
I
d
1
A Sample Design
20
59
2
Software Design
8
36
3
Code
7
32
4
U Test
5
23
5
Integrate
33
14
6
RF design
25
14
7
Implement
19
5
8
RF Test
11
5
Project Management Processes
Monitor and Control
Use this process regularly
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Update plans, actual costs,
risks and opportunities,
performance metrics
Seek feedback from
customer
Review these internally
with the project
Review these with senior
management
Deming Cycle
Monitor and Control
Update plan, look forward – obtain an estimate to
complete for each activity (not percentage
completed)
ID
1
T ask Name
2
Elicit User Requirements
3
Write URD
4
Abstract Model Solutions
5
Write SRD
6
Write ICDS
7
Write Component Design Specs
8
Component Design
9
Design & Bulid Component
10
Write Component TS
11
Perform Component T
12
Write Component TR
13
Integrate Components V1
14
Integrate Componenets v2
15
Write Architecture TS
16
Perform Integration T V1
17
Perform Integration T V2
18
Write ITR
19
Write ST S
20
Perform ST
21
Write ST R
November
December
January
February
March
April
May
June
July
Earned Value Management
Costs
RS
Risk
Budget
Planned
Value PV
Actual Cost AC
CV
SV
Earned
Value EV
T now
Time
end
Schedule Variance (RS) = EV - PV
Cost Variance (RS) = EV - AC
Estimate
To
Complete
Project Evaluation Flowchart
Office/Historical Data Collection
Initial Site Visit
Primary Field Survey
Initial Data Analysis
Secondary Field Survey
Laboratory Materials Characterization
Secondary Data Analysis
Structural Capacity Analysis
The Elements of a
Successful Proposal
# 1:The title
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Choose a title that
conveys information
about your project.
Avoid acronyms that
have negative
connotations.
Make it Brief
# 2: The abstract
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This is the first (and
could be the only) part
of the proposal that a
busy reviewer will see.
The abstract should be
a map of the rest of the
proposal.
Write the abstract last
to make sure it reflects
the final version of the
proposal.
# 3: Problem statement
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Provide a clear objective
statement of the
problem.
Describe the factors
that have contributed
to the problem.
Describe what has and
has not worked in the
past.
Indicate what needs to
be done (by you) now.
# 4: The rationale
Never assume the
proposal reviewer
knows what you know.
Convince the reviewer
that the problem is
IMPORTANT!
Persuasive rationales
Describe how the project will…
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Resolve theoretical questions
Develop better theoretical
models
Influence public policy
Improve teaching/learning
Improve the way people do
their jobs in a particular
field
Improve the way people live
#5: Literature review
Display your
awareness of the
problem or need as
well as the
contributions that
have been made by
others—some of
whom may be
reviewers of your
proposal!
Show you understand
the problem!
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Use the Funding Agencies “Terms” and “Vocabulary” to Describe
the Problem.
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Provide the most recent data and/or information about the
problem.
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Describe the gaps and contradictions that currently exist.
Show you know the solution!
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Describe a solution to improve the situation.
Back up your solution with data if possible.
Quote or cite well known authorities on the
topic.
# 6: Project design
Goals, Objectives and Activities Should Always
Relate to One Another
Program elements
Goals:
Broad Statements of Intent
Objectives:
Measurable Outcome Statements
Activities:
Implementation Steps
Well written objectives
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State Who is
Responsible
State What is to be
Accomplished.
State When the
Objective should be
Accomplished
State a Criterion for
Success
Well written activities
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Focus on How the
objective is to be
accomplished.
Use “Action” words,
e.g., recruit, analyze,
evaluate,
disseminate
Research methods
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State your research
questions clearly
Choose an appropriate
research design
Detail all procedures
Control for validity and
reliability
Describe limitations
Answer reviewers’
questions before they
are asked!
# 8: Key personnel
Describe the people
that will help to make
decisions in how the
project is carried out.
Provide a description of
their background,
training, and expertise.
Highlight everyone’s
accomplishments—this
is not the time to be
modest!
# 9: Facilities & resources
Describe where the
project will be
conducted.
Describe any special
equipment or resources
you will have access to.
Describe any special
capabilities or
experiences possessed
by your agency to carry
out the project.
# 10: Budget
Ask for the funds that
you need to be
successful, but do not
pad your budget.
Be aware that proposal
reviewers know how
much things cost!
If you ask for too little
money to do the work
you propose, you will
appear naïve and
inexperienced.
# 11: Time lines
Sponsored project
activities can take
longer than anticipated.
Do not propose to do too
much in any given
project period.
Develop a time line for
the reviewer.
#12: Evaluation
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Describe how you will find out if
your project is working.
Describe how you will know if
you have succeeded when the
project is over.
Describe how you will adjust
your procedures and timelines to
deal with real life events.
Tell the proposal reviewers who
will conduct the evaluation and
review the information
collected.
#13: Dissemination
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Inform the proposal
reviewers of the
dissemination strategies that
you will use and the
audiences that will receive
information on your findings.
Information about your
project can be disseminated
via articles in peer reviewed
journals and presentations at
professional conferences.
#14: Continuation funding
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Sponsored Projects
are of limited
duration, e.g., 1 to 3
years
Plan your next
project before the
current project
ends!
#15: Follow through
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Keep your program
officer in mind: send
copies of all publications
and media coverage
related to your project.
Network with others:
Look for ways to
collaborate on future
projects.
Some Funny Quotes of Project Managers
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As of tomorrow, employees will only be able to access the building
using individual security cards. Pictures will be taken next
Wednesday and employees will receive their cards in two weeks.
What I need is a list of specific unknown problems we will
encounter.
E-mail is not to be used to pass on information or data. It should
be used only to be used for company business.
Turnover is good for the company, as it proves that we are doing a
good job in training people.
This project is so important, we can't let things that are more
important interfere with it.
Doing it right is no excuse for not meeting the schedule.
No one will believe you solved this problem in one day! We've been
working on it for months. Now, go act busy for a few weeks and I'll
let you know when it's time to tell them