Engineering Project
Management
Dr. Hassan Darwish
A Frame Work For Project Management
1. Introduction and Key Concepts
2. Project Life Cycle Models
3. Initiating Projects
4. Planning Projects
5. Executing Projects
6. Controlling Projects
7. Closing Projects
8. Organizational Impacts
9. Overview of Knowledge Areas
10. Role of the Project Manager
Session Objectives
• An awareness of the importance of applying good practice Project
Management in projects of any size.
• An understanding of essential elements, including the Leadership Role of
the Project Manager, Project Planning, Risk Management and
Stakeholder Engagement.
Tasks Sheduling
INTRODUCTION
Project location
Tasks Sheduling
Project location
Engineering Project
Management
Dr. Hassan Darwish
Project Portfolio Management
2
1
3
IDENTIF
Y
Define the project
and set up
expectations.
EXECUTE
2
What is Project Portfolio Management_.mp4
MONITO
R
Make sure the
execution is in line
with the project
plan.
4
4
The project process can often go back
and forth between the planning,
executing and monitoring phases.
Start implementing the
project plan
PLAN
Create a plan with
schedules, tasks,
resources and
budget.
3
5
CLOSE
Reach the project
goal and compile
all the documents
and reports.
5 Steps of Project Portfolio Management.mp4
Scope Management
Every project has three competing demands:
❑ Quality:
Satisfaction of the project’s requirements
❑ Time:
Amount of time needed to produce the project’s deliverables
❑ Cost:
Quality = Time + Cost
Number/ amount of money, people, and other resources needed
Competing Demands / Project Constraints
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Scope Creep
Expanding demands that go beyond the original aims. Stakeholders put
pressure on Project Manager to do more than the plan originally call for.
Scope Creep Exercise
Your Team is to upgrade your department’s IT infrastructure. There are 50 employees. The
following are proposed objectives from your team members.
Would this objective be in scope?
We should upgrade our anti-virus and firewall software to their latest versions.
In Scope
Let’s establish a more consistent schedule for server backups and maintenance.
Out of Scope
Why don’t we hold a 15 minutes refresher course for the office on where to save files
We need to replace the current server with something more cutting edge.
Let’s ask around to see which older project files can be archived.
In Scope
Out of Scope
In Scope
Work Breakdown Structure (WBS)
❑ A Work Breakdown Structure (WBS) is a hierarchical (from general to specific)
tree structure of deliverables and tasks that need to be performed to complete a
project.”
❑ The WBS Defines:
The project’s work in terms of activities that create
deliverables.
The project’s life-cycle process, in terms of process steps
appropriate to that project and organization.
The assigned responsibility for accomplishing and
coordinating the work
Good WBS Design Principles
• Upper Levels are Planned outcomes (deliverables), not planned actions
• Ends of WBS include the activities needed to create the project deliverables
• Mutually-exclusive elements, work should only appear in one place in the WBS
• WBS must be consistent with the way the project will be performed and
controlled
• Must be easy to update
Project Management Process
•Identifying & Organizing the Project
•Objective, VoC, Scope, Brainstorm, High Level Estimate
•Planning the Project
•Team, Charter, Budget, Schedule
•Executing the Project
•Communication & Control
•Monitoring the Project
• Monitoring project
performance
•Close down the Project
• Evaluate , Lessons
Learnt, Celebrate
Project Management Organizational Structure
2
1
3
IDENTIF
Y
Define the project
and set up
expectations.
EXECUTE
2
Project Management Organizational Structures.mp4
MONITO
R
Make sure the
execution is in line
with the project
plan.
4
4
The project process can often go back
and forth between the planning,
executing and monitoring phases.
Start implementing the
project plan
PLAN
Create a plan with
schedules, tasks,
resources and
budget.
3
5
CLOSE
Reach the project
goal and compile
all the documents
and reports.
Overlapping Tasks & Activities
Even though Project Management has
distinct activities, major tasks of the
Identify
phases often overlap…
Plan
ute
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e
x
E
Revisiting your activities doesn’t mean
you are moving backward… You are
incorporating new knowledge!
SIPOC Tool
• A tool that helps defines the scope of the project & ensure it focuses
in line with top level customer requirements.
SIPOC stands for:
❖Suppliers
❖Inputs
❖Process
❖Outputs
❖Customers
Introduction
Sales Volume
Product Life-Cycle Curve
Growth
Maturity
Time
Decline
Project Life Cycle
Figure
Assignment 3:
‫ﻛﻞ ﺳﻨﮫ واﻧﺘﻢ طﯿﺒﯿﻦ‬
❑ Explain the Chat GPT”
❖ Definition
❖ Features
❖ Service
❖ Concerns & Implications
- How can we use it in Engineering project management.
- 3 pages – Font = Arial 12
- Due date = 3:00 pm – Thursday 23rd March.
-
Tasks Sheduling
Project location
Competing Demands / Project Constraints
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Project Time Management
Time Management
❑ Project Planning:
▪ Adequate planning leads to the correct completion of work
While
▪ Inadequate planning leads to frustration towards
the end of the project & poor project performance
Time Management.mp4
Time Management Process
Time management steps are:
• Plan schedule management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Time Management Tips.mp4
Importance Of Time Management
• Schedule once finalized is set as baseline
• Progress of work are tracked against the baseline
• Analysis and forecasting are done in the progress reports
• Current progress is arrived from various (Engineering, procurement,
operations, etc.) trackers
Effective Time Management.mp4
Time Scheduling
❑ Scheduling forces :
▪ Quantification of discrete effort
▪ Placement of tasks in proper relationship
❑ Common scheduling methodologies :
▪ Bar Charts (aka Gantt Charts)
▪ Critical Path Method (CPM) using
Precedence Diagramming Method (PDM)
Duration Estimation
❑ Activities durations are determined through:
▪ Previous experience
▪ Experts advice and experience
▪ PERT method
PERT Estimate “weighted average”= (Pessimistic+(4*Likely)+Optimistic)/6
Example: Pessimistic time to get to work=30 min
Likely time to get to work= 15 min
Optimistic time to get to work= 10 min
PERT Estimate= (30+(4*15)+10)/6= 17 min
Gantt Chart
❑ Analyze and specify the basic approach in execution
❑ Segment into reasonable number of activities
❑ Estimate the time required to perform each activity
❑ Manually place activities in time order
▪ Sequential performance
▪ Parallel performance
❑ Adjust to specified completion time
Gantt Chart
Gantt Chart
❑ Advantages of Bar/Gantt Chart :
▪ Easy to construct
▪ Easily understood by all parties
▪ Good communication tool
❑ Disadvantages of Bar/Gantt Chart :
▪ Do not show interrelationships between activities
▪ Managing projects becomes difficult without relationships between activities
▪ It is difficult to judge the impact of an expected event on the rest of
construction process
Critical Path Method (CPM)
❑ The critical path method is an approach to project scheduling that breaks
the project into several work tasks, display them in a flow chart, and then
calculates the project duration based on the activities dependencies and
activities estimated duration.
Critical Path Method (CPM)
❑ PDM network rules:
▪ Activities and their duration are represented by boxes or nodes that are
assigned properties of the activity they represent
▪ Precedence is shown by arrow which determines its direction
▪ Precedence consists of two parts: A relationship &a lag value or constraint
Finish – to – Start
FS
Finish – to – Finish FF
FS
Start – to – Start SS
Start – to – Finish
Activity Name
SF
Durati
on
Activity Name
Lag
5
Durati
on
Critical Path Method (CPM)
❑ Finish to Start (FS) – Activity A must Finish before Activity B may Start.
❑ The lag is usually zero.
❑ FS is the most common type.
Activity A
Activity B
❑ Start to Finish (SF) – Activity A must start before Activity B may Finish.
❑ The lag is usually greater than either activity duration.
❑ SF is the least common type.
Activity A
Activity B
Critical Path Method (CPM)
❑ Finish to Finish (FF) – Activity A must Finish before Activity B may Finish.
❑ The lag value is usually greater than zero.
❑ FF is a less common type.
Activity A
Activity B
❑ Start to Start (SS) – Activity A must Start before Activity B may Start.
❑ The lag value is usually greater than zero.
❑ SS is a less common type.
Activity A
Activity B
Critical Path Method (CPM)
❑ Advantages of using CPM :
▪ Show precedence well .
▪ Reveal independencies not shown in other techniques .
▪ Ability to calculate critical path .
▪ Ability to perform “What If” exercise .
❑ Disadvantages of using CPM :
▪ Default models assume unlimited resources .
▪ Difficult to follow on large projects .
Network Building Process
Identify
Project
Objectives
List main
phases
“WBS”
Build Initial
Project
Schedule
Add lower
details as
required
Allocate
resources
and
constraints
Sequence
and
Estimate
durations
Optimize
Schedule
Revise
NO
Plan
Ok?
Baseline
Yes
Time Management Tools
Tasks Sheduling
Project location
Competing Demands / Project Constraints
Sc
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Project Scheduling Principles
Project Portfolio Management
2
1
3
IDENTIF
Y
Define the project
and set up
expectations.
EXECUTE
2
What is Project Portfolio Management_.mp4
MONITO
R
Make sure the
execution is in line
with the project
plan.
4
4
The project process can often go back
and forth between the planning,
executing and monitoring phases.
Start implementing the
project plan
PLAN
Create a plan with
schedules, tasks,
resources and
budget.
3
5
CLOSE
Reach the project
goal and compile
all the documents
and reports.
5 Steps of Project Portfolio Management.mp4
Network Building Process
Identify
Project
Objectives
List main
phases
“WBS”
Build Initial
Project
Schedule
Add lower
details as
required
Allocate
resources
and
constraints
Sequence
and
Estimate
durations
Optimize
Schedule
Revise
NO
Plan
Ok?
Baseline
Yes
Time Scheduling
❑ Scheduling forces :
▪ Quantification of discrete effort
▪ Placement of tasks in proper relationship
❑ Common scheduling methodologies :
▪ Bar Charts (aka Gantt Charts)
▪ Critical Path Method (CPM) using
Precedence Diagramming Method (PDM)
Duration Estimation
❑ Activities durations are determined through:
▪ Previous experience
▪ Experts advice and experience
▪ PERT method
PERT Estimate “weighted average”= (Pessimistic+(4*Likely)+Optimistic)/6
Example: Pessimistic time to get to work=30 min
Likely time to get to work= 15 min
Optimistic time to get to work= 10 min
PERT Estimate= (30+(4*15)+10)/6= 17 min
Gantt Chart
❑ Analyze and specify the basic approach in execution
❑ Segment into reasonable number of activities
❑ Estimate the time required to perform each activity
❑ Manually place activities in time order
▪ Sequential performance
▪ Parallel performance
❑ Adjust to specified completion time
Gantt Chart
Gantt Chart
❑ Advantages of Bar/Gantt Chart :
▪ Easy to construct
▪ Easily understood by all parties
▪ Good communication tool
❑ Disadvantages of Bar/Gantt Chart :
▪ Do not show interrelationships between activities
▪ Managing projects becomes difficult without relationships between activities
▪ It is difficult to judge the impact of an expected event on the rest of
construction process
Critical Path Method (CPM)
❑ The critical path method is an approach to project scheduling that breaks
the project into several work tasks, display them in a flow chart, and then
calculates the project duration based on the activities dependencies and
activities estimated duration.
Critical Path Method (CPM)
❑ PDM network rules:
▪ Activities and their duration are represented by boxes or nodes that are
assigned properties of the activity they represent
▪ Precedence is shown by arrow which determines its direction
▪ Precedence consists of two parts: A relationship &a lag value or constraint
Finish – to – Start
FS
Finish – to – Finish FF
FS
Start – to – Start SS
Start – to – Finish
Activity Name
SF
Durati
on
Activity Name
Lag
5
Durati
on
Critical Path Method (CPM)
❑ Finish to Start (FS) – Activity A must Finish before Activity B may Start.
❑ The lag is usually zero.
❑ FS is the most common type.
Activity A
Activity B
❑ Start to Finish (SF) – Activity A must start before Activity B may Finish.
❑ The lag is usually greater than either activity duration.
❑ SF is the least common type.
Activity A
Activity B
Critical Path Method (CPM)
❑ Finish to Finish (FF) – Activity A must Finish before Activity B may Finish.
❑ The lag value is usually greater than zero.
❑ FF is a less common type.
Activity A
Activity B
❑ Start to Start (SS) – Activity A must Start before Activity B may Start.
❑ The lag value is usually greater than zero.
❑ SS is a less common type.
Activity A
Activity B
Critical Path Method (CPM)
❑ Advantages of using CPM :
▪ Show precedence well .
▪ Reveal independencies not shown in other techniques .
▪ Ability to calculate critical path .
▪ Ability to perform “What If” exercise .
❑ Disadvantages of using CPM :
▪ Default models assume unlimited resources .
▪ Difficult to follow on large projects .
Time Management Tools
Network Diagram Analysis
Network Diagram Analysis
Network Diagram Analysis
Precedence Diagramming Method (PDM)
Network Diagram Analysis
Network Diagram Analysis
Total Float
= The positive difference between LS-ES
= The delay that can be tolerated without delaying the project time
Free Float = Early Start of successor – Early Finish of current
Free Float :The amount of time an activity can delay without delaying the early
start of the successors, When consumed does not affect the float of the subsequent
activity
Network Diagram Example
Network Diagram Analysis
Network Diagram Analysis
Critical Path Method (Forward Pass)
Network Diagram Analysis
Critical Path Method (Backward Pass)
Network Calculations
Exercise
You are the project manager for project with the
following network diagram
❑ Draw the network diagram ?
❑ Calculate all of the paths in this network
diagram?
❑ What is the duration of the critical path
of this network diagram?
❑ What is the float of task 3?
❑ What is the float of task 5?
❑ What is the float of task 1?
❑ What is the slack of task 7?
Exercise
Tasks Sheduling
Project location
Questions
Change Management
(Theory & Practice)
Objective
• To eliminate problems occurring as a
result of poorly managed changes.
What is Management of Change (MOC)
• A PLANNING tool
• A systematic approach to assessing the
impacts of a change BEFORE they occur
Why is MOC Important?
Failure to properly plan for change
often leads to accidents!
What is Change Management.mp4
When We Don’t Manage Change Properly?
• Accidents
• Environmental Damage
• Property Loss
• Regulatory Violations
• Control Issues
• Business Performance
• Adverse Public Reaction
IN FACT ...
In our projects, poorly managed changes may kill!
Like For Like Changes
❑
An "In Kind" or “like for like” change is a replacement which is
essentially identical to the original and satisfies all relevant
specifications, standards, and quality requirements.
❑
There are NO additions or modifications.
• Operational
• Facility
• Personnel
What Kinds of Change May Affect Us?
Duration of Change
Types of Change
•
Permanent
•
Operations/Procedures
•
Temporary
•
Facility/Equipment
•
Emergency
•
Personnel
Logistics Examples of Change
• Changes to Operations / Procedures / Products
• Products and materials handled and associated waste streams.
• Product assignments to storage tanks, piping and associated facilities.
• Consumables (e.g. fuels, chemicals, maintenance solvents etc.)
• Operating parameter set points such as filling a tank above normal maximum fill height (high
level alarm set point).
• Changes to Equipment / Facilities
• Alarm and interlock set points, such as the interlock between an automatic shut-off valve and a
tank high, high level alarm.
• Piping and associated hardware, equipment, structures, and other components.
• Instrumentation, monitoring and control system hardware.
Logistics Examples of Change
• Temporary Changes
• Deactivation of critical systems/equipment either due to breakdown (so that special procedures can be
introduced for continued operation) or for maintenance
• Operating /Maintenance procedure change requiring prompt implementation ahead of a full review and
revision of the procedure
• Facility modification to manage a short-term/duration operating problem.
• Personnel assigned a stand-in role due to vacation, sickness or as an interim measure pending a permanent
assignment.
• Consumables (e.g. fuels, chemicals, maintenance solvents etc.)
• Operating parameter set points such as filling a tank above normal maximum fill height (high level alarm set
point).
Once a Temporary Facility Change has been in place for 6 months, it should either be removed, or
made permanent by raising a Permanent Change Request to re-evaluate the design criteria and
document the approvals.
Logistics Examples of Change
• Emergency Changes
• Sudden, unplanned outage of Critical Equipment or System (e.g. Fire main, site radio system
- appropriate management approval may be required for
continued operation of the
equipment/facility /site)
• Unplanned stand-in required for operator / supervisory role (e.g. incumbent taken ill, and
replacement required until end of shift)
• Valve failure - replacement is "not-like-for-like" (e.g. gate instead of ball valve)
• Storm conditions overwhelms oil-water separator - options include by-passing the separator
and pumping water to a near-by river
(the scenario was not identified in the site's
Emergency Response Plan)
• Minor equipment failure requires modified operating procedure to maintain high-priority
operations (e.g. loading of a truck to prevent customer run-out and subsequent shut-down)
Logistics Examples of Change
• Emergency Changes
• Every effort should be made to contact the appropriate persons, having
authority to approve the Change, by phone / e-mail / fax to discuss the situation
and proposed solution, and to receive their approval to proceed.
If contact
cannot be made, then careful consideration should be given whether to
continue with the Emergency Change.
• As soon as possible, as a minimum the next working day, the Emergency
Change must be converted to a Temporary or a Permanent Change, using the
appropriate Change Form, and the Emergency Change form promptly closed
out.
What Are My MOC Responsibilities?
• Identify planned changes that may affect safety, health,
environment, controls or regulatory compliance
• Communicate situation to appropriate persons or
supervisor
• Follow-up to ensure change has been reviewed
MOC Key Steps
8
Implement Change
7
Obtain Approval
6
List Key Completion Steps
5
Complete Risk Assessments
4
Review Documentation
3
Identify Impacts & Controls
2
Consider Impacts
Identify the Change
1
MOC Key Steps
1- Identify the Change & its Benefits
•
Define the change
•
List the benefits of the change
•
Fix time limitations
•
Decide who ‘owns’ the change
MOC Key Steps
2- Consider the Impact of the Change
•
As per the Change Checklist, consider
as a minimum all people, product
quality, system & equipment impacts
that the change may have
MOC Key Steps
3- Identify how the Impacts of the Change
on Others will be Controlled
•
Define how the change will impact others
•
Consider employees, contractors, visitors,
customers, neighbours etc.
•
Define how these impacts will be minimised
MOC Key Steps
4- Submit Change Documentation for
Review
• Business Impact and Technical Fitness reviews may
be required
• Technical reviews may involve an Engineer
reviewing facility changes (for example)
• Business Impact reviews should be carried out by
suitable management representatives
MOC Key Steps
5- Complete Risk Assessments
•
Risk Assessments should be prompted by either
the Change Owner or Change Reviewers
•
May include , Scenario Based Assessments, or
JSA (Job Safety Analysis)
MOC Key Steps
6- List the Key Completion Steps
•
Key Completion Steps should include the
controls identified earlier
•
List the steps in completion order
•
Assign responsibility for completing each
step
MOC Key Steps
7- Obtain Approval to Initiate the Change
•
Seek appropriate line management approval
that the proposal may proceed
MOC Key Steps
8- Implement the Change as per Plan
•
Complete each of the Key Completion Steps
•
Sign & date the form as each step is
completed
•
File the completed form for later reference
MOC Form
MOC Key Steps
PURPOSE
Identify Changes
Apply the MOC
System
R
I
S
K
Who needs to initiate, review, endorse and approve MOC
• The person recommending the change and his/her supervisor are primarily
responsible to identify appropriate persons. Any reviewer, endorser or approver in
the process can identify additional persons that need to be involved.
• The final approver should be the person that has the knowledge and responsibility
to judge results of
risk/hazard assessments performed on the proposed change
and would have the authority to direct that the change be made.
Exercise !!
Building a depot X receives product through tank trucks
Current Situation
The current pipework requires the driver to climb over pipes and around pumps to
enable valves to be turned & the pumps to be activated.
Mission
To modify pipework to eliminate the hazards associated with the driver climbing
or standing on the pipework
Management of Change - Key Steps
❑
Base business should remain under control during change
❑
Ensure ownership and accountability for change are agreed
❑
Evaluate risks
❑
Document change in the process ahead of execution
❑
Obtain approvals of all stakeholders ahead of execution
❑
Obtain endorsement of the MoC ahead of execution
❑
Communicate the change and its expected implications
❑
Test effects of the change prior to implementation
❑
Train staff in time
❑
Take Go-No-Go decision
❑
Monitor implementation of change
Plan – Evaluate – Document – Agree
Management of Change - Benefits
Benefits of a well documented MoC
Keep Business on Track
Avoid Material and/or Financial Damage
Maintain Integrity of Control
Ensure smooth implementation/transition
Consequences of No Change Management
Loss of Focus
Increased Risk for Damage
Loss of Accountability and Control
Financial Loss
Plan – Evaluate – Document – Agree
Changes are inevitable, but their consequences
are within our control !
Every incident is preventable
Engineering Project
Management
Dr. Hassan Darwish