Engineering Project Management Dr. Hassan Darwish A Frame Work For Project Management INTRODUCTION TO THE COURSE A Frame Work For Project Management 1. Introduction and Key Concepts 6. Controlling Projects 2. Project Life Cycle Models 7. Closing Projects 3. Initiating Projects 8. Organizational Impacts 4. Planning Projects 9. Overview of Knowledge Areas 5. Executing Projects 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. Proposed Class Rules Classroom Rules: Groups • Students are only allowed to attend in their scheduled slot • Any changes MUST be approved by the course instructor 6 Classroom Rules: Attendance • Attendance shall be taken at every class. Justification provided within 48 hours ?? Classroom Rules: Homework • Due on the deadline specified. • Late homework will be accepted with a penalty of -5% for every 30 minutes of delay. Academic Integrity Dishonesty Includes: • Plagiarizing reports/cases • Cheating on assignments • Multiple submissions of the same work for grades • Fabrication of data or documents. • Cheating on midterm exam Course Policies - Excuses Late Assignment submissions can be accepted, ONLY IF: • A written excuse is accepted by the Dean of Academic Affairs • The excuse covers the entire period between a) the day the assignment was assigned and b) the deadline • The late submission is submitted less than 48 hours after the end of the excuse period Course Policies - Excuses Classwork assignment (CWA) submissions are accepted ONLY from those who attended the class. If a student is absent due to an “excuse”, a makeup mark can be given for the missed CWA at the end of the semester (as the average of other CWAs), ONLY IF: • A written excuse is accepted by the Dean of Academic Affairs • The instructor is notified within 24 hours of the end of the excuse period Course Policies - Excuses If a student misses a midterm exam due to an “excuse”, a makeup exam will be held on the day of the final exam, ONLY IF: • A written excuse is accepted by the Dean of Academic Affairs • The instructor is notified within 24 hours of the end of the excuse period Course Grading Methodology Assignments/Exams Marks Deadline Assignments 15 Topic’s Week Attendance & Participation 10 All Weeks Mid-term Exam 20 Week 7 Group Project 15 Week 10 Final Exam 40 Week 16 Tasks Sheduling INTRODUCTION Project location What Is Project ? • A project is a set of interrelated activities, usually involving a group of people working together toward a common goal or objective over a period of time. What Is Project? Then Project Management is …… • The planning, scheduling, and orchestrating of project activities to achieve objectives within a specified period of time. What Is Project Management? Tasks Sheduling Project location 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 Project Management Fundamentals • Evaluate , Lessons Learnt, Celebrate Project Management History Project management has been around since ancient times. Frederic Taylor published “The Principles of Scientific Management” book which goal was to give unskilled workers the opportunity to work on new and complex projects. PERT and CPM methods were invented 1911 The need for more structured project management tactics had risen in many sectors and Transcontinental Railroad is considered to be the first, large-scale project management undertaking 1962 1917 19th Century PMI initiated PMP certificate Launching of PMI 1969 1957 Gantt chart was developed by Henry Gantt 1980 U.S DOD created the Earned value and WBS 2000 1990 PMI published PMBOK The rise of Agile project management system 2008 Why Do We Need Project Management ? • To lead and handle projects effectively in an organization . • To define the project and agree with the customer. • To plan and assess resource needs for the project. • To estimate project cost and make proposals. • To plan and schedule activities in a project. • To allocate the right resource at the right time. • To assess risk and failure points and make backup plans. Why Project Management? Project Team Responsibilities Project Sponsor Champion of the project Has authority to define the scope Provides team with resources Approves / rejects final deliverables Project Manager Team Lead Plans & schedules project tasks and oversees day to day project execution, milestones, and budget. Receive authorities from the sponsor Initiator, model, negotiator, listener, coach, working member Team Members Should be selected on the basis of their skills and ability to corporate with others (Skills technical, problem solving, interpersonal, organizational, developmental, communication). Project Management R&R’s Project Management Organizational Structure 2 1 3 IDENTIFY Define the project and set up expectations. 2 Project Management Organizational Structures MONITOR 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 EXECUTE 5 CLOSE Reach the project goal and compile all the documents and reports. Types of Organizations I. Project-based organizations II. Functional organizations III. Matrix organizations Projectized Organization Project Coordination Project Manager Chief Executive Project Manager Project Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Functional Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Blue boxes represent staff engaged in project activities) Week Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff Project Expediter Balanced Matrix Organization Chief Executive Functional Manager Project Coordinator Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Project Manager Staff Staff Strong Matrix Organization Chief Executive Functional Manager Functional Manager Projects Manager Functional Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager 28 Composite Matrix Organization Chief Executive Functional Manager Manager of Project Managers Functional Manager Functional Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Project B Coordination Project A Coordination Project Management Organizational Structures 29 Elevator Pitch Project Management Introduction Feasibility Study What is Feasibility Study? As the name implies, a feasibility analysis is used to determine the viability of an idea, such as ensuring a project is legally and technically feasible as well as economically justifiable. It tells us whether a project is worth the investment—in some cases, a project may not be doable. There can be many reasons for this, including requiring too many resources, which not only prevents those resources from performing other tasks but also may cost more than an organization would earn back by taking on a project that isn’t profitable. What Is Feasibility Study? Outline A Feasibility Study A well-designed study should offer a historical background of the business or project, such as a description of the product or service, accounting statements, details of operations and management, marketing research and policies, financial data, legal requirements, and tax obligations. Generally, such studies precede technical development and project implementation. Feasibility Analysis Types of Feasibility Study A feasibility analysis evaluates the project’s potential for success; therefore, perceived objectivity is an essential factor in the credibility of the study for potential investors and lending institutions. There are five types of feasibility study—separate areas that a feasibility study examines, described below. 1. Technical Feasibility This assessment focuses on the technical resources available to the organization. It helps organizations determine whether the technical resources meet capacity and whether the technical team is capable of converting the ideas into working systems. Technical feasibility also involves the evaluation of the hardware, software, and other technical requirements of the proposed system. As an exaggerated example, an organization wouldn’t want to try to put Star Trek’s transporters in their building—currently, this project is not technically feasible. Feasibility Analysis In PM Feasibility Analysis 2. Economic Feasibility This assessment typically involves a cost/ benefits analysis of the project, helping organizations determine the viability, cost, and benefits associated with a project before financial resources are allocated. It also serves as an independent project assessment and enhances project credibility—helping decision-makers determine the positive economic benefits to the organization that the proposed project will provide. 3. Legal Feasibility This assessment investigates whether any aspect of the proposed project conflicts with legal requirements like zoning laws, data protection acts or social media laws. Let’s say an organization wants to construct a new office building in a specific location. A feasibility study might reveal the organization’s ideal location isn’t zoned for that type of business. That organization has just saved considerable time and effort by learning that their project was not feasible right from the beginning. Feasibility Analysis 4. Operational Feasibility This assessment involves undertaking a study to analyze and determine whether— and how well—the organization’s needs can be met by completing the project. Operational feasibility studies also examine how a project plan satisfies the requirements identified in the requirements analysis phase of system development. 5. Scheduling Feasibility This assessment is the most important for project success; after all, a project will fail if not completed on time. In scheduling feasibility, an organization estimates how much time the project will take to complete. Do You Need A Feasibility Study? Outline A Feasibility Study When these areas have all been examined, the feasibility analysis helps identify any constraints the proposed project may face, including: Internal Project Constraints: Technical, Technology, Budget, Resource, etc. Internal Corporate Constraints: Financial, Marketing, Export, etc. External Constraints: Logistics, Environment, Laws, and Regulations, etc. Importance of Feasibility Study The importance of a feasibility study is based on organizational desire to “get it right” before committing resources, time, or budget. A feasibility study might uncover new ideas that could completely change a project’s scope. It’s best to make these determinations in advance, rather than to jump in and to learn that the project won’t work. Conducting a feasibility study is always beneficial to the project as it gives you and other stakeholders a clear picture of the proposed project. Feasibility Study Importance Importance of Feasibility Study Key benefits of conducting a feasibility study: Improves project teams’ focus Identifies new opportunities Provides valuable information for a “go/no-go” decision Narrows the business alternatives Identifies a valid reason to undertake the project Enhances the success rate by evaluating multiple parameters Aids decision-making on the project Identifies reasons not to proceed Feasibility Study Importance Outline A Feasibility Study Apart from the approaches to feasibility study listed above, some projects also require other constraints to be analyzed Internal Project Constraints: Technical, Technology, Budget, Resource, etc. Internal Corporate Constraints: Financial, Marketing, Export, etc. External Constraints: Logistics, Environment, Laws, and Regulations, etc. Project Management Process 2 1 3 IDENTIFY Define the project and set up expectations. 2 MONITOR 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 EXECUTE 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 Identify of the phases often overlap… Plan Revisiting your activities doesn’t mean you are moving backward… You are incorporating new knowledge! Stakeholders A person or group of people who have a vested interest in the success of an organization and the environment in which the organization operates What Can go Wrong? Stakeholder Miscommunication!! Introduction To Project Portfolio Management Project Set Up Establish Costs and Durations Establish Risks to be managed Detailed WBS Clear scope and objectives Project Management Plan (PMP) What Is Project Portfolio Management ? Establish Resources Required Project Portfolio Management 2 1 3 IDENTIFY Define the project and set up expectations. EXECUTE 2 Project Portfolio Management MONITOR 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. Project Portfolio Management Process Competing Demands / Project Constraints Project Competing Demands 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 Project Constraints Communication Principles Make the Most Out of Meetings : Hold regular meetings Write meeting minutes/ action items Draft Progress Report Communicate with Stakeholders Review status reports/ progress reports Alert them of critical changes Clarify assumptions about projected costs & dates Don’t Sit on Bad News in Project Management – it doesn’t get better over time! Make Team Communication Ongoing and Two-Way Scope Management The scope of a project should remain constant throughout the life of the job. Unforeseen problems or an inadequately defined problem the most common reason for scope changes In most cases the magnitude (scope) of the work increases, as a result of overlooked details Scope generally increases. The only time project scope decreases is when the budget is cut, and some of the originally planned work is put on hold. The problem with scope changes is that they tend to be small and incremental, if a number of them occur, the project budget or schedule may suffer. This is a fairly common cause of project failures. A project manager has a responsibility to keep stakeholders informed about the impact of scope changes on the project. Scope Management Process - It includes the processes required to ensure that the project includes all the work required, and only the work required to complete the project successfully. - Its processes are: Collect Requirements Define Scope Create WBS Verify Scope Project Scope Management When defining an objective, think SMART…. 1. Specific (who, when, or how many?) 2. Measurable (success rate, or percentage completed…) 3. Action Oriented (make a recommendation..) 4. Realistic (does it meet your budget parameter?) 5. Time- Limited (specific day or month) Project Competing Demands 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 Assignment # (1) Explain the way of performing the project economic feasibility analysis Tasks Sheduling Project location Engineering Project Management Dr. Hassan Darwish