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