Project Management and
Report Writing MEC4403
Prof. Tamer A. Mohamed - Room 119 – Building A
Dr. Sherif El-Soudy
Aims
The aims of this module
are to introduce the
student to the
fundamental principles
and tools of project
management as well as
the report types and
their writing rules.
Industrial applications
and functions of a
project management and
report writing with
reference to the
manufacturing
technologies are to be
introduced
Intended
Learning
Outcomes
Knowledge and
understanding
1. Identify
the basic
tools of
project
management.
2. Understand
the types and
rules of
writing
reports.
Intended
Learning
OutcomesSubjectspecific
cognitive
skills
3. Solve
some
project
time and
cost
management
problems.
4. Writing
proposal
and
progress
reports
for small
projects.
Intended
Learning
Outcome –
Subject
specific
practical
skills
5. Participate
in planning
and
budgeting of
projects.
6. Use of
computer
applications
of project
management.
Key/transferable
Intended
Learning
Outcomes
7. Participate in
project
implementation follow
up and solve
problems.
Content
The basic
concepts of
project
management.
The project
office.
Project scope
management
and
techniques of
WPS.
Project time
management.
Planning for
project
management.
Network
scheduling
techniques.
Project cost
management.
Resource
planning and
budgeting.
Report
writing.
Assessment
Chapter One Overview
What is PM?
Project management is the
planning, organizing, directing,
and controlling of company
resources for a relatively
short-term objective that has
been established to complete
specific goals and objectives.
What is
PM?
Project Management Institute (PMI) defines Project
Management as:
“The application of knowledge, skills, tools, and
activities in order to meet project requirements.”
•Project management
principles are
applicable across
Engineering,
Manufacturing,
Construction, IT, and
Industrial projects.
Project
Characteristics
Have a specific
objective (which may
be unique or one-ofa-kind) to be
completed within
certain
specifications
Have defined start
and end dates
Consume human and
nonhuman resources
(i.e., money, people,
equipment)
Have funding limits
(if applicable)
Be multifunctional
(cut across several
functional lines)
Project Management
Process
Initiation
Project initiation is the first, critical phase in
the project management lifecycle (per PMI), where a
project's purpose, scope, and deliverables are
defined to gain stakeholder approval.
It involves establishing the "why" and "what" to
justify the project, securing authorization via
a Project Charter, and identifying key stakeholders
to ensure alignment with business goals.
Planning
Project planning is at the
heart of the project life
cycle, and tells everyone
involved:
● where you’re going
● how you’re going to get
there.
The project planning phase
is often the most
challenging phase for a
project manager, as you need
to make an educated guess
about the staff, resources,
and equipment needed to
complete your project
Planning
The purpose of the project
planning phase is to:
•Establish business requirements
•Establish cost, schedule, list of
deliverables, and delivery dates
•Establish resources plans
•Obtain management approval and
proceed to the next phase
Planning is to develop
strategies to manage the
Changes to
scope
Schedule
Cost
Quality
Resources
Communication
Risk
Procurement
Stakeholder
engagement
Execution/Implementation
During the implementation
phase, the project plan is
put into motion and the work
of the project is performed.
It is important to maintain
control and communicate as
needed during implementation.
Execution
During project
implementation, people
are carrying out the
tasks, and progress
information is being
reported through
regular team meetings.
The project manager
uses this information
to maintain control
over the direction of
the project by
comparing the progress
reports with the
project plan to
measure the
performance of the
project activities and
take corrective action
as needed.
Monitoring and Control
• Successful project managers know
how to gather data on the health of
their projects, analyze that data,
and then, based on that analysis,
make adjustments to keep their
projects on track.
Tracking progress
• Comparing actual outcome to
predicted outcome
• Analyzing impact
• Making adjustments
Closure
Closing Processes: At the
end of a phase of our
project, or the entire
project, we must:
• Get Final Approval From
The Customer
• Archive Our Records From
The Project
• Compile The Lessons
Learned
• Pay Any Outstanding
Bills.
Multiple Boss
Reporting
GM
SPONSOR
PM
LM
APM
APM
PM = Project Manager
APM = Assistant Project Manager
LM = Line or Functional Manager
LM
LM
WHY USE PROJECT MANAGEMENT ?
Because Project delivery is influenced by many factors, it is
crucial to mange it.
Such management requires Technical and Managerial Skills,
Tools, Clarity of concept and Resource Management (Resource
comprises money , Man, machine and other Materials).
A project that lacks proper management comes out often with
technical faults too major to be ignored.
Lack of proper management may lead to misuse of project funds
resulting in inability to complete the project.
MATURITY IN PROJECT MANAGEMENT
IS LIKE A THREE - LEGGED STOOL.
THE LEGS REPRESENT THE:
• Project Manager
• Line Manager(s)
• Executive Management (i.e... Project Sponsor)
Maturity cannot exist without
The Three-Legged
Stool
Senior
Management
(I.e. Sponsor)
Project
Manager
Line
Management
Role of The
Project Manager
The Role of Project Manger
The Project Kickoff
Meeting
Monitoring Progress and
evaluating performance
Negotiating For
Resources and Obtaining
Funding
Putting Out Fires
Establishing The
Project’s Policies and
Procedures
Establishing The Project
Workflow, Plan, and
Performance Targets
Executing The Plan
Encouraging The Team To
Focus On Deadlines
Counseling, Facilitation,
and Develop Contingency
Plan
Briefing The Project
Sponsor, customer, and the
Team
Closing out the Project
Why is a Project Management
System Necessary?
Project Management – Triple
Constraint
Project Management – Triple
Constraint
A change to a component of
the Triple will usually
affect other components.
Therefore careful analysis
of a move to make a change
is necessary in order to
assess the impact of the
change to avoid negative
effect on the project.
The Quadruple
Constraints of Project
Management
•Every project operates under four interdependent constraints: Time, Cost,
Scope, and Quality.
•These constraints are closely linked—a change in one will inevitably affect the
others.
•Time refers to the project schedule and deadlines.
•Cost represents the budget and financial resources available.
•Scope defines the project deliverables and the amount of work required.
•Quality reflects how well the project outcomes meet required standards and
stakeholder expectations.
•Successful project management is about balancing these four constraints, not
optimising one at the expense of the others.
•Project managers must make trade-off decisions to maintain overall project
success.
The Quadruple Constraints
Scope: The specific
goals, deliverables,
and features to be
produced.
Time (Schedule): The
timeline, deadlines,
and project phases.
Cost (Budget): The
financial resources,
labor, and materials
allowed.
Quality/Acceptance
(The 4th
Constraint): The
performance,
technical
requirements, or
client acceptance
levels required for
success
Benefits of Project
Management
Identification of
functional
responsibilities to
ensure that all
activities are
accounted for,
regardless of personnel
turnover.
Identification of time
limits for scheduling
Identification of a
methodology for tradeoff analysis
Measurement of
accomplishment against
plans
Early identification of
problems so that
corrective action may
follow
Improved estimating
capability for future
planning
Knowing when objectives
cannot be met or will
be exceeded
Obstacles to PM
PROJECT
COMPLEXITY
CUSTOMER’S
SPECIAL
REQUIREMENTS AND
SCOPE CHANGES
ORGANIZATIONAL
RESTRUCTURING
CHANGES IN
TECHNOLOGY
FORWARD PLANNING
AND PRICING
PROJECT RISKS
Money
Manpower
Project
Resource
s
Equipment
Facilities
Materials
Information/technology
Successful Culture
A good daily working relationship between the
project manager and those line managers who
directly assign resources to projects
The ability of functional employees to report
vertically to their line manager at the same
time they report horizontally to one or more
project managers
The Functional
Manager Role
Define how the
task will be
done
Provide
sufficient
resources to
accomplish the
objective
within the
project’s
constraints
(i.e., who will
get the job
done).
Define Where
the task will
be done (i.e.,
the technical
criteria)
Functional
Obstacles
Unlimited work requests (especially during
competitive bidding)
Predetermined deadlines
All requests having a high priority
Limited availability of resources
Unscheduled changes in the project plan
Functional
Obstacles (continued)
Unpredicted lack of progress
Unplanned absence of resources
Unplanned breakdown of resources
Unplanned loss of resources
Unplanned turnover of personnel
also have a
project sponsor
which may or may
not reside at
the executive
levels of
management.
The Project Sponsor
Interface
Project Sponsor:
Senior Management
Priority Projects
Project Sponsor:
Lower/Middle Management
Maintenance Projects
Relationship:
Project
Manager
Project
Team
Project
Sponsor
Project
Manager
 Objective Setting
 Up-Front Planning
 Project Organization
 Key Staffing
 Master Plan
 Policies
 Monitoring Execution
 Priority-Setting
 Conflict Resolution
 Executive-Client Contact
Project Necessities
Complete task
definitions
Resource requirement
definitions (and
possibly skill
levels needed)
Major timetable
milestones
Definition of enditem quality and
reliability
requirements
The basis for
performance
measurement