Introduction to Project Management

Dr. Chandana Siriwardana

Department of Civil Engineering
University of Moratuwa
chaasi@uom.lk

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Disclaimer - Information in this lecture note has been adapted from “A Guide to the PROJECT
MANAGEMENT BODY OF KNOWLEDGE (PMBOK® GUIDE) Sixth Edition” and other reliable sources. The
information only used for educational purposes only
Structure
Section 1 Project Management Framework
Project Initiation
Introduction to project management,
Project management framework and project management applications.

Section 2 Project Management Body of Knowledge

Project Management knowledge areas – Integration management, Project scope,
Time management, Cost management, Quality management, Human resource
management, Communication management, Risk management, Procurement
management and Code of Professional conduct.

Section 3 IT Tools and Modern Project Management Methods

Project Management computer based tools and techniques –
MS Project, MS Project Sever and Primavera. New project management techniques
such as Agile Project Management
Recommended Book
Learning Outcomes

On successful completion of this course module students will be

able to:

• Prepare project management outputs mainly

• Project Charter, Project scope statement and Work Breakdowns
Structure (WBS)
• Prepare risk management plan, Communication plan, Quality
control system, resource breakdown structure and
procurement plan
• Prepare a Project Management plan using project
management software
Content
Introduction to Project Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project HR Management
Project Communication Management
Project Risk Management
Project Quality Management
Project Procurement Management
IT Applications in Project Management
Project Integration Management
Importance of Project Management

Increased use of Project Management

Compressed product life cycle
Global competition
Knowledge explosion
Corporate downsizing
Increased customer focus
Development of Third World and closed economies

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Project Management Framework

Time Cost Scope

Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● The PMBOK’s 9 Knowledge areas

8
Project Management Framework (Schwalbe, 2006, p9)
9
 Which ones are most important for projects?

Budgeting, Scheduling, Documenting Leading, Motivating, Listening, Empathising

Technical skills People Skills

10
What is a Project?
“A project is a temporary endeavor
undertaken to produce a unique product or
service”

Temporary Characteristics of Unique

Projects

• Temporary – Definitive beginning and end

• Unique – New undertaking, unfamiliar ground

A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® GUIDE) Sixth Edition
What is a Project?
• All projects have a beginning, a middle and an end.

Beginning Middle End

A collection of linked activities, carried out in an organised manner, with a clearly

defined START POINT and END POINT to achieve some specific results desired to satisfy
the needs of the organisation at the current time
•A collection of linked activities, carried
out in an organised manner, with a
clearly defined START POINT and END
POINT to achieve some specific results
desired to satisfy the needs of the
organisation at the current time
 Cross Time, Cost and
A target A defined life
organisational New or unique performance
outcome span
participation requirements

•Projects have a common set of

characteristics which can also be defined
by what they are not
 What a project isn’t

No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
Projects?

• Pyramids of Giza
• Olympic games
• Great Wall of China
• Taj Mahal
• Publication of a children's book
• Panama Canal
• Development of commercial jet airplanes
• Polio vaccine
• Human beings landing on the moon
• Commercial software applications
• Portable devices to use the global positioning system (GPS)
• Placement of the International Space Station into Earth's orbit
Projects v Not Projects Projects
• Writing a term paper
Routine, Repetitive Work • Setting up a sales kiosk for
• Taking class notes a professional accounting
• Daily entering sales receipts meeting
into the accounting ledger • Developing a supply-chain
• Responding to a supply- information system
chain request • Writing a new piano piece
• Practicing scales on the • Designing an iPod that is
piano approximately 2 X 4
• Routine manufacture of an inches, interfaces with PC,
Apple iPod and stores 10,000 songs
• Attaching tags on a • Wire-tag projects for GE
manufactured product and Wal-Mart
Characteristics of a Project

• Specific objectives- Time, Cost & Performance

• Multi-Disciplinary – different disciplines, companies and countries
• Temporary undertakings- definite start and end date; therefore of
finite duration
• Consume and compete for scarce resources
• Produce unique and one-off outcomes
• Phases - Project has a number of phases/schedule
• Usually have own budgets
• One leader assigned overall responsibility
• Projects are subject to a lot of changes
• Subject to conflicts
Project Success

Customer
Completed within
Requirements
allocated time frame
satisfied/exceeded

Completed within Accepted by the

allocated budget customer
Project Failure

Poor Requirements
Scope Creep
Gathering

Unrealistic planning Lack of resources

and scheduling
What is Project Management

—Project Management is the application

of skills, knowledge, tools and
techniques to meet the needs and
expectations of stakeholders for a
project.
—The purpose of project management is
prediction and prevention, NOT
recognition and reaction
Triple Contraint

Time

Quality
Cost Scope
Equilibrium and the Project Scope Triangle

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 Triple Contraint

• Increased Scope = increased time + increased cost

• Tight Time = increased costs + reduced scope

• Tight Budget = increased time + reduced scope.

Figure 1.1 Triple Constraint of Project Management
(Schwalbe, 2006, p8)
 Definition of a Project Manager?
•A person who does ……

28
 Definition of a Project Manager?
•A person who does ……

29
Role of a Project Manager

• Project issues
• Disseminating project information • Implementing standard processes
• Mitigating project risk • Establishing leadership skills
• Quality • Setting expectations
• Managing scope • Team building
• Metrics • Communicator skills
• Managing the overall work plan

Process People
Responsibilities Responsibilities
(Schwalbe, 2006, p17) 32
Project Life Cycle

Definition Implementation Deployment

Initiation Phase Planning Phase Closing Phase
Phase Phase Phase
Figure 1.1 Project Life Cycle
(Gray & Larson, 2006, p6)
Project Life Cycle
Initiation Phase
•Define the need
•Return on Investment Analysis
•Make or Buy Decision
•Budget Development
Definition Phase
•Determine goals, scope and project
constraints
•Identify members and their roles
•Define communication channels,
methods, frequency and content
•Risk management planning
Planning Phase
•Resource Planning
•Work Breakdown Structure
•Project Schedule Development
•Quality Assurance Plan
Implementation Phase
•Execute project plan and accomplish
project goals
•Training Plan
•System Build
•Quality Assurance
Deployment Phase
•User Training
•Production Review
•Start Using
Closing Phase
•Contractual Closeout
•Post Production Transition
•Lessons Learned
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● The PMBOK’s 9 Knowledge areas

42
Remember this!

● The first four knowledge areas are Core

Functions 43
Scope Management
• Primarily it is the definition and control of what IS and
IS NOT included in the project.
• Project Scope Management is the process to ensure that the
project is inclusive of all the work required, and only the
work required, for successful completion.
• Primarily it is the definition and control of what IS and
IS NOT included in the project.
Cost Management
• This process is required to ensure the project is completed within the
approved budget and includes:
• Resources – people, equipment, materials
• Quantities
• Budget
• This process is required to ensure the project is completed within the
approved budget and includes:
• Resource Planning - The physical resources required (people, equipment,
materials) and what quantities are necessary for the project
• Budget
• Budget estimates
• Baseline estimates
• Project Actuals
 Time Management

Work Breakdown Structure

• For defining and organizing the total scope
of a project
• First two levels - define a set of planned
outcomes that collectively and exclusively
represent 100% of the project scope.
• Subsequent levels - represent 100% of the
scope of their parent node
 Time Management Tools

• PERT Chart- designed to analyze and

represent the tasks involved in
completing a given project

— Gantt Chart - popular type of

bar chart that illustrates a
project schedule
Gantt Chart
PERT Chart
Quality Management

• Quality Management is the process that ensure the project will meet
the needs
• Quality Planning, Quality Assurance, and Quality Control
• Clearly Defined Quality Performance Standards
• How those Quality and Performance Standards are measured and satisfied
• How Testing and Quality Assurance Processes will ensure standards are satisfied
• Continuous ongoing quality control

“conformance to requirements” - Crosby

“fitness for use” - Juran

“the totality of characteristics of an

entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● The next four knowledge areas are Facilitating

Processes 51
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● HR Management
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 Integrated Approach
Stakeholders are people involved in or affected by project activities

Stakeholders include:
•Project sponsor
•Project manager
•Project team
•Support staff
•Customers
•Suppliers
•Opponents to the project

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 Sponsor &
Supporters

Suppliers Project Team Customers

Opponents

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 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● Risk Management
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 Risk Management

• Risk identification and mitigation strategy

• Risk update and tracking
• Risk identification and mitigation strategy
• When\if new risks arise
• Risk update and tracking

Risk…
POTENTIAL negative impact to project
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● Communications Management
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 Communications Management
• This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of project
information
• This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of project
information using:
• Communications planning : Determining the needs (who needs what
information, when they need it, and how it will be delivered)
• Information Distribution: Defining who and how information will flow to the
project stakeholders and the frequency
• Performance Reporting: Providing project performance updates via status
reporting.
• Define the schedule for the Project Meetings (Team, OSC, ESC),
Status Meetings and Issues Meetings to be implemented
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● Procurement Management
60
 Time Cost Scope
Management Management Management

Quality Integration HR Management

Management Management

Risk Communication Procurement

Management Management Management

● Integration Management – pulling it all

together 61
 What if it’s not Integrated?

Time Scope
Management Cost Management
Management

Integration
Management
Quality
Management HR Management

Procurement
Communication Management
Management

Risk
Management

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Figure 1.2 Integrated Management of Projects
(Gray & Larson, 2006, p13) 63
Change Control Management

•Define how changes to the project scope will

be executed
• Formal change control is required for all of the following
1. Scope Change
2. Schedule changes
3. Technical Specification Changes
4. Training Changes

• All changes require collaboration and buy in via the project

sponsor’s signature prior to implementation of the changes
SYDNEY OPERA HOUSE- PROJECT MANAGEMENT FAILURE?

"The construction of the beautiful

freestanding, sculptural tripartite
Opera House was one of the
longest contractual sagas of the
century. Sadly, architect Jorn Utzon
became the scapegoat of a
scandalous political affair and in
1966 withdrew from his project.
Originally, the winner of an
international open competition in
1957, it was a scheme that broke
most of the rules. It was finally
completed in August 1973 by
other hands under the direction of
Peter Hall."

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IRONIC ISN’T IT?

● Despite its failure as a PM ● So, are we confusing

exercise, the Sydney between the project
Opera House is exercise and the result of
considered a world-class a project?
venue for opera and a
tourist attraction. It is one
of the 20th century's
most distinctive buildings
and one of the most
famous performing arts
centres in the world.

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CONCORDE-FAILURE ?
● Conceived in 1959. The first
prototype (aircraft 001 F-WTSS)
was rolled out on 11 December
1967, but extensive ground
testing meant that it didn't fly
until 2 March 1969. In
December 1971, the first pre-
production aircraft (101) made
its maiden flight.
● However, the oil crisis sparked
by the 'Yom Kippur' war of 1973
had a most devastating affect
on sales. The soaring cost of
fuel rendered Concorde
completely uneconomic for all
but state-subsidised airlines.

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SUCCESS IN FAILURE

● Although the Concorde was a commercial

failure, it was a marvellous engineering
success and flew for almost thirty years
until its retirement in 2003.

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