Lifecycle of an Engineering Project and

Network techniques

By:
Muhammad Wasim Bhatti

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SEQUENCE
1 Stages of Project Management

2 Knowledge Areas of Project Management

3 Project Life Cycle in Different Industries

4 Work Break Down Structure

5 Network Techniques

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1 STAGES OF PROJECT MANAGEMENT

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 THREE STAGES OF A PROJECT

Establish Execute Complete

 Define project  Execute the work  Wrap up and transition

objectives, scope plan to achieve
and approach, desired outcome
mobilise project
team

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 PROJECT STAGES & PROJECT MANAGEMENT MODEL

Establish Execute Complete

 Define project objectives,  Execute the work  Wrap up and transition

scope & approach, plan to achieve
mobilise project team desired outcome

Project Confirm Plan the Report Complete

Selection Definition Execution Status Project

Organise Control
Resources the Work

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Establish
Project Selection

• Define Project Scope

• Define Project Objectives
Project Confirm • Define Approach
Selection Definition • Define Business Case
• Select Best Practices

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Establish
Confirm Definition

• Understand Project Sponsor expectations

• Understand Project Scope
Project Confirm
• Understand Project Objectives
Selection Definition
• Confirm any assumptions
• Identify Project Risks

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Execute
Plan the Execution

• Define Project Deliverables

• Develop Work Plans Plan the Report
Execution Status
• Develop Scope, Change
Control, Issue Management
and Sign-off Processes
• Develop Risk Mitigation Plan Organise Control
• Develop Quality Plan Resources the Work

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Execute
Organise Resources
• Identify Project Team Roles /
Responsibilities
Plan the Report
• Assign Team Members to Execution Status
Work Plan tasks
• Communicate responsibilities,
target dates, deliverables
Organise Control
• Train Team Members
Resources the Work
• Organise physical resources

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Execute
Control the Work

• Monitor work progress

• Resolve issues Plan the Report
Execution Status
• Measure performance

Organise Control
Resources the Work

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Execute
Report Status

• Assess project progress

• Prepare status reports Plan the Report
Execution Status
• Communicate progress to
relevant audience group
• Follow up any issues resulting
from status meeting Organise Control
Resources the Work

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PROJECT STAGES & PROJECT MANAGEMENT MODEL

Complete Project Complete

• Complete any development / administrative

activities
• Obtain sign-off of final project deliverables
Complete
• Transition to maintenance team where Project
appropriate

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 PROJECT MANAGEMENT PROCESS

The purpose of the Project

Management process is to identify,
establish, coordinate and monitor
activities, tasks and resources
necessary for a project to produce a
product and/or service meeting the
agreed requirements.

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OUTCOMES OF PROJECT MANAGEMENT
Detailed Project Plan
Scope of the work
Feasibility of achieving the goals of the
project with available resources and
constraints
Estimation of effort required to
accomplish the tasks
Interfaces within project and with other
projects
Project Progress
Mitigation of risks
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2 KNOWLEDGE AREAS OF PROJECT
MANAGEMENT

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KNOWLEDGE AREAS OF PROJECT MANAGEMENT

 Project Integration Management

 Project Scope Management
 Project Time Management
 Project Cost Management
 Project Quality Management
 Project Human Resource Management
 Project Communications Management
 Project Risk Management
 Project Procurement Management

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FRAMEWORK OF PROJECT MANAGEMENT

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PROJECT INTEGRATION MANAGEMENT
 Describes the processes required to
ensure that the various elements of the
project are properly coordinated.
Activities include following;
 Integrating and coordinating all project
plans to create a consistent, coherent
document
 Carryout the project plan by performing the
activities included therein
 Coordinating the changes across the
entire project
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 PROJECT SCOPE MANAGEMENT
Describes the processes required to
ensure that the project includes all the
work required, and only the work
required, to complete the project
successfully.
Activities include following;
 Scope Planning
• Developing a written scope statement as the
basis for future project decisions
 Scope Definition
• Subdividing the project deliverables into smaller,
more manageable components

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 PROJECT SCOPE MANAGEMENT
Activities include following;
 Scope Verification
• Formalizing the acceptance of the project
scope
 Scope Change Control.
• Controlling the changes to project scope

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 PROJECT TIME MANAGEMENT
Describes the processes required to
ensure timely completion of the
project.
Activities include following;
 Activity definition
 Activity sequencing
 Activity duration estimating
 Schedule development
 Schedule control

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 PROJECT COST MANAGEMENT
Describes the processes required to
ensure that the project is completed within
the approved budget.
Activities include following;
 Resource Planning
• Identify people, equipment and material
 Cost Estimation
• Developing an approximation of the cost of
resources
 Cost Budgeting
• Allocating the overall cost estimate to individual
work activities

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 PROJECT COST MANAGEMENT
Activities include following;
 Cost Control
• Controlling changes to the project budget

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 PROJECT QUALITY MANAGEMENT
Describes the processes required to
ensure that the project will satisfy the
needs for which it was undertaken.
Activities include following;
 Quality Planning
• Identifying relevant quality standards
 Quality Assurance
• Planned and systematic activities implemented
within the quality system
 Quality Control
• Monitoring specific project results

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PROJECT HUMAN RESOURCE MANAGEMENT
Describes the processes required to make the
most effective use of the people involved with
the project.
Activities include following;
 Organizational Planning
• Identifying, documenting and assigning project roles
and responsibilities
 Staff Acquisition
• Getting the human resource needed, assigned to and
working on the project
 Team Development.
• Developing individual and group competencies to
enhance project performance

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PROJECT COMMUNICATION MANAGEMENT
Describes the processes required to
ensure timely and appropriate
generation, collection, dissemination,
storage, and ultimate disposition of
project information.
Activities include following;
 Communications planning
 Information distribution
 Performance reporting
 Administrative closure

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 PROJECT RISK MANAGEMENT
Describes the processes concerned with
identifying, analyzing, and responding
to project risk.
Activities include following;
 Risk identification
 Risk quantification
 Risk response development
 Risk response control

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 PROJECT PROCUREMENT MANAGEMENT
Describes the processes required to
acquire goods and services from
outside the performing organization.
Activities include following;
 Procurement planning
 Solicitation planning
 Solicitation
 Source selection
 Contract administration
 Contract close-out

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3 PROJECT LIFE CYCLE IN DIFFERENT
ENGINEERING INDUSTRIES

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SOFTWARE PROJECT LIFE CYCLE

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CONSTRUCTION PROJECT LIFE CYCLE

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PHARMACEUTICALS PROJECT LIFE CYCLE

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4 WORK BREAKDOWN STRUCTURE

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 WORK BREAKDOWN STRUCTURE

A work breakdown structure (WBS),

in project management and systems
engineering, is a deliverable oriented
decomposition of a project into
smaller components.
It defines and groups a project's
discrete work elements in a way that
helps organize and define the total
work scope of the project.

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WORK BREAKDOWN STRUCTURE

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WORK BREAKDOWN STRUCTURE

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5 NETWORK TECHNIQUES

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 PERT AND CPM
With the exception of Gantt charts,
the most common approach to
scheduling is the use of network
techniques such as PERT and CPM
The Program Evaluation and Review
Technique (PERT) was developed by
the U.S. Navy in 1958
The Critical Path Method was
developed by DuPont, Inc at about
the same time

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 PERT AND CPM
PERT has been primarily used for
research and development projects
CPM was designed for construction
projects and has been generally
embraced by the construction
industry
The two methods are quite similar

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 NETWORKING TERMINOLOGIES
ACTIVITY

A specific task or set of tasks that

are required by the project, use up
resources, and take time to
complete

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 NETWORKING TERMINOLOGIES
EVENT

The result of completing one or

more activities. An identifiable end
state occurring at a particular time.
Events use no resources.

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 NETWORKING TERMINOLOGIES
NETWORK

The combination of all activities and

events define the project and the
activity precedence relationships.

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 NETWORKING TERMINOLOGIES
PATH

The series of connected activities (or

intermediate events) between any
two events in a network

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 NETWORKING TERMINOLOGIES
CRITICAL

Activities, events, or paths which, if

delayed, will delay the completion of
the project.
A project’s critical path is
understood to mean that sequence
of critical (slowest) activities that
connect the project’s start event to
its finish event

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 NETWORKING TERMINOLOGIES
NATURE OF ACTIVITIES

An activity can be in any of these

conditions:
 It may have a successor(s) but no
predecessor(s) - starts a network
 It may have a predecessor(s) but no
successor(s) - ends a network
 It may have both predecessor(s) and
successor(s) - in the middle of a
network
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 DRAWING NETWORKS
Activity-on-Arrow (AOA) networks
use arrows to represent activities
while nodes stand for events
Activity-on-Node (AON) networks use
nodes to represent activities with
arrows to show precedence
relationships
The choice between AOA and AON
representation is largely a matter of
personal preference.

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DRAWING NETWORKS

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