Management & Development of Complex ProjectsCourse Code - 706

MS Project Management

Introduction

Lecture # 1

Engr. Tabjeel Ashraf, PE, PMPEngr. Tabjeel Ashraf, PE, PMPBSc. (Civil Engg), MSc (Civil Engg), MPM

MPEC,MPMI, MIEP, MASCE

0321-4514025

tabjeel@gmail.com

Introduction of Instructor(Professional Expereince)

My Employers

2003-2006: Site / planning Engineer, CB, Gujrawala & Lahore. 2006-2007: Project Engineer, DES, Lahore 2007-2010: Assistant Director, NHA, Islamabad Since 2010: Deputy Director, NHA, Islamabad

ENGR. TABJEEL ASHRAF, PE,PMP BSc. (Civil Engg), MSc (Civil Engg), MPMMPEC,MPMI, MIEP, MASCE

My Professional Work Experience

Completed more than 50 projects in Transportation / Highway Planning, Engineering & Management feild in the capacity of individual consultant.

Completed more than 30 projects in Project Management field in the capcity of individual consultant.

Has successfully worked and completed seven (7) Programs

I have taught courses of;

Construction Project Administration (NUST, Islamabd)

Risk Management in Construction (NUST, Islamabad)

Development & Management of Complex Projects (CIIT, Islamabd)

Project Cost Management (Different Institutions)

Project Time Management (Different Institutions)

Project Risk Management (Different Institutions)

Pavement Management System in Pakistan (Different Institutions)

Procurmenet Management of projects (Different Institutions)

MS Project 2007 & Primavera P6 (Different Institutions)

Software Aided Quantitative Risk Analyses (NUST, Islamabad)

*(institutions include, CIIT, Islamabad. NUST, Islamabad. UET, Lahore. PIDE, Islamabad. IEP, Islamabad Chapter. &

different project executing government agencies)

Introduction of Instructor(Teaching Expereince)

Course Conduct

32 Lectures each of one hour (total 32 hour lectures)

Video recordings of the lectures

Basic project managemnet framework and holistic view

Complex project management framework in Pakistan

Expousre to usage of advanced level project management tools

Completion of course outlines

MS Powerpoint presentations supplimented with the PM literatutre

Review of case studies

Implementation of tools to real world complex project problems

Advance level software useage for project management

Lectures slides in English

Lectures are bi-lingual for better and maximum understanding of students

Quizzes, Asigmenet, Mid Term and Final Examination

Overall student evaluation

Do listen to lectures very attentively and carefully.

Be inquisitive, analytical, critical and creative in your approach for

learning project management

Do read the prescribed course literature

Do google/wiki/surf things related to lectures and project management

Read related research papers, blogs, discussions and journels

Don‘t use cell phones while watching lectures (switch them off!)

Don’t use any other applications unless and otherwise advised so during

watching lecture videos

Don‘t miss out on your assignments and examinations

Don‘t cheat in the Mid, Quizzes, Assignments or final examinations

Some Guiding Points

The Code of Ethics and Professional Conduct of this course describes the expectations that we have of ourselves and our fellow practitioners in project management field. It articulates the ideals to which we aspire as well as the behaviors that are mandatory in our professional and volunteer roles.

Responsibility, Respect, Fairness & Honesty are the prime consideration in addition to professionalism at our work places, learning institutions and at community level.

(Adopted from PMI, USA)

Code of Ethics and Professional Conduct

Objectives of This Course

To give participants a broad introduction to the subject of

complex project management to manage complexity to meet project

objectives in a novel way

To acquaint the course participants comprehensively and at

considerable depth with project management tools to be applied to

project activities to maximize the probability of success of such

projects.

To motivate the class participants to apply their acquired

knowledge to projects of different types and levels of complexity

which they will be directly or indirectly involved in and to help them

undertake their projects systematically and more effectively and

efficiently.

Objectives of This Course Module

To demonstrate an appreciation that the development of a

country‘s economy and society is dependent in part on executing

projects of varying complexities.

To encourage participants to apply their knowledge, skills,

competencies on project activities and enhance them through

continuously learning from different projects.

To creat an enthusism among the participants for usage of

different practical tools and techniques to real world project

activiities

Course Outline

Introduction of basic terminology, complex project management,

project classification areas, project management complexity’s

factors, attributes of complex projects.

Project management framework, Project life cycle, project

management processes. Project management body of knowledge,

PMBOK extensions

The Approval process of public sector projects. Project management

in public sector in Pakistan. The case study of construction industry.

The structure of the industry and national economies. Industry

problems.

Project stakeholder identification, analysis & management. Analytical

techniques, stakeholder engagement through interpersonal &

management skills. Control stakeholder engagement.

Course Outline

Project manager, project team, PMOs. Project communication

management

Value engineering. History. The value concept. Value, value types,

Life Cycle Costing. VE techniques, reasons for poor value.

Functions, levels of functions, methods for calculation of LCC.

financial concepts.

Estimating. Budgeting. Budgeting methods: top down and bottom

up. Budget types. Budgeting systems. Cost estimating. Learning

curves. Case study.

Project planning and scheduling. WBS and linear responsibility

charting, CPM Scheduling. Project time management. Gantt chart.

Application of MS Project 2007

Course Outline

Project control, Earned value management, Steps in EVMS,

Performance measurement baseline, Elements of EVMS, Indices,

Variances & Forecasts, methods to calculate earned value

Multi-criteria decision making, analytical hierarchy process, steps in

AHP, checking consistency, 2 case studies

Procurement management in complex projects, RFP, RFQ, IFB,

Tender Documents, Contract Types, stages of contract negotiation,

Basic Terms, Types of bidding in projects. Procurement process for

works & services, contract administration and dispute resolution, a

case study on procurement guidelines of a donor agency

Risk management practices, risk management framework, risk

planning, identification, analyses, responses and controlling.

Simulations and decision trees, probability theory, quantification,

use of software for risk management in complex projects.

Recommended Course Books

Project Management: Strategic Design and Implementation

David I. Cleland & Lewis R. Ireland

McGraw Hill, 4th edition, 2002

Project Management: The Managerial Process

Clifford F. Gray & Erik W. Larson

MGraw Hill, 3rd edition, 2006

Project Management: A Managerial Approach

Jack R. Meredith & Samuel J. Mantel, Jr.

John Wiley & Sons, 6th edition, 2006

Recommended Course Books

Hendrickson C. and Tung Au (1989). Project Management for

Construction. Prentice Hall, New Jersey.

Frisk, E. R., (1988). Construction Project Administration. Wiley.

Dunham C. W. and Young R. D. (1986). Contracts, Specification

and Law for Engineers. McGraw-Hill.

Roy Plicher (1992). Principle of Construction Management.

McGraw-Hill.

Oberlender, D. Garold. (1993). Project Management for Engineering

and Construction. McGraw-Hill.

PMI. (2013). A Guide to the Project Management Body of

Knowledge 5. Project Management Institute, USA.

Kerzner, Harold (2000). Project Management: A System Approach

to Planning, Scheduling, and Controlling. John Wiley & Sons, Inc.

Assessment of DMCP Participants(Distribution of Course Marks)

1 x Assignments (10 Marks)

Participants are expected to show that they can convincingly relate concepts discussed in class with their project management related professional work. Assgnment can be written in typed form and must be submitted in due course of time.

2 x Quizzes (15 Marks)

At least 2 quizzes will be conducted with mentioning the date and time in advance (Quiz # 1 will be due after Lec # 5 and Quiz # 2 will be due after Lec # 12. Quizzez will include multiple choice questions. Every Quiz will contain 10 questions.

Assessment of CPA Participants(Distribution of Course Marks)

Mid Term Examination(25 Marks)

Participants are expected to demonstrate a basic under standing of Development and Management of Complex Proeject course and all subject material covered in class until the time of the examination, which is of 2 hours duration. There shall be 2-3 questions in Mid Term. All questions are mandatory.

Final Exam (50 Marks)

Participants will be required to creatively apply their knowledge to answer five mandatory questions, each carrying equal marks. In preparing for this three-hour long examination, note that The entire course material is relevant and that the questions asked may relate to any part of it. Do not underestimate the difficulty level of this examination!

Some Definitions

What is a Project?

(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project Management, John Wiley & Sons,

2002, p.65)

What is a Project?

(Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)

What is a Project?

(Guide to the Project Management – Body of Knowledge, the Project Management Institute, 4th. Ed., 2008, p. 5)

What Are Not Projects

Projects must not be confused with an organization‘s on-going and recurring operations. For example:

Customer invoicing and billing

Fabrication or assembly of automobiles

Routine procurement of agricultural inputs for a brewery

Airline flights

Advising a bank client of stock market investment opportunities

Treatment of patients in a hospital emergency ward, and

Counselling of soldiers on a tour of wartime duty

are not projects even though they may exhibit project characteristics (goal, time-frame, cost).

Simple & Complex Projects

Project Complexity Examples of „Simple Projects“

Research Papers

Tree Planting Campaigns

Relief Collections

Preparing for Examinations

Relocating

Weddings

Painting

Parties

Project Complexity Examples of „Complex Projects“

Bridges

Ocean Liners

Commercial Aircraft

Olympic Games

Nuclear Power Stations

Man on the Moon

Dams

Skyscrapers

Project Complexity Examples of „Complex Projects“

Highways

Airports

TransnationalOil & Gas Pipelines

Weapon Systems

Large Factories

Power Grids

Software

Movie Blockbuster

Subprojects are smaller, more manageable components of larger, more complex projects

Subprojects have their own goals and outputs or deliverables which together constitute the final deliverable. Subprojects have, analogous to the main project in which they are integrated, their own scope, schedules, costs, human resources, risks etc.

Complex projects are divided into phases / sub projects for better management.

What are Subprojects?

SubprojectsExample: The Sydney Olympic Games 2000

Events

Venues, FacilitiesAccommodation

Transport

Media Facilities and Coordination

Telecommunications

Security Arrangements

Medical Care

Human Resourcesand Volunteers

Cultural Olympiad

Pre-Games Training

IT-Projects

Opening and ClosingCeremonies

Public Relations

Financing

Test Games and Trial Events

Sponsorship Management

The Sydney Olympic Games 2000 was a highly complex project which comprised several distinct work areas, each of which could be considered as subprojects, in their own right, and which all had to be integrated and coordinated within the framework of the overall Olympic project.

What is a Project Management

(Guide to the Project Management – Body of Knowledge, the Project Management Institute, 4th. Ed., 2008, p. 6)

What is a Programme?

A programme is basically a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

A CAPITALINVESTMENTPROGRAMME

A CAPITALINVESTMENTPROGRAMME

may comprise following projects

Project for Upgrading EquipmentProject for Upgrading Equipment

Project for Training PersonnelProject for Training Personnel

Project for Expanding Production Lines

Project for Expanding Production Lines

Project for Acquiring Large-ScaleFunding

Project for Acquiring Large-ScaleFunding

Example of a Programme

Programmes & Projects: Similarities

Programmes and projects have goals and objectives which define their purpose of existence

Programmes and projects have life-spans defining a starting and ending point in time

Programmes and projects consume resources and necessarily incur a cost

Programmes and projects require application of a methodo-logy and must be managed properly to bolster their chances of success

Programmes and projects aim at helping organizations achieve their mission and adding value to them.

Programmes & Projects: Differences

X Programmes may have multiple overarching goals whereas projects have one prime goal

X A programme has a comparatively longer life-span, and obviously costs more than the combination of all the projects which constitute it

X A programme is inherently more complex than a constituting project – it has a broader scope and may require extensive coordination between its various constituting projects

X Whereas a project results in the creation of an output and is then ended, a programme must integrate and maintain the operationality of that output for a specified period of time

What is a Process?

Project Management Process Illustration

Information

Technology

Qualitative & Quantitative Tools

Outputs of Other Processes

Material Inputs

Stakeholder Interaction

Requests, Instructions

1 2 3 N

Transformation of Inputs to Outputs

TIME & COST

PROCESS STEPS

Project Business Case

Opt. Project Portfolio Mix

Project Feasibility Report

Project Master Plan(or Subsidiary Plans)

Customer Change Request

Revised Cost and Schedule Baseline

Project Status Report

Process Maturity, Methodology, Benchmarking and Optimization, Constraints, Templates, Infrastruc-

ture, Policy and Cultural Framework

PROCESS INPUTS(Typical)

PROCESS OUTPUTS(Selected Examples)

Quality of Process Inputs, Knowledge, Competence, Experience,

Insight, Ability, Communication, Cooperation, Coordination

Process Effectiveness and EfficiencyProcess Effectiveness and Efficiency

Project management uses processes extensively to produce “deliverables”

(see small sample above). Some processes are quite complex and have a

high risk of error.

Given that the output of one project management process normally becomes input to another, deficiencies in one or more processes will

consequently reverberate across the entire process chain

End Note

Project Management does not guarantee the success, But it increases the likelihood of

the success of the project.

THANK YOU!