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
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!