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PROJECTMANAGEMENTCONCEPTS
Eng. Anura Wijayapala Eng. Anura Wijayapala
Senior Lecturer Senior Lecturer
Department of Electrical Engineering Department of Electrical Engineering
ProjectManagementConcepts
In contrast to on-going,
functional work, a project is
a temporary endeavor
undertaken to create a
unique product or service
Projectmanagement isthediscipline
ofdefiningandachievingtargetswhile
optimizingtheuseofresources(time,
ProjectManagementConcepts
p g ( ,
money,people,materials,energy,
space,etc)overthecourseofaproject
(asetofactivitiesoffiniteduration).
CharacteristicFeaturesofaProject
ProjectObjectives
Aprojecthasafixedsetofobjectives.Oncethe
objectiveshavebeenachieved,theprojectceasesto
exist.
ProjectLifeSpan
A j t t ti dl l It h t t Aprojectcannotcontinueendlessly.Ithastocometoan
end.Whatrepresenttheendwouldnormallybespelt
outinthesetofobjectives.
SingleEntity
Aprojectisoneentityandisnormallyentrustedtoone
responsibilitycenterwhiletheparticipantsintheproject
aremany.
CharacteristicFeaturesofaProject
TeamWork
Aprojectcallsforteamwork,theconstitutesof
membersbelongingtodifferentdisciplines,
organizationsandevencountries.
ProjectManagementConcepts
Successofaprojectmeans
Itmustbecompleted.
Itmustbecompletedwithinbudget.
Itmustbecompletedwithinbudgetandwithinallocated
time.
Itmustbecompletedwithinbudgetandwithinallocated
timeanditmustperformtosatisfaction.
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ProjectManagementActivities
ProjectManagementiscomposedofseveral
differenttypesofactivitiessuchas:
Planningthework
Estimatingresources
Organizingthework
Acquiringhumanandmaterialresources
Assigningtasks
Directingactivities
Controllingprojectexecution
Reportingprogress
Steps in Project Management StepsinProjectManagement
1. GroupingWorkintoPackages
Worksogroupedare
Steps in Project Management Steps in Project Management
relatedtoeachother,
contributetothesamegoaland
boundbydefinitetime,costandperformance
targets
2. EntrustingtoaSingleAuthority
All di ti di ti d t lli th
Steps in Project Management Steps in Project Management
Allcoordination,directingandcontrollingthe
projectisdonebyasingleresponsibilitycenter
knownastheProjectManager.
3. SupportingandServicing
Projectistobesupportedandserviced
Steps in Project Management Steps in Project Management
internallywithintheorganizationand
externallythroughvendorsandcontractors
4. BuildingupCommitments
Through
negotiations
Steps in Project Management Steps in Project Management
coordinating
Anddirectingtowardsgoalsthrough
Schedules
Budgetsand
Contracts
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5. EnsuringadherencetoGoals
Through
C ti it i d t l i
Steps in Project Management Steps in Project Management
Continuousmonitoringandcontrolusing
Schedules
budgetsand
contracts
ToolsandTechniquesforProject
Management
ProjectSelectionTechniques
CostBenefitanalysis
RiskandSensitivityanalysis
ProjectExecutionPlanningTechniques
WorkBreakdownStructures(WBS)
ProjectExecutionPlan(PEP)
Projectresponsibilitymatrix
Projectmanagementmanual
ProjectSchedulingandCoordinating
Techniques
BarCharts
Lifecyclecurves
Lineofbalance(LOB)and
Networkingtechniques(PERT,CPM)
ProjectMonitoringandProgressingTechniques
Progressmeasurementtechnique
PerformanceMonitoringTechniqueand
Updating,reviewingandreportingtechnique
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ProjectCostandProductivityControlTechniques
Productivitybudgetingtechnique
ValueEngineering(VE)
COST/WBS
ProjectManager
Project management is quite often the
province and responsibility of an
individual project manager.
Thi i di id l ld ti i t This individual seldom participates
directly in the activities that produce the
end result, but rather strives to maintain
the progress and productive mutual
interaction of various parties in such a
way that overall risk of failure is reduced.
ProjectManager
Risk arises primarily from uncertainty and the
successful project manager is the one who focuses
upon this as the main concern.
f h h Most of the issues that impact a project arise in
one way or another from risk. A good project
manager can reduce risk significantly, often by
adhering to a policy of open communication,
ensuring that every significant participant has an
opportunity to express opinions and concerns.
ProjectManager
Projectmanagerisonewhoisresponsiblefor
makingdecisionsbothsmallandlarge,insucha
waythatriskiscontrolledanduncertainty
minimized minimized.
Everydecisiontakenbytheprojectmanagershould
betakeninsuchawaythatitdirectlybenefitsthe
project.
ResponsibilitiesofaProjectManager
Definingandmaintainingtheintegrityofaproject.
Developmentofprojectexecutionplan
Organization for execution of the plan Organizationforexecutionoftheplan
Settingoftargetsanddevelopmentofsystemsand
proceduresforaccomplishmentofprojectobjectivesand
targets.
Negotiationsforcommitments
ResponsibilitiesofaProjectManager
Directioncoordinationandcontrolofprojectactivities.
ContractManagement
Nonhumanresourcemanagement
Humanresourcemanagement
Projectisingandproblemsolving
Satisfactionofcustomer,governmentandthepublic.
Achievementofprojectobjectives.
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EstablishingtheProject
Aprojectisfullydefinedwhen;
1. Technicalconfigurationoftheprojecthasbeen
fullydefined.
2 The performance requirements for 2. Theperformancerequirementsfor
Technicalsystems
Subsystemsand
Thekeyequipment
havebeendefined
3. Costestimatefortheprojectisfrozen.
EstablishingtheProject
4. Technoeconomicalviabilityoftheprojecthasbeenexamined,
appraisedandapproved.
5. Anoverallscheduleforimplementationoftheprojecthasbeen
drawnup.
6 Fi i l h b d i l h j 6. Financialarrangementshavebeenmadetoimplementtheproject.
7. Aprojectmanagerhasbeenappointedforimplementationofthe
project.
8. Preprojectactivitieshavebeencompletedandazerodatefixed.
FeasibilityReport
Allitemsexcept7and8arecoveredinthe
feasibilityreport.
This report is prepared during definition phase of a Thisreportispreparedduringdefinitionphaseofa
project.
Theprojectmanagerisresponsibleforcompletion
oftheprojectasperthetechnoeconomic
stipulationsofthefeasibilityreport.