1.

Project Management Framework:

Introduction

Facilitator:
NED University
Prof. Rizwan U. Farooqui, Ph.D.
Professor and Co-Chair
Department of Civil Engineering
NED University of Engineering and Technology
Karachi, Pakistan

About Myself…

Click toEducation
edit Master title style
• B.E. Engineering (Civil) NED, Karachi 1998
• M. Eng. (Structures & Construction) NUS, Singapore 2000
• Ph.D. (Const. Proj. Management) FIU, USA 2011

Experience
Over 15 years of academic and industry experience by working
in Singapore, UAE, USA, Ethiopia, and Pakistan.

Research Interests
Construction Procurement, Contracts and Claims,
Construction Safety, Risk Management, Quality Management,
Building Information Modeling, Sustainable, Green & Energy
Efficient Construction.

Contact
rizulhak@neduet.edu.pk
99261261 ext. 2205
Cell: 0333-2240685

Prof. Rizwan U. Farooqui, Ph.D. 1

 Agenda

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1. edit Masteroftitle
Definition style
Project

2. Projects vs. Operations

3. Projects and Organization Strategy

4. Project Management

5. Project Constraints, Success & Failure

6. Project, Program and Portfolio Management

7. Key Project Management Skills

DEFINITION OF
PROJECT

Prof. Rizwan U. Farooqui, Ph.D. 2

 What is a Project?

A project is a temporary endeavor undertaken to create

a unique product, service or result.

Temporary means that

every project has a
definite beginning and
a definite end
Projects involve creating
something that has not been
done in exactly the same way
before and which is,
therefore, unique and distinct

Note: temporary does not mean short in duration

Prof. Rizwan U. Farooqui, Ph.D.

What is a Project?
• Project:
–A complex, non-routine, temporary endeavor limited
by time, budget, resources, and performance
specifications undertaken to create a unique product,
service or result designed to meet customer needs.
–Is progressively elaborated

Prof. Rizwan U. Farooqui, Ph.D.

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 Project Attributes
1. Unique objective.
2. Temporary (defined life span with a beginning and an
end).
3. Developed using progressive elaboration (phase by
phase)
– Distinguishing characteristics of each unique project will
be progressively detailed as project is better understood.
4. Often is multi-functional (cut across several functional
lines); at times multi-organizational as well
5. Has specific time, cost, and performance reqs
6. Has a primary customer or sponsor
7. Involves uncertainty (Risk)
8. Consumes human and nonhuman resources
(i.e. )
Prof. Rizwan U. Farooqui, Ph.D.

Project Attributes (contd.)

Project can create:
–A Product that can be either a component of another
item or an end item in itself
–A capability to perform a service or business function
–A result such as an outcome or document

End of Project is reached when:

–Project’s objectives have been achieved or
–Its objectives will not or can not be met or
–Need for the project no longer exists

Prof. Rizwan U. Farooqui, Ph.D.

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 Projects are Everywhere….

Prof. Rizwan U. Farooqui, Ph.D.

New results Improving existing

New product or services Change in process
Organization

E.g. Panama Leaks

E.g. Online payments
E.g. tracking watch E.g. Implementing Lean

Developing or acquiring Research effort to Building plant,

a new or modified MIS record outcome infrastructure or plant

E.g. Implementing Cloud E.g. data for E.g. Burj dubai

computing, SAP composite material

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 PROJECTS VS.
OPERATIONS

Projects Vs. Operations

• Projects and operations sometimes overlap and
they share many of the same characteristics:
–Performed by people
–Constrained by limited resources
–Planned, executed and controlled
–Performed to achieve organizational objectives or
strategic plans

Prof. Rizwan U. Farooqui, Ph.D.

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 Projects Vs. Operations
Projects Operations
• To attain its objectives & terminate • To sustain the business
• Catalyst for change • Maintain status quo
• Unique product or service • Standard product or services
• Heterogeneous teams • Homogeneous teams
• Temporary • Ongoing & repetitive
• Concludes when its specified • Assumes new set of objectives
objectives have been achieved and the work continues

Examples
• Writing and publishing a book
• Implementing a LAN
• Arrange for a conference
• Opening for a new shop
Examples
• Writing a letter to a Prospect
• Hooking up a Printer to computer
• Attending a conference
• Opening the shop

Prof. Rizwan U. Farooqui, Ph.D.

Projects Vs. Operations

 

 

 

 

 

 

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 PROJECTS AND
ORGANIZATIONAL
STRATEGY

Projects and Strategic Planning

• Projects are means of:
– Achieving organization’s strategic goals & objectives;
– Implementing strategic changes

• Projects are often the result of strategic considerations

that include:
– Specific Market demand (e.g. Earthquake-Resistant Housing)
– Strategic Opportunity/ Business need (e.g. Solar Panels)
– Specific Customer request (ERP for Construction Business)
– Technological advancement or Breakthrough (e.g. BIM)
– Legal requirement (e.g. Boeing)
– Environmental Consideration (e.g. low carbon footprint buildings)
– Social need (e.g. Green Buildings) Prof. Rizwan U. Farooqui, Ph.D.

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 Projects and Strategic Planning - Examples

Market demand Strategic/business need Social need

Fuel efficient cars due Engro investing in Metro train in Dehli
to gasoline shortage coal power generation. for transportation

Environmental need Technology Adv.

Water treatment plant at the Customer need New materials researchLegal Requirements
end of Liyari river Siemens install grid station causing faster CPUs
EU safety requirements
on request of K-electric in airplanes

Projects and Strategic Planning - Link

Portfolio of
Programs/
Projects as
Means of
Strategy
Implementation

Prof. Rizwan U. Farooqui, Ph.D.

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 PROJECT
MANAGEMENT

What is Project Management?

The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements.
 The purpose of Project Management is prediction
and prevention, NOT recognition and reaction.
 PMI breaks Project Management into:
–5 Process Groups (containing 47 processes); and
–10 Knowledge Areas
–Professional and Social Responsibility

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 Why Project Management?

Identification of requirements of stakeholders

e.g. budget, quality, scope etc.
Identification of functional responsibilities
Better control of financial, physical, and human resources
Improved customer relations
Early identification of problems
Reduced Time, Lower costs, Higher quality and increased
reliability
Better internal coordination
Higher worker morale (less stress)
Knowing when objectives are slipping or can’t be met

Why Project Management?

Top
Managers
Middle Managers + =
First-line Managers

Operational Staff

Organization Managers-wise Organization Function-wise

Functional Islands

 Project Manager’s responsibility is to get these small operational

islands to communicate cross-functionally toward common goals and
objectives.

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 Project Management – a Science or an Art?

The Technical and

Sociocultural
Dimensions
of the Project
Management
Process

Prof. Rizwan U. Farooqui, Ph.D.

Managing Project
• PM is the person responsible for accomplishing the
project objectives.
• Managing a project includes:
–Identifying requirements.
–Establishing clear and achievable objectives.
–Balancing the competing demands of quality, scope, time,
cost, resources and risks.
–Adapting the specifications, plans, and approach to the
different needs, concerns and expectations of the various
stakeholders.

• Due to the nature of change, managing project is

iterative and goes through progressive elaboration
throughout the project’s lifecycle

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 Progressive Elaboration
 Progressive Elaboration means: “Developing in steps, and
continuing by increments” to work out details.

–Project scope moves from High Level in the beginning

to more detailed as project progresses.

Project Deliverables
 Deliverables are measurable, tangible outputs,
which are the end result of either the completion of
the project or the end of a life-cycle phase of the
project.

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 The Challenge of Project Management
• The Project Manager
–Must induce the right people at the right time to
address the right issues and make the right decisions.

–Must strike a balance between Effectiveness and

Efficiency.

Prof. Rizwan U. Farooqui, Ph.D.

Some Project Manager Job Responsibilities

• Assist in project scope • Evaluate project requirements

definition • Identify and evaluate risks
• Identify stakeholders, decision-• Prepare contingency plan
makers, and escalation • Identify interdependencies
procedures
• Identify and track critical
• Develop detailed task list (work milestones
breakdown structures)
• Participate in project phase
• Estimate time requirements review
• Develop initial project • Secure needed resources
management flow chart
• Manage the change control
• Identify required resources and process
budget
• Report project status

Prof. Rizwan U. Farooqui, Ph.D. 14

 PROJECT
CONSTRAINTS,
SUCCESS AND FAILURE

Project Triple Constraints

Tradeoffs:
– Scope ↑= Time ↑ + Cost ↑
The Triple Constraint
– Time ↓ = Cost ↑ + Scope ↓
Time
– Budget ↓ = Time ↑ + Scope ↓

Quality
Constraints:
– Help evaluate competing demands Cost Scope

– Facilitate prioritization
– Help use the prioritization throughout
– Aid analyzing impact of changes

Prof. Rizwan U. Farooqui, Ph.D.

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 Project Total Constraints

Project

Customer Satisfaction
Change in one may change at least one or more constraints.
It is the project manager’s duty to balance these competing
constraints.

Project Reality Check:

Who Sees What?....

Prof. Rizwan U. Farooqui, Ph.D.

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 What the Client Wanted

Prof. Rizwan U. Farooqui, Ph.D.

As the Architect Saw It

Prof. Rizwan U. Farooqui, Ph.D.

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 As the Engineers Designed It

Prof. Rizwan U. Farooqui, Ph.D.

As the Builders Built it

Prof. Rizwan U. Farooqui, Ph.D.

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 Project Success

• There are different ways to define project

success:

–The project met scope, time, and cost goals.

–The project satisfied the customer/sponsor.

– The project produced the desired results.

Prof. Rizwan U. Farooqui, Ph.D.

Why Projects Fail?

• Only 34% of projects Succeed! (ref. Standish group)
–Poor Communications
–Scope Creep
–Poor Planning
–Week Business Case
–Lack of Management Direction and Involvement
–Incomplete Specifications
–Mismanagement of Expectations

Prof. Rizwan U. Farooqui, Ph.D.

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 Subprojects

• Projects are frequently divided into more manageable

components or subprojects.

–Subproject are often contracted to an external

enterprise or to another functional unit in the
performing organization.
–Subprojects can be referred to as projects and
managed as such.

PROJECT, PROGRAM
AND PORTFOLIO
MANAGEMENT

Prof. Rizwan U. Farooqui, Ph.D. 20

 Portfolio, Program and Project

Portfolio Program Project

A collection of projects A group of related A Project is a temporary

or programs and other projects managed in a endeavor undertaken to
work that are grouped coordinated way to create a unique,
Definition

together to facilitate obtain benefits and product, service, or

effective management of control not available from result.
that work, to meet managing them
strategic business individually.
objectives.
To maximize the return on  Transportation  Specific highway
investment - infrastructure program project
Examples

firm may put together a
portfolio that includes a
mix of projects in oil & gas,
power, water, roads,
railways etc.
 Power sector program
 Extraction Program
 Local railway project
 Wind power project
 Hydro power projects
 Nuclear plant projects
 Coal and other mining
projects

The Project Management Framework

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 Portfolio Management
• Portfolio Management:
–Portfolio managers help their organizations
• make wise investment decisions
• by helping to select and analyze projects from a
strategic perspective
• by identifying resource improvement needs in order to
become strategically competitive
–Advantages:
• Strategic growth of organizations
• Better Financial Management

Project Management Compared to

Project Portfolio Management

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 Portfolio, Program and Project

Project

Program

Project

Portfolio

KEY PM SKILLS

Prof. Rizwan U. Farooqui, Ph.D. 23

 Agenda

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1. edit Master
Learning title
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Case Study

2. Key Project Management Skills

3. Developing the Skills Needed to Become an Effective

Project Manager

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Prof. Rizwan U. Farooqui, Ph.D. 24

 Case Study

A Day in the Life of a Project

Manager

Prof. Rizwan U. Farooqui, Ph.D.

Key Skills of Project Manager

1. Leadership
2. Ability to Develop People
3. Communication
4. Interpersonal Skills
5. Time Management
6. Delegation
7. Problem Solving
8. Stress Handling
9. Change Management

Prof. Rizwan U. Farooqui, Ph.D.

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 DO, DELAY, DELEGATE, DUMP

HIGH
3 1
U
R Delegate Do
G
E
N
C
Y 4 2
LOW
Dump Delay

LOW HIGH
IMPORTANCE

This is a

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 Rocks

Rocks, Pebbles

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 Rocks, Pebbles, Sand

Rocks, Pebbles, Sand, Water

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 Try it the other way round

Pebbles first…

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 Pebbles first…Rocks hang

Or worse…

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 Sand first…

Sand first…Not only Rocks but also Pebbles hang

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 Degrees of Delegation

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 Developing The Skills
Needed To Be An Effective
Manager

Developing the Skills Needed to Be an

Effective Manager

• Gain experience — work on as many projects as you

can; each project presents a learning opportunity
• Seek out feedback from others
• Conduct a self-evaluation and learn from your
mistakes
• Interview project managers who have skills that you
want to develop
• Participate in training programs
• Learning and development are lifetime activities—
there’s no finish line 22

Prof. Rizwan U. Farooqui, Ph.D. 34

 Questions, Comments?

Have a Happy PM Journey……

Future Coordination….

Prof. Rizwan U. Farooqui, PhD

Professor and Co-Chair
Department of Civil Engineering
NED University of Engineering and
Technology

Email: rizulhak@neduet.edu.pk

Cell: 0333-2240685

70

Prof. Rizwan U. Farooqui, Ph.D. 35