Hadith

What is Project
A project is a sequence of unique,
complex, and connected activities,
having one goal and that must be
completed by a specific time,
within budget, and according to
specifications(of the Customer).

(All of mankinds greatest accomplishment- from building the great

Pyramids to discovering a cure for polio to putting a man onto the
moon began as a Project.)

Project Management;
The process of fulfilling the requirement of the project to the customer satisfaction
through,
1. Planning
2. Executing
3. Monitoring
4. Controlling
5. Project Result

Features of a Project: (a part of something that you notice

because it seems important, interesting, or typical)
The proposed project must be
1. Technical Feasible
2. Financially Profitable
3. Economically Viable
4. Politically suitable (kala Bagh dam)
5. Socially / Environmentally acceptable ( society should have no
objection to project)

Comparison of Routine Work and Projects

Routine Repetitive work
1. Taking of class notes

Project
1.Writing term paper
2. developing a supply chain
2. Responding to a supply chain information
request
System
3. Routine manufacturing of an 3. Designing an apple iPod that
apple iPod
is 2 by 4 inches, interfaces with
PC and stores1000 songs

Projects vs. Operations

Topic 1.5

OPERATIONS

Operations are an organizational

function performing the ongoing execution
of activities that produce the same product
or provide a repetitive service.
Organizations sometimes change their
operations, products, or systems by creating
strategic business initiatives.

PROJECTS

Though temporary in nature, projects can

help achieve the organizational goals when
they are aligned with the organizations
strategy.

Projects vs. Operations

Topic 1.5

THE SIMILARITIES

OPERATIONS

PROJECTS

Both requires to be performed by people

Both requires to be provided resources
Both are constrained by limited resources
Both requires to be planned, executed ad controlled
Both are aligned with the Organizational Strategic
Objectives
Deliverables and Knowledge is transfered between the
two
Occurs through transfer of project resource to
operations toward the end of the project
Or
Through a transfer of operational resource to project at

Projects vs. Operations

Topic 1.5

THE DIFFERENCES

OPERATIONS

PROJECTS

Operations require Business

Process Management or
Operations Management

Projects require Project

Management

Permanent Endeavors

Temporary Undertakings

Ongoing nature of Operations

Temporary Assignments

Produce Repetitive Outputs

Produce Unique Outputs

Permanent Resource
Assignments

Temporary Resourcing

Executed as per standards

(SOPs) institutionalized in
product life cycle

Executed according to Project

Management Plan
developed for project life
cycle

Sustain the business

Attain objective and then

terminate

Characteristics of projects(a quality or feature of something or someone that is typical of them and easy to
recognize)

1. Objectives
2. Life spans
3. Single entity
4. Team Work
5. Life cycle-Growth- maturity-decay
6. Uniqueness
7. Change
8. Successive Principle
9. Mode of order- Someone will order the project i.e. the owner.
10. Unity and Diversity
11. Sub-contracting (out sourcing)
12. Risk of Uncertainty.

Classification of Projects
1. International (eg.gas Pipelines)
2. National Projects (e.g. Dames, Motor way)
3. Sectoral (e.g. Education, health, transportation, Wapda)
4. Mega/high-tech , Major, Mini (Gawador Port, coastal highway)
5. Research project ( e.g. writing a thesis)
6. Normal Project (No compromise on quality , cost time)
7. Crash project.. Additional capital cost is inured to gain time, but no compromise on quality.
8. Disaster Projects; Anything needed to gain time is allowed, even quality level is accepted,
capital cost goes very high to gain time reduced.

Need for project Management/Why Project

Management?
1. Accomplishment of Specific Goal
2. Focus Responsibility and Authority on individual or group
3. Better control
4. Customer Relations
5. Shorter Development Time
6. Lower costs
7. Higher quality of reliability
8. Higher Profit Margin.
9. Better interdepartmental coordination
10. Higher Worker Moral.

Current Challenges to Projects

1. Behind Schedule: only 54 % of projects
Finish on schedule or before.
2. Over Budget: 52.7 % of projects will
cost 189 % more than original
estimates.
3. Cancelled before Finished: 30 % of
projects will not be completed due to
cancellation.
4. Conflicts: Due to issues and scheduling
problems.
5. Ability to Measure Project Status:

Triple Constraint
Time

Quality

Cost

Scope

Project Life Cycle

Level of effect

Peak effort level

Conception
Or Definition

Time

Selection

Planning scheduling
Monitoring control

Evaluation
&Termination

Definition
Goals
specification
Tasks
Responsibilities

Planning
Schedules
Budgets
Resources
Risks
staffing

Executing
Status report
Changes
Quality
Forecasts

Delivery/termination
Train customer
Transfer document
Release resources
Release staff
Lessons learned

Activites of project Managers;

1. Traditional Management; this includes decision making
planning and controlling, 32% time is spent.
2. Communication; The exchanging routine information and
processing paper work, 29% time is spent.
3. Human Resource(HRM) it involves motivating, disciplining,
managing conflicts, staffing training 20% time is spent.
4. Networking; It includes socializing, and interacting with
outsiders. 19% time is spent here.

Types of project managers

Project managers cannot perform their tasks unless they have
understanding of and are responsive to many elements of the external
environment, including economic, technological, social, political, and
ethical factors that affect their areas of operations. The various types of
project managers are as follows.
1. Line managers; are responsible for activities making
direct contributions to production of organizations basic goods or
services.
2. Staff managers; they use special technical expertise to
advise and support the efforts of line workers
3. Functional Manager; They are responsible for only one
area of activity i.e. finance , Marketing, Production Personal accounting or
sales
4. General Managers; They are responsible for complex
organization unit that include many areas of functional activity.
5. Administration; Some one who administers work in any
kind of organization.

Managerial Skills
A skill is an ability or proficiency in performing particular task skills
reflects the ability to translate actions into results. They are of following
types

1. Technical Skills its the knowledge of and proficiency in

activities involving method, Processes, and Procedures.

2. Human Skills; the ability to work with peoples cooperative

effort, it is Teamwork, feel resume and free to express their opinion.

3. Conceptual Skills; the ability to see big picture in order

to recognize significant elements in a situation, and to understand
relationship among elements.

4. Design Skills; Ability to solve problems in ways that will

benefit enterprise.

A Russian scholar Warren Buffet says that three qualities should

be present in selecting employer 1.personal integrity 2.
Intelligence 3.High energy level. If the first one is missing, he will
kill you.

Success for Project Managers

There are three general preconditions for
achieving lasting success as project
managers. These include;
1. Ability (A)
2. Motivation to manage (M)
3. Opportunity (o)
Together they constitute the basic formula for
managerial success(S)
S= A*M*o

Various types of PC Information

PC-I Form

Project Appraisal. i.e. Detailed project document

..\PCs\PC-I (Social Sector

).doc
Pc-II Form
For preparation of pre-feasibility, pre-feasibility
..\PCs\Proforma
study, conducting survey
PC-II(Survey Feasbility
Study).doc

Pc-III Form
..\PCs\PC-III(a).doc

For submission of quarterly monitoring/ progress

report of project

Pc-IV Form
..\PCs\PC-IV-new.doc
Pc-V Form
..\PCs\PC-V.doc

For submission of completion report of project

Low cost Pc-I Form

For preparation of small projects costing less

than Rs.1 million

For submission of Evaluation/ implementation

report on annual basis for five years ( helps in
policy formulation of future)

Handbook-Planning Commission.pdf/80
Project approving authorities at Government of Pakistan level.
ECNEC(Executive Committee of National Economic council
CDWP ( Central Development Working party )
DDWP ( Departmental Development Working party )
PDWP ( Provincial Development Working party )
Authority and Sanctioning Power
Manual for development projects.pdf/59

Authority

Sanctioning Power

ECNEC

All schemes costing Rs 100.0 million & above

CDWP

Federal schemes (Non-recurring) costing between Rs 20

million and Rs 100 million

DDWP

All schemes costing below Rs 20.00 million

PDWP

All provincial schemes (Non-recurring) costing upto and

including Rs.100 million

Program Management
Topic 1.4.2

PROGRAM

A program is a group of related

projects managed in a coordinated way to
obtain benefits and control not available
from managing them individually.
Programs may include elements of
related work outside of the scope of the
discrete projects in the program.
A project may or may not be part of a
program but a program will always have
projects.

Examples of Projects

constructing houses, factories,

shopping malls, athletic stadiums or
arenas
developing military weapons systems,
aircrafts, new ships
launching satellite systems
constructing oil pipelines
developing and implementing new
computer systems
planning concert, football games, or
basketball tournaments
introducing new products into market

Stakeholders
Topic 2.3

WHO?

Stakeholders are persons and organizations,

who are actively involved in the project or
whose interests may be positively or
negatively affected by the performance or
completion of the project.
They may also exert influence over the
project, its deliverables, and the project
team members.
The project management team must identify
both internal and external stakeholders in
order to determine the project requirements
and expectations of all parties involved.
Project Manager must manage the influence
of the various stakeholders in relation to the

Stakeholders
Topic 2.3

RESPONSIBILITY AND AUTHORITY

Stakeholders have varying levels of

responsibility and authority when
participating on a project and these can
change over the course of the project life
cycle.
Their responsibility and authority may range
from occasional contributions in surveys and
focus groups to full project sponsorship,
which includes providing financial and
political support.
Stakeholders can have an adverse impact on
the project objectives.

Stakeholders
Topic 2.3

IDENTIFICATION

Stakeholder identification is a continuous

process and can be difficult.
Identifying stakeholders and understanding
their relative degree of influence on a
project is critical.
Failure to do so can extend the timeline and
raise costs substantially.

Stakeholders
Topic 2.3

POSITIVE AND NEGATIVE

A project can be perceived as having both

positive and negative results by the
stakeholders.
Some stakeholders benefit from a successful
project, while other stakeholders perceive
negative outcomes from a projects success.
Interests of positive stakeholders is best
served by helping the project succeed.
Interests of negative stakeholders are
served by impeding the projects
progress.
An important part of project managers
responsibility is to manage stakeholder
expectations.

Stakeholders
Topic 2.3

PROJECT MANAGERS RESPONSIBILITY

To manage stakeholder expectations.

To balance positive and negative
stakeholder interests.
Ensure that the project team interacts with
stakeholders in a professional and
cooperative manner.