Project Management Process

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• Project Management Process
• By
• Engr. Attaullah Shah
• BSc Civil Engg, MSc Str Engg, MSc. Envir Design,
  MA Eco, MBA, PGD Comp Sc.
• PhD Scholar UET Taxila.
• Project Director AIOU- Islamabad.
• E-mail pd_at_aiou.edu.pk
• pdaiou_at_yahoo.com
• Website www.aiou.edu.pk

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What is a Project?

• An endeavor to create a Unique Product or
  Service.
• A unique one time effort bound by cost, time and
  resources/technical performance ( CST) and has
  defined objectives to satisfy the customer needs.
  
• Project is an undertaking having definite
  objectives, and specific beginning and ending
  points, limited budgets, defined scope.
• Sum of certain activities and tasks required to
  be performed in a specified period of time with
  human and non-human resources for specified
  objectives.
• ( Is your training a project? )
• Project is a one time non-routine opportunity to
  develop a new product.
• To satisfy the customer to achieve the
  organizational objectives.
• To be completed with in
• Allocated budget.
• Scheduled Time.
• Approved Technical Performance.
• Approved and agreed Scope of Work.
• Without any change in the existing culture.

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Project Life-Cycle

• Project Planning( Pre-Investment Studies)
• Project Opportunity Analysis ( Identification)
• Project Selection Problem analysis.
• Project Pre-feasibility studies.
• Project Feasibility Studies
• Preliminary Design
• Cost Estimation.
• Implementation ( Investment Phase)
• Detailed Design.
• Pre-qualification of bidders
• Tendering Negotiation
• Construction and developing the facility
• Test
• Deployment
• Operation
• Commissioning
• Maintenance.
• Up-keeping ( Preventive)
• Adoptive Maintenance ( Project Integration).

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What is management? The process of Planning,
Organizing, Staffing, controlling and leading.

• Project management
• The art of Directing and coordinating the human
  and non human
• Resources throughout the life of project by using
  modern
• Management techniques to achieve pre-determined
  objectives of
• scope, cost, time, quality and participants
  satisfaction.
• ( Project Management Institute America)
• Project management includes
• Project Appraisal
• ( Before Commencement of Project PC-I, PC-II).
• Project monitoring.
• ( During Execution of the Projects PC-III)
• Project Evaluation
• ( After Completion of the projects. PC-IV,PC-V)
  

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Different Forms used by Planning Commission of
Pakistan.  
PC-I Forms - Production Sectors -
Infrastructure Sectors - Social Sectors. PC-II
Form  Survey and Feasibility Studies. PC-III Form
PC-III (A) form for Physical Targets based
on PSDP Allocations Activity Chart. PC-III(B)
Monthly Progress Reporting. PC-IV Form  Project
Completion Report. PC-V Form Annual Performance
Report After Completion of Project
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Assessing Project Feasibility

• You need to calculate Nine categories of
  feasibility
• Economic
• Financial
• Operational Technical
• Schedule
• Legal and contractual
• Political
• Marketing
• Ethical
• Environmental

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Project Appraisal.

• Technical Analysis
• The analysis for determining the technical
  viability of the development project is based on
  the technical data and information given in the
  PC-I form as well as the earlier experience of
  carrying out similar projects.
• Institutional/Organizational/Managerial Analysis
• A whole range of issues in project preparation
  revolves around the overlapping institutional,
  organizational and managerial aspects of the
  project.
• Social Analysis
• Social analysis is undertaken to examine the
  aspects like employment opportunities and income
  distribution.

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• Commercial Analysis
• The commercial aspects of a project include the
  arrangements for marketing the output produced by
  the project and the arrangement for the supply of
  inputs needed to build and operate the project
• Financial Analysis
• Financial analysis involves assessment of
  financial impact, judgment of efficient resource
  use, assessment of incentives, provision of a
  sound financing plan, coordination of financial
  contribution and assessment of financial
  management competence.

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Assessing Economic Feasibility

• Determine Tangible Costs
• Can easily be measured in dollars
• Determine Tangible One-Time Costs
• Associated with project startup, initiation and
  development
• Includes
• System Development
• New hardware and software purchases
• User training
• Site preparation
• Data or system conversion

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Assessing Economic Feasibility

• Time value of money (TVM)
• Process of comparing present cash outlays to
  future expected returns
• Calculate net present value (NPV)
• Break even analysis
• When will project break even (costsbenefits)

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Assessing Economic Feasibility

• Determine Tangible Recurring Costs
• Associated with on-going use of system
• Includes
• Application software maintenance
• Incremental data storage expense
• New software and hardware releases
• Consumable supplies
• Determine Intangible Costs
• Cannot be easily measured in dollars
• Examples
• Loss of customer goodwill
• Loss of employee morale

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Assessing Economic Feasibility

• Determine Intangible Benefits
• Cannot be measured easily
• Examples
• Increased employee morale
• Competitive necessity
• More timely information
• Promotion of organizational learning and
  understanding

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Assessing Other Project Feasibility Concerns

• Remaining are specific intangible costs
• Operational Feasibility
• How likely is it that system can be used to meet
  desired objectives? (e.g., functional illiterate
  line workers make up 90 of production staffcan
  proposed system work at our facility?)
• Technical Feasibility
• Assessment of development organizations ability
  to construct a proposed system

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Assessing Other Project Feasibility Concerns

• Schedule Feasibility
• Assessment of timeframe and project completion
  dates with respect to organization constraints
  for affecting change
• Legal and Contractual Feasibility
• Assessment of legal and contractual ramifications
  of new system (e.g., does it violate the union
  contract?)

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Assessing Other Project Feasibility Concerns

• Political Feasibility
• Assessment of view of key stakeholders in
  organization toward proposed system (e.g., How
  will this affect morale? Will we see a worker
  slowdown in other areas?)
• Ethical Feasibility
• Are there issues that are inconsistent with
  corporate ethics and goals even if legal (e.g.,
  lots of e-waste?)
• With above analyses, firm can rank order project
  and determine if it should be done via
  prioritization

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Product Development Map
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Project Management Processes
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Project Management Data Flow Diagram
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Start Up Project

• Review lessons learned
• Establish key success criteria
• Plan the project
• Develop the Integrated Management Plan
• Review risks and opportunities
• Assemble the project team
• Launch the project. 

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Project Management Processes
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Plan Project - Gantt and Network Charts

• List all activities The contract is your guide!
• Activities should have defined deliveries and be
  a few weeks duration
• Estimate duration, level of effort and material
  spend for each activity
• Connect activities with minimum dependency logic
  can start at the end and work back to the start
• Keep plans simple e.g. use a hierarchy for more
  than 30 tasks
• Rolling plan on long projects add detail as you
  go
• Add resources to chart and level usage by
  adjusting the start time of non-critical tasks
• Review and baseline plans and budgets
• Determine critical path and sit on it!
• Use a planning tool to ease task of producing and
  keeping project plans and reports up to date

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The Project Management Jargon

• Work Breakdown Structure (WBS)
• What is to be done in Work Packages
• Work Packages relate to cost collection points
• Organisational Breakdown Structure (OBS)
• Who will do it
• Earned Value Management (EVM)
• Objective reporting of progress and variances to
  plan

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Plan Project
CONTRACT Specs SOW
Who
What
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Logic network How
Plan Project
Gantt When
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Project Management Processes
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Monitor and Control

• Use this process regularly
• Update plans, actual costs, risks and
  opportunities, performance metrics
• Seek feedback from customer
• Review these internally with the project
• Review these with senior management

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Monitor and Control

• Update plan, look forward obtain an estimate to
  complete for each activity (not percentage
  completed)

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Earned Value Management
Estimate To Complete
Costs RS
Planned Value PV
Actual Cost AC
SV
CV
Earned Value EV
T now
end
Time
Schedule Variance (RS) EV - PV Cost Variance
(RS) EV - AC
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Project Evaluation Flowchart
Office/Historical Data Collection
Initial Site Visit
Primary Field Survey
Initial Data Analysis
Secondary Field Survey
Laboratory Materials Characterization
Secondary Data Analysis
Structural Capacity Analysis
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The Elements of a Successful Proposal
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1The title

• Choose a title that conveys information about
  your project.
• Avoid acronyms that have negative connotations.
• Make it Brief

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2 The abstract

• This is the first (and could be the only) part of
  the proposal that a busy reviewer will see.
• The abstract should be a map of the rest of the
  proposal.
• Write the abstract last to make sure it reflects
  the final version of the proposal.

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3 Problem statement

• Provide a clear objective statement of the
  problem.
• Describe the factors that have contributed to the
  problem.
• Describe what has and has not worked in the past.
• Indicate what needs to be done (by you) now.

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4 The rationale

• Never assume the
• proposal reviewer
• knows what you know.
• Convince the reviewer
• that the problem is
• IMPORTANT!

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Persuasive rationales

• Describe how the project will
• Resolve theoretical questions
• Develop better theoretical models
• Influence public policy
• Improve teaching/learning
• Improve the way people do their jobs in a
  particular field
• Improve the way people live

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5 Literature review

• Display your awareness of the problem or need as
  well as the contributions that have been made by
  otherssome of whom may be reviewers of your
  proposal!

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Show you understand the problem!

• Use the Funding Agencies Terms and Vocabulary
  to Describe the Problem.
• Provide the most recent data and/or information
  about the problem.
• Describe the gaps and contradictions that
  currently exist.

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Show you know the solution!

• Describe a solution to improve the situation.
• Back up your solution with data if possible.
• Quote or cite well known authorities on the
  topic.

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6 Project design

• Goals, Objectives and Activities Should Always
  Relate to One Another

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Program elements

• Goals
• Broad Statements of Intent
• Objectives
• Measurable Outcome Statements
• Activities
• Implementation Steps

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Well written objectives

• State Who is Responsible
• State What is to be Accomplished.
• State When the Objective should be Accomplished
• State a Criterion for Success

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Well written activities

• Focus on How the objective is to be accomplished.
• Use Action words, e.g., recruit, analyze,
  evaluate, disseminate

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Research methods

• State your research questions clearly
• Choose an appropriate research design
• Detail all procedures
• Control for validity and reliability
• Describe limitations
• Answer reviewers questions before they are
  asked!

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8 Key personnel

• Describe the people that will help to make
  decisions in how the project is carried out.
• Provide a description of their background,
  training, and expertise.
• Highlight everyones accomplishmentsthis is not
  the time to be modest!

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9 Facilities resources

• Describe where the project will be conducted.
• Describe any special equipment or resources you
  will have access to.
• Describe any special capabilities or experiences
  possessed by your agency to carry out the project.

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10 Budget

• Ask for the funds that you need to be
  successful, but do not pad your budget.
• Be aware that proposal reviewers know how much
  things cost!
• If you ask for too little money to do the work
  you propose, you will appear naïve and
  inexperienced.

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11 Time lines

• Sponsored project activities can take longer
  than anticipated.
• Do not propose to do too much in any given
  project period.
• Develop a time line for the reviewer.

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12 Evaluation

• Describe how you will find out if your project is
  working.
• Describe how you will know if you have succeeded
  when the project is over.
• Describe how you will adjust your procedures and
  timelines to deal with real life events.
• Tell the proposal reviewers who will conduct the
  evaluation and review the information collected.

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13 Dissemination

• Inform the proposal reviewers of the
  dissemination strategies that you will use and
  the audiences that will receive information on
  your findings.
• Information about your project can be
  disseminated via articles in peer reviewed
  journals and presentations at professional
  conferences.

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14 Continuation funding

• Sponsored Projects are of limited duration, e.g.,
  1 to 3 years
• Plan your next project before the current project
  ends!

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15 Follow through

• Keep your program officer in mind send copies
  of all publications and media coverage related to
  your project.
• Network with others Look for ways to
  collaborate on future projects.

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Some Funny Quotes of Project Managers

• As of tomorrow, employees will only be able to
  access the building using individual security
  cards. Pictures will be taken next Wednesday and
  employees will receive their cards in two weeks.
  What I need is a list of specific unknown
  problems we will encounter. E-mail is not to
  be used to pass on information or data. It should
  be used only to be used for company business.
  Turnover is good for the company, as it proves
  that we are doing a good job in training people.
  This project is so important, we can't let
  things that are more important interfere with it.
  Doing it right is no excuse for not meeting the
  schedule. No one will believe you solved this
  problem in one day! We've been working on it for
  months. Now, go act busy for a few weeks and I'll
  let you know when it's time to tell them

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