Académique Documents
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Atif Shahzad
_____________________
BE, MECHANICAL ENGINEERING
UNIVERSITY OF ENGINEERING & TECHNOLOGY, TAXILA, PAKISTAN, 2000
EMAIL: atifshahzad@Gmail.com
LINKEDIN: pk.linkedin.com/in/dratifshahzad
Teaching Interests
Courses
Aerospace Vehicle Design** Mechanics of Materials*
Engineering Ergonomics & Work Study** Mechanical Vibrations*
Engineering Ethics* Numerical Methods using MATLAB**
Engineering Drawing & Graphics* Orbital Mechanics**
Engineering Mechanics (Statics,Dynamics) Operations Research**
Finite Element Methods using MATLAB* Product Design and Development**
Flight Mechanics** Project Management**
Heat Transfer & Thermodynamics* Space Mission Analysis and Design**
Launch Vehicle Design** Statistics (DoE)*
Management Science** Structural Optimization**
Matlab/Simulink** Systems Engineering**
Dr. Atif Shahzad
encouraged and will have a positive impact on their class participation grade.
¤ All case studies and each assignment is also potential exam material.
HOW DO WE INTEND TO DELIVER
LECTURES, LABs, QUIZ and EXAM
LECTURES
¤ Lecture notes will be on Power Point Slides in pdf format
¤ We will have them available in class and you are welcome to take them after
the class
¤ Students can bring anything they are comfortable with for taking the class
notes
¤ We will see education videos
¤ Slides important for exam may be highlighted
LABS !
¤ Labs will be conducted in the course of lectures
¤ Please bring your Laptops along with MS Excel, MS Project installed
Dr. Atif Shahzad
¤ Each Lab will have a Quiz at the end to analyze your understanding
EXAM METHODS
EXAMS
¤ There will be Assignments and Quizzes in most of the
lectures with appropriate weightage.
¤ Absentees in Quizzes will be marked ZERO.
Activity %
Assignments 10
Quizzes 10
Mid Term Exam 20
Final Exam 30
PROJECT 30
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PROJECT
The Project will have maximum weight age i.e. about
20~40 %
The projects will be executed in teams of one to three
students and be incorporated into the course as the final
presentations and a final report.
¤ Each Student can do one project individually or
¤ 3 students can do one project combined
Q&A
PROJECT
MANAGEMENT
PROJECT?
PROJECT...
All of mankind’s greatest accomplishments—
from building the great pyram ids to
discovering a cure for polio to putting a m an
on the m oon, Beijing Olym pics 2008—
began as a project.
Dr. Atif Shahzad
PROJECT...
A project is “a temporary endeavor undertaken to create
a unique product, service, or result.”*
product Mart
PROJECT
MANAGEMENT
PROJECT?
EXAMPLES
EXAMPLES OF PROJECTS
Building Construction
Research Project
Dr. Atif Shahzad
EXAMPLES OF PROJECTS
Project: Next Generation Nintendo
COMPANY: NINTENDO
Wii Game Console
According to Internet rumors, the new
console will be based on entirely new
hardware that will pump out HD visuals,
contain expanded storage, and run using
digitally distributed content rather than
physical discs.
The new console will expand the
capability of Wii’s revolutionary
handheld pointer device that detects
movement in three dimensions.
At stake is Nintendo’s position in the $10
Dr. Atif Shahzad
Even a single missed detail has the potential SNCF (Société Nationale des Chemins de fer
to cause significant problems. Having Français) / RFF (Réseau Ferré de France) -
purchased 2,000 new trains French Railway France
company SNCF found out how one bad
assumption can ‘derail’ a project.
Following the arrival of the first of its new
fleet of regional trains, SNCF discovered that
the newly designed trains are too wide to fit
into many of the railway stations they were
intended to serve.
As the British Newspaper, the Independent put
it “The country that brought the TGV high- Project type : New trains
Dr. Atif Shahzad
reviews include not only assessing performance but also capturing lessons learned.
PROJECT LIFE CYCLE /STAGES
1–35
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PROJECT LIFE CYCLE /STAGES
1–36
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PROJECT LIFE CYCLE /STAGES
100%
Cost
Knowledge
Freedom
50%
Cost
Freedom
0
%
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PROJECT LIFE CYCLE /STAGES
1–38
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CONCEPT SELECTION
CONCEPTUAL
DESIGN PRELIMINARY
DESIGN
DETAIL
DESIGN
PRODUCT
ATTRIBUTES
100:1
10:1
1:1
Conceptual Phase is crucial to the success of the overall design process and
resulting system. It has been estimated that “at least 80% of a Mission’s life-cycle
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cost is locked in by the concept that is chosen” and “conceptual design decisions
have a 100:1 leverage on end product quality and cost”
PROJECT
MANAGEMENT
PROJECT MANAGEMENT?
WHAT IS PROJECT MANAGEMENT?
Project : A group of milestones or phases, activities or
tasks that support an effort to accomplish something
¤
organizations are relying on cross-functional project teams to get new products
and services to the market as quickly as possible.
IMPORTANCE OF PM
Knowledge Explosion
¤ The growth in new knowledge has increased the complexity of projects
because projects encompass the latest advances.
¤ For example, building a road 30 years ago was a somewhat simple process.
Today, each area has increased in complexity, including materials,
specifications, codes, aesthetics, equipment, and required specialists.
¤ Similarly, in today’s digital, electronic age it is becoming hard to find a new
product that does not contain at least one microchip.
¤ Product complexity has increased the need to integrate divergent
technologies.
¤ Project management has emerged as an important discipline for achieving this
task.
Dr. Atif Shahzad
IMPORTANCE OF PM
Triple Bottom Line (Planet, People, Profit)
¤ The threat of global warming has brought sustainable business practices to the
forefront.
¤ Businesses can no longer simply focus on maximizing profit to the detriment of
the environment and society.
¤ Efforts to reduce carbon imprint and utilize renewable resources are realized
through effective project management.
¤ The impact of this movement towards sustainability can be seen in changes in
the objectives and techniques used to complete projects.
Dr. Atif Shahzad
IMPORTANCE OF PM
Corporate Downsizing
¤ The last decade has seen a dramatic restructuring of organizational life.
¤ Downsizing (or rightsizing if you are still employed) and sticking to core
competencies have become necessary for survival for many firms. Middle
management is a mere skeleton of the past.
¤ In today’s flatter and leaner organizations, where change is a constant, project
management is replacing middle management as a way of ensuring that things
get done.
¤ Corporate downsizing has also led to a change in the way organizations
approach projects.
¤ Companies outsource significant segments of project work, and project
managers have to manage not only their own people but also their
Dr. Atif Shahzad
Single unit
Many related activities
Difficult production planning and
inventory control
General purpose equipment
High labor skills
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PROJECT MANAGEMENT
ACTIVITIES
PROJECT MANAGEMENT ACTIVITIES
1. Planning - goal setting, defining the project,
team organization
2. Scheduling - relates people, money, and supplies
to specific activities and activities to each other
3. Controlling - monitors resources, costs, quality,
and budgets; revises plans and shifts resources to
meet time and cost demands
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PROJECT MANAGEMENT ACTIVITIES
Planning Scheduling
Objectives Project activities
Resources Start & end times
Work break-down Network
schedule
Organization
Controlling
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Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
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Human Quality
Resources Marketing Finance Design Production
Mgt
Project 1 Project
Manager
Mechanical Test
Technician
Engineer Engineer
Project 2 Project
Manager
Electrical Computer
Technician
Engineer Engineer
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PROJECT ORGANIZATION
WORKS BEST WHEN
Project 1
Project 2
Project 3
Project 4
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PROJECT MANAGEMENT
ROLE OF PROJECT MANAGER
PROJECT MANAGER
The project team members are often from diverse areas of the organization and
possess different skills, which must be coordinated into a single, focused effort to
successfully complete the project.
In addition, the project is invariably subject to time and budgetary constraints that
are not the same as normal work schedules and resource consumption in an
ongoing process.
Overall, there is usually more perceived and real pressure associated with project
management than in a normal management position.
However, there are potential rewards, including the ability to demonstrate one's
management abilities in a difficult situation, the challenge of working on a unique
project, and the excitement of doing something new.
The project manager is often under great pressure.
Dr. Atif Shahzad
THE ROLE OF
THE PROJECT MANAGER
Highly visible
Responsible for making sure that:
All necessary activities are finished in order
and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive
Dr. Atif Shahzad
Highly visible
Project managers should be:
Responsible for making sure that:
Good coaches
All necessary activities
Goodare finished in order
communicators
and on time Able to organize activities from a
The project comes invariety
withinof disciplines
budget
The project meets quality goals
The people assigned to the project receive
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92
SCOPE
A scope statement is a document that provides a common understanding of a
project.
It includes a justification for the project that describes what factors have
created a need within the company for the project.
It also includes an indication of what the expected results of the project will be
and what will constitute project success.
Further, the scope statement might include a list of the types of planning
reports and documents that are part of the project management process.
A scope statement includes a project justification and the expected results.
Dr. Atif Shahzad
SCOPE
A similar planning document is the statement of work (SOW).
In a large project, the SOW is often prepared for individual team members,
groups, departments, subcontractors, and suppliers.
This statement describes the work in sufficient detail so that the team member
responsible for it knows what is required and whether he or she has sufficient
resources to accomplish the work successfully and on time.
For suppliers and subcontractors, it is often the basis for determining whether
they can perform the work and for bidding on it.
Some companies require that an SOW be part of an official contract with a
supplier or subcontractor.
Dr. Atif Shahzad
PROJECT MANAGEMENT
WBS
WORK BREAKDOWN STRUCTURE
WORK BREAKDOWN STRUCTURE (WBS) is an organizational chart used for
project planning. It organizes the work to be done on a project by breaking
down the project into its major components, referred to as modules.
These components are then subdivided into more detailed subcomponents, which
are further broken down into activities, and, finally, into individual tasks.
The end result is an organizational structure of the project made up of different
levels, with the overall project at the top level and the individual tasks at the
bottom.
A WBS helps identify activities and determine individual tasks, project
workloads, and the resources required. It also helps to identify the relationships
between modules and activities and avoid unnecessary duplication of activities.
A WBS provides the basis for developing and managing the project schedule,
resources, and modifications.
Dr. Atif Shahzad
A work breakdown structure is an organization chart that break down the project
into modules for planning.
WORK BREAKDOWN STRUCTURE
There is no specific model for a WBS, although it is most often in the form of a
chart or a table.
In general, there are two good ways to develop a WBS. One way is to start at
the top and work your way down, asking, "What components constitute this
level?" until the WBS is developed in sufficient detail.
Another way is to brainstorm the entire project, writing down each item on a
sticky note and then organizing the sticky notes into a WBS.
The upper levels of the WBS tend to contain the summary activities, major
components or functional areas involved in the project that indicate what is to be
done.
The lower levels tend to describe the detailed work activities of the project
within the major components or modules. They typically indicate how things are
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done.
WORK BREAKDOWN STRUCTURE
Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or work packages)
to be completed
Dr. Atif Shahzad
WORK BREAKDOWN STRUCTURE
Level ID
Level Number Activity
1 1.0 Develop/launch Windows Vista OS
2 1.1 Develop of GUIs
2 1.2 Ensure compatibility with earlier
Windows versions
3 1.21 Compatibility with Windows ME
3 1.22 Compatibility with Windows XP
3 1.23 Compatibility with Windows 2000
4 1.231 Ensure ability to import files
Dr. Atif Shahzad
WORK BREAKDOWN STRUCTURE
Dr. Atif Shahzad
WORK BREAKDOWN STRUCTURE
WBS for a project for installing a new computerized order processing
system for a manufacturing company that links customers, the
manufacturer, and the manufacturer's suppliers.
The WBS is organized according to the three major project categories
for the development of the system: hardware, software/system, and
personnel.
Within each of these categories, the major tasks and activities under
those tasks are detailed.
For example, under hardware, a major task is installation, and activities
required in installation include area preparation, technical/engineering
layouts and configurations, wiring, and electrical connections
Dr. Atif Shahzad
PROJECT MANAGEMENT
RESPONSIBILITY ASSIGNMENT MATRIX
RESPONSIBILITY ASSIGNMENT
MATRIX
After the WBS is developed, to organize the project work into
smaller, manageable elements, the project manager assigns the
work elements to organizational units departments, groups,
individuals, or subcontractors by using an organizational
breakdown structure (OBS).
An OBS is a table or chart that shows which organizational units
are responsible for work items.
After the OBS is developed, the project manager can then develop
a Responsibility Assignment Matrix (RAM).
A RAM shows who in the organization is responsible for doing the
Dr. Atif Shahzad
3 3
Systems engineering
3
Software engineering
Technical support 1 2 2
Electrical staff 2 2 2
Hardware vendor 3 3 3 3
Quality manager 3
3
Customer/supplier liaison
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flexibility; you can spend less money or use fewer people, but you cannot slow down
or stop the passage of time.
PROJECT SCHEDULING
Identifying precedence
relationships
Sequencing activities
Determining activity times &
costs
Estimating material & worker
requirements
Determining critical activities
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PURPOSES OF
PROJECT SCHEDULING
Design
Prototype
Test
Revise
Production
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SERVICE FOR A DELTA JET
Deplaning
Passengers
Baggage claim
Baggage Container offload
Pumping
Fueling
Engine injection water
Cargo and mail Container offload
Main cabin door
Galley servicing
Aft cabin door
Lavatory servicing Aft, center, forward
Drinking water Loading
First-class section
Cabin cleaning
Economy section
Cargo and mail Container/bulk loading
Galley/cabin check
Flight services
Receive passengers
Operating crew Aircraft check
Baggage Loading
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Passengers Boarding
0 10 20 30 40
Time, Minutes
GANTT CHARTS
A Gantt chart is a type of bar chart, developed by Henry Gantt, that
illustrates a project schedule.
Gantt charts illustrate the start and finish dates of the terminal elements and
summary elements of a project.
Terminal elements and summary elements comprise the work breakdown
structure of the project.
Some Gantt charts also show the dependency (i.e., precedence network)
relationships between activities.
Gantt charts can be used to show current schedule status using percent-
complete shadings and a vertical "TODAY" line as shown here.
Dr. Atif Shahzad
GANTT CHARTS
Time estimates
Activity Predecessor Expected time
Opt. (O) Normal (M) Pess. (P)
A — 2 4 6 4.00
B — 3 5 9 5.33
C A 4 5 7 5.17
D A 4 6 10 6.33
E B, C 4 5 7 5.17
F D 3 4 8 4.50
G E 3 5 8 5.17
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Gantt Chart: Planned Activities
Shows planned activities for a construction project
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GANTT CHART: PROGRESS
Shows actual work accomplished at some point during week 7
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GANTT CHART SHOWING
PRECEDENCE
Arrows can be used to indicate precedence relationships
among activities
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PROJECT MANAGEMENT
PROJECT CONTROL
PROJECT CONTROL
Project control is the process of making sure a project progresses toward
successful completion.
It requires that the project be monitored and progress measured so that any
deviations from the project plan, and particularly the project schedule, are
minimized.
If the project is found to be deviating from the plan (i.e., it is not on schedule,
cost overruns are occurring, activity results are not as expected), corrective
action must be taken.
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PROJECT CONTROL REPORTS
Detailed cost breakdowns for each task
Total program labor curves
Cost distribution tables
Functional cost and hour summaries
Raw materials and expenditure forecasts
Variance reports
Time analysis reports
Work status reports
Dr. Atif Shahzad
PROJECT MANAGEMENT
PROJECT CONTROL
TIME MANAGEMENT
TIME MANAGEMENT
Time management is the process of making sure a project schedule does not
slip and that a project is on time.
This requires monitoring of individual activity schedules and frequent updates.
If the schedule is being delayed to an extent that jeopardizes the project
success, it may be necessary for the project manager to shift resources to
accelerate critical activities.
Some activities may have slack time, so resources can be shifted from them to
activities that are not on schedule. This is referred to as timecost trade-off.
However, this can also push the project cost above the budget. In some cases it
may be that the work needs to be corrected or made more efficient.
In other cases, it may occur that original activity time estimates upon
implementation prove to be unrealistic and the schedule must be changed, and
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¤ Machine breakdowns
¤ Receiving instructions from the
foreman
¤ Telephone calls
Fatigue (F)
¤ Rest breaks are intended to deal with fatigue
Delays (D)
Dr. Atif Shahzad
patients.
4 D Approach:
Time Management & Work-Life Balance
http://www.medicinethatspeaks.org/433/evpma-newsletter-may-2011/
by Ora Pescovitz, Univ of Michigan Health System
another time.
PROJECT MANAGEMENT
PROJECT CONTROL
COST MANAGEMENT
COST MANAGEMENT
Cost management is often closely tied to time management
because of the timecost trade-off occurrences mentioned
previously.
If the schedule is delayed, costs tend to go up in order to get the
project back on schedule.
Also, as a project progresses, some cost estimates may prove to be
unrealistic or erroneous.
Therefore, it may be necessary to revise cost estimates and
develop budget updates.
If cost overruns are excessive, corrective actions must be taken.
Dr. Atif Shahzad
PROJECT MANAGEMENT
PROJECT CONTROL
PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT
Performance management is the process of monitoring a project
and developing timed (i.e., daily, weekly, monthly) status reports to
make sure that goals are being met and the plan is being followed.
It compares planned target dates for events, milestones, and work
completion with dates actually achieved to determine whether the
project is on schedule or behind schedule.
Key measures of performance include deviation from the schedule,
resource usage, and cost overruns.
The project manager and individuals and organizational units with
performance responsibility develop these status reports.
Dr. Atif Shahzad
PROJECT MANAGEMENT
BOOKS
TEXT BOOK
PROJECT MANAGEMENT
The Managerial Process
Gray, Clifford and Larson, Erik
5th Edition, McGraw-Hill/Irwin, 2011
Dr. Atif Shahzad
BOOKS
Schwalbe, K., Information Technology Project Management 5e, Thomson Course Technology, 2007,
ISBN 1-4239-0145-2
Rachel Biheller Bunin, New Perspectives on Microsoft Office Project 2007 Introductory, Cengage
Learning, 2008, ISBN 1-4239-0594-6
Gido, J. and Clements, J.P., Successful Project Management 2e, Thomson South-Western, 2003, ISBN 0-
324-07168-X
Meredith, J.R. and Mantel, S.J., Project Management: A Managerial Approach, 4th Edition, John Wiley,
2000 3rd Edition.
Eric Uyttewaal: Dynamic Scheduling With Microsoft(r) Project 2000: The Book By and For
Professionals, ISBN 0-9708276-0-1
George Suhanic: Computer-Aided Project Management, ISBN 0-19-511591-0
Richard E. Westney: Computerized Management of Multiple Small Projects, ISBN 0-8247-8645-9
Gido, J. (1999). Appendix A: Project Management for Software [Afterword]. In Successful Project
Management (p. 334). Cincinnati, OH: South-Western College Pub.
Dr. Atif Shahzad
Project Time Management. (2008). In A guide to the project management body of knowledge
(PMBOK guide) (4th ed., p. 145). Newtown Square, Pa: Project Management Institute.
Various web site resources. To be notified in lectures
Dr. Atif Shahzad
BOOKS
PROJECT MANAGEMENT
JOURNALS
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JOURNALS
PROJECT MANAGEMENT
SOCEITIES
SOCEITIES
(www.globalknowledge.com) (11/20/2002).
PROJECT MANAGEMENT CERTIFICATION
Microsoft Project
http://www.projectmanager.com
SOFTWARE