NATIONAL INSTITUTE OF DESIGN AND ANALYSIS

PESHAWAR

Introduction to Project Management

Instructor profile
Haroon Ul Rashid
Academics:

( CPMP, MS. MBA)

CPMP (Certified Professional Manager in Project Management)

MS Management Sciences
MBA (Marketing Management)

Professional Work Experience:

2010-2011 Lecturer/ Incharge Project Cell (Agricultural University Peshawar)
2011-2013 Provincial Coordinator/ PM trainer (NIDA-Ministry of Industries)
2013-2014 CCM (Country Coordinator Projects Paramount Pharmaceuticals )
Business Plan Renewable energy sources (USA) 2011
LED Business Planning Khyber pukhtoonkhwa (2010)
Project Planning Solar Energy Panels Khyber Puktoonkhwa (2011)
Project Planning Mardan Katlang road (2012)
Project -Launch of Diclofenace Sodium injectables throughout Pakistan (2014)

Learning Objectives
o

Project management using Oracle Primavera P6

environment.

Planning of Projects , programs and portfolios

Scheduling the projects

Resources allocation, estimation and costing,

Budgeting

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Progress monitoring and forecasting, EVM

SDC Islamabad

NATIONAL INSTITUTE OF DESIGN AND ANALYSIS

PESHAWAR

Session1- Enterprise Project Environment

Learning Objectives
o 1- Project and Project
Management
o 2- Programs and Portfolios
o 3- Process and PMI Process
groups
o 4- Project lifecycle
o 5- Organizations structures

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Project- definition 1
A project is a temporary endeavor
undertaken to create a unique product,
service, or result
Guide to the Project Management Body of Knowledge,
the Project Management Institute, 4th . Ed., 2010

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Project- definition 2
A project is a sequence of unique, complex and
connected activities having one goal or purpose
that must be completed by a specific time, within
budget and according to specification
Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project
Management, John Wiley & Sons, 2002, p.6

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Project- definition 3
Projects are ad hoc, resource-consuming
activities used to implement organizational
strategies, achieve enterprise goals and
objectives, and contribute to the realization of
the enterprises mission.
David I. Cleland / Lewis R. Ireland, Project Management:
Design and Strategic Implementation, 4th ed., p. 10

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Project Management
Definition-1
A method and a set of techniques based on the
accepted principles of management used for
planning, estimating and controlling work
activities to reach a desired end result on time
within budget and according to specification.
Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project Management,
2. ed., John Wiley & Sons, 2002, p. 79

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Project Management
Definition-2
Project management is the planning, organizing,
directing, and controlling of company resources
for a relatively short-term objective that has
been established to complete specific goals and
objectives.
Harold Kerzner, Project Management: A Systems Approach to Planing,
Scheduling and Controlling, John Wiley & Sons, Inc., New York et. al., 7. ed,
2001, p. 4

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Project Management- Purpose

Ensure meeting the project objectives within the
allocated schedule & budget
o
o
o
o
o
o
o
o

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Communication
Meetings
Reviews
Authorization
Record Keeping
Monitoring (testing)
Interface Control
Not for assigning blame (usually)

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Project ManagementImportance

LAW 3 of Project Management

The effort required to correct a project that is off

course increases geometrically with time.
Corollary 1: The longer you wait the harder it gets.
Corollary 2: If you wait until the project is completed, its too late.
Corollary 3: Do it now regardless of the embarrassment.

LAW 12 of Project Management:

If project content is allowed to change freely, the rate of
change will exceed the rate of progress.

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Sub Projects
Olympic Games 2010

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Events

Human Resources
and Volunteers

Venues, Facilities
Accommodation

Test Games and

Trial Events

Transport

Pre-Games Training

Media Facilities
and Coordination

IT-Projects

Telecommunications

Opening and Closing

Ceremonies

Security
Arrangements

Public Relations

Medical Care

Sponsorship
Management

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Program
A program is basically a group of related projects
managed in a coordinated way to obtain benefits
and control not available from managing them
individually.
Medical Treatment

Sychlogical treatment

Home Construction

Earth Quick
Rehabilitaton

Constructing Camps

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Infrastructure

Special Initiatives

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Portfolio

A collection of projects or programs and other work

that are grouped togather to facilitate effective
managmement of that work to meet strategic
business objecives.

The projects or program of the portfolio may not

necessarily be interdependent or directly related.

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Project- Program- Portfolio

An infrastructure firm with strategic objective of

maximizing the return on its investments

Have mix of projects of oil and gas, power, roads, rail.
For this mix, the firm may choose to manage related
proejects as one program.
All of the power projects may be grouped togather as
power program. Similary, all of the water projects may be
grouped togather as a water program.
The overall company business come under portfolio mgt.

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Project vs Product

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Process
A set of interrelated actions and activities
that are performed to achieve a
prespecified set of products, results, or
services
Guide to the Project Management Body of Knowledge,
the Project Management Institute, 4th . Ed., 2010

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PMI process groups

Initiating
Processes

Planning
Processes

Controlling
Processes

Executing
Processes

Closing
Processes

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Project lifecycle
A project life cycle is generally sequential and
generally overlapping project phases.

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Project lifecycle- single phase

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Project lifecycle- three phase

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Project lifecycle- overlapping

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Project life Cycle

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Org structure- Functional

Functional
Functional
Manager
Manager

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Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

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Org structure- Weak matrix

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project Coordination
Coordination

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Org structure- Balance

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

PM
PM

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project Coordination
Coordination

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Org structure- Strong matrix

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Functional
Functional
Manager
Manager

Manager
Manager of
of
Project
Mgrs.
Project Mgrs.

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Project
Project
Manager
Manager

Project
Project Coordination
Coordination

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Org structure- Projectized

Project
Project
Manager
Manager

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Project
Project
Manager
Manager

Project
Project
Manager
Manager

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

Staff
Staff

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Org structure Influences

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PMI Knowlege areas

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1.

Project Integration Management

2.

Project Scope Management

3.

Project Time Management

4.

Project Cost Management

5.

Project Quality Management

6.

Project Human Resource Management

7.

Project Communications Management

8.

Project Risk Management

9.

Project Procurement Management

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NATIONAL INSTITUTE OF DESIGN AND ANALYSIS

PESHAWAR

Thanks you !

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