MPM ProjectManagementFundamentals01

PART I: OVERVIEW OF PROJECT MANAGEMENT
Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan
Facts About the CIIT MPM Programme

First of its Kind in Pakistan and at least 50
Years Overdue!
2 Semesters / 11 Course Modules / 33 Credit
Hours
Detailed Review of Specialized Project
Management Subject Areas
Comparable in Standard to MPM Programmes
Offered at Universities in Developed Countries
Designed at CIIT and Sets a Benchmark in
Project Management Education in Pakistan
Intended for Professionals Genuinely
Interested in Project Management for their
Career Development
First Step on the Road to a Project
Management Center of Excellence at CIIT
Islamabad
Helps Meet Pakistans Growing Need for
Highly-Qualified Project Management
Professionals

Outline of Presentation Part I

Your Course Instructor
Project Management Training CDs/DVDs
How this Course will be Conducted
Project Management Training (On-Line)
Self-Introduction by Course Participants
Project Management Graduate Degree

Programmes (On-Campus)
Rules for MPM Participants: The Dos

and The Donts
Course Objectives
Project Management Resources on the

World Wide Web
Course Text Books
Projects in History
Assessment of Course Participants
Projects in the Contemporary Age
Who Should Study Project Management?
Projects in Pakistan (Examples)
Basic Terminology (The five Ps)
Project Typology
The Parameters of a Project
The Project Life-Cycle Model
Simple and Complex Projects
The Holistic Model of Projects
Projects as Instruments of Change

Project Management Literature
The Universal Popularity of Project

Management: A Macro- and Microperspective
Project Documentaries on TV
Project Management Softwares
Project Employment Opportunities
Project Management Associations

Your Course Instructor
My Professional Work Experience
1992:
1993-96:
1997-98:
Since 2005:
Executive Assistant at Hilal Consultants Pvt. Ltd., Islamabad

Programme Coordinator at the Hanns-Seidel Foundation, Islamabad
Research Fellow at the Institute of Strategic Studies, Islamabad
Assistant Professor in the Department of Management Sciences at the
COMSATS Institute of Information Technology, Islamabad

Subjects I Taught at CIIT Islamabad
Project Management (MBA, MS)

Operations Management (MBA, MS)
Total Quality Management (MS)
Business Research Methods (MBA)
International Human Resource Management (MBA)
Seminar in Human Resource Management (MBO)


Presentation of the
Best Teacher 2007 Award

How This Course Will Be Conducted

15 Classes @ 3 Hours = 45 Hours
Holistic Subject Perspective
Course Material Available at

www.azkhan.de
Detailed Exposure to all PM

Subject Areas & Methodology
Review of Case Studies
Completion of Course Outline
Weekly Assignments / Midterm &

Final Examination
Excellent Course Text Books

Supplemented by Handouts
Extensive Class Interaction
Theme-Oriented MS PowerPoint
Presentations
All Lectures and Communications Exclusively in English
Encourage Creative Thinking

Severely Penalize Cramming
Guest Speaker and (Possible)

Visit to a Project Site

Self-Introduction by MPM Participants

All MPM participants are requested to introduce
themselves, individually and briefly, stating their:
Full Name
Higher Education Background
Designation and Name of Employing Organization
Project Management Courses Previously Attended
Experience with Managing or Working on Projects
Reasons for Interest in the MPM Programme
Expectations from the MPM Programme
Rules for MPM

Programme Participants

10
Rules for MPM Course Participants: The DOs

Do listen to my lectures very attentively and
carefully. Listening is the basis for comprehension which
is the prerequisite for performing well in this course. If
you are having comprehension problems, inform me
immediately. Do not hesitate otherwise it may be too late
for me to help you.
Do ask questions or bring up relevant points for discussion in the classroom. You will not be punished
for this! There is no such thing as a stupid question
or discussion and I am very patient with students.
Be inquisitive, analytical, critical and creative
in your approach to learning project management!
11

Do read the prescribed course literature. It is the
basic requirement for comprehending project
management and for you to perform well in this
demanding course!
Please note that using only my PowerPoint slides
for your exam preparation is NOT sufficient!
YOU MAY FAIL IF YOU DO SO! The questions in
your midterm and final examinations may relate to
material contained in the recommended course text books and handouts which may not have been discussed in detail, or at all, in class!
Some good advice for you: Read from the beginning of the course and
NOT towards the end! You wont regret it.
12

Do visit me at my office on the second floor of the CIIT building,
individually or as a group, if you have a course-related problem or
problems and seek counseling. Im usually in my office from
Mondays to Fridays (9.30 AM onwards) . You can also contact me at
my tel. extension 269 or by eMail at
aurangzeb_khan@comsats.edu.pk.
Do fill out the anonymous course evaluation form which will be
distributed to all MPM participants at the end of the semester. Our
department is striving hard to continuously and significantly improve
the quality of all its undergraduate and graduate level courses and
your critical feedback and constructive criticism in this connection is
always welcome and very valuable to us.

13
Rules for MPM Course Participants: The DONTs

Dont be late to class. 6.30 PM means 6.30 PM sharp
and not a second later! Two roll calls will be taken (at the
beginning of class and after the break). Course participants
who are late will be marked absent!
Dont ask me to mark you present if you are going to
be absent in that class. I dont care what events in your
personal or professional lives prevent you from coming to
my class. Visiting family and friends, engagements,
weddings, hospitalizations, funerals, official committments
etc. are your issues, not mine. If you are absent in my
class, youll simply be marked absent. Period!
Dont come to class just to get marked present and then
wander of to the canteen for gossip, meals or
refreshments, or leave the campus, outside the 15-minute
customary pause. Anyone doing this will have their
attendance revoked.
14

Dont use cell phones in my class. They must be
switched OFF prior to entering the classroom and no
SMS messages may be sent while the class is in
progress! Do not run in and out for making or answering
calls. Such behaviour distracts the class and disrupts my
presentation. If making or answering calls is so important
to you, stay at your home or office and do them there, but
do not come to my class!
Dont chit-chat among yourselves, distract the

attention of other MPM participants or behave
immaturely in the class. You are only hurting yourself
and your colleagues, not me. As educated adults, I
expect you all without exception to behave as such from
the minute you enter my class to the minute you leave it!
15

Dont procrastinate on your weekly class assignments. Start work immediately
after receiving your topics. Many students do nothing until the last day before the
submission deadline and then run frantically to me at the eleventh hour complaining
about the problems they are having in getting the required information. My usual
response: Tough, Dear, Tough! You should have started work promptly and then you
wouldnt need to stress yourself out.
Dont pester me for more marks. I evaluate my students

objectively and actually devote considerable time to read line
by line through each examination paper and class assignment.
From nothing comes nothing if your work is crap, be
prepared to get a crappy evaluation from me! And dont whine
about it.
16
Rules for Course Participants: The DONTs

Dont miss out on your weekly assignments and
examinations. Setting repeat examinations is a big
nuisance for me and some marks are normally
deducted by our department as a disincentive for being
absent! In the event that MPM participants have missed
out on their examinations due to compelling
circumstances, I will schedule a single repeat
examination, but NO second or third repeats. If the
student also misses the repeat examination, he or she
will be considered as having scored zero marks which
will be final.
It is the responsibility of the MPM participants concerned to immediately

contact me if they have missed out on a weekly assignment or examination! Do so as soon as possible.
17

Dont cheat in the sessional, midterm
or final examinations. If caught, you
may have your paper cancelled by the
department or, at the very least, you may
lose a percentage of your marks.
NO CHEATING & PLAGIARISM!
If I find that your class assignments have,

in full or in part, been plagiarized or copypasted from the World Wide Web without
referencing, I will give you zero marks
and reassign you another topic.
I routinely check to ensure that written
material submitted to me for evaluation is
not plagiarized. We at CIIT have the
technical means for ensuring this and we
dont hesitate to use it.
18

Dont follow the rote (Learning by
Memorization) approach which you
may have grown accustomed to since
your schooldays. It is the WORST thing
you can do in my class apart from
outright misbehaviour and cheating /
plagiarism.
My PowerPoint slides are meant to
serve as a subject guideline only and
are NOT meant to be memorized. DO
NOT reproduce the contents of the
slides in any of your weekly assignments or in any examination.
In case of reproduction, marks will be heavily deducted and your
precious GPA will drop like a stone from the sky.
19
Objectives of This Course Module

To acquaint the course participants comprehensively and at
considerable depth with project management by using upto-date literature and research on this highly interesting,
challenging, and increasingly important field of management science.
To motivate the MPM participants to apply their acquired
knowledge to projects which they will be directly or
indirectly involved in professionally and to help them
undertake their projects systematically and more effectively
and efficiently.
To demonstrate the ubiquitousness of projects, which are a
cornerstone of human civilization, and to convey an appreciation that the development of a countrys economy and
society is dependent in part on them.
20

To show that project management has, over the past five
decades, evolved into a very substantive body of knowledge
and that a good understanding of the subject is crucial for
managing a modern organization sucessfully.
To stimulate interest among the MPM participants in project
management as a full-time career option after graduation.
To promote networking between the MPM participants and
to encourage them to share in and outside class their
personal experiences working on projects.
To set a benchmark in project management education being
taught at the introductory level at universities across Pakistan and to motivate teachers of this subject to continuously
raise their standards of instruction.
21

To provide the course participants with the basic knowledge
they would require for successfully qualifying certification
examinations in project management being offered by the
PMI and other professional associations.
Students should please note, however, that this introductory
course in project management is NOT intended to be a
substitute for these certification examinations but merely as
an aid which can help them acquire foundation knowledge
which is required for attempting these certification
examina-tions subsequently.

22
Look at Projects in Their Broader Context!
Mittelalterlicher Stadt am Fluss Karl Friedrich Schinkel, 1815

23
(Chinese Philiosopher Confucious)

551 B.C 479 B.C
24
Recommended Course Text Books

Project Management: Strategic Design and implementation
David I. Cleland & Lewis R. Ireland
McGraw Hill, 4th edition, 2002
ISBN: 0-07-139310-2
Project Management: The Managerial Process
Clifford F. Gray & Erik W. Larson
MGraw Hill, 3rd edition, 2006
ISBN: 0-07-060093-7
Project Management: A Managerial Approach
Jack R. Meredith & Samuel J. Mantel, Jr.
John Wiley & Sons, 6th edition, 2006
ISBN: 0-471-74277-5
25
Assessment of the MPM

Programme Participants
26
Assessment of MPM Participants

(The A-Student)
The A-Student demonstrates a very high level of
motivation to learn project management. Punctual and
attentive, bright, ambitious and hardworking, he or she
is an avid reader and grasps the subject matter easily.
The A-Student is also inquisitive and often likes to
discuss in detail issues raised by the teacher who finds
it a pleasure and an inspiration to work with such
students.
The A-Students confidently acquire a holistic
perspective and in-depth knowledge of project
management concepts, display excellent analytical and
critical thinking skills, are creative, and have the ability
to easily apply the theoretical knowledge they acquired
from their teacher to real-life case situations which are
presented to them in class or which they encounter at
their workplaces.
27

(The Average Student)
The averagestudent is generally a
good student whose work , though,
does exhibit some noticeable qualitative
deficiencies.
Shortcomings may arise in different
ways. For example, average students
may understand the underlying concepts
of project management and they may
have familiarized themselves with most
or all important aspects of the subject,
but they encounter difficulty in applying
their knowledge to real-life situations.
They may also not properly comprehend
the holistic perspective of project management on which this course is based.
28

(The Horror Student)
These students are a BIG PAIN in my A**!
Typical qualities of a horror student are, among other
irritants, disinterest in attending class and listening to
the lectures, constant fidgeting, chatting and eagerness
to run outside the lecture hall, poor command over the
English language, unwillingness to read the
recommended project management course literature
and do his or her assignments, and a tendency to rote
learn. Not surprisingly, these students have great
difficulty grasping the subject course material or may
have understood virtually nothing of it at all by the end of semester.

They usually find it highly challenging to apply the concepts and material
they were exposed to in this course, both in class examinations and at
their workplaces. I try to avoid this type of student like the plague!
29

(Distribution of Course Marks)
Weekly Assignments (25 Marks)
MPM participants are expected to show that they can convincingly
relate concepts discussed in class with their project-related
professional work. Assgnments can be written in typed form or
By hand and must be submitted in the next class. There is no
limit on the length of pages to be submitted. Teamwork is strongly
encouraged.
Midterm Examination (25 Marks)
MPM participants are expected to demonstrate a basic understanding of project management and all subject material covered in
class until the time of the examination, which is of 2 hours
duration. Three questions will be asked, all of which are mandatory
and carry equal marks.

30

(Distribution of Course Marks)
Final Examination (50 Marks)
MPM participants will be required to creatively apply their project
management knowledge to a real or fictitious case situation which is
followed by five mandatory questions, each carrying equal marks.
In preparing for this three-hour long examination, note that the
entire course material is relevant and that the questions asked may
relate to any part of it.
MPM participants who demonstrate excellent command over all
subject areas of project management and who can present
innovative ideas and approaches to problem situations can expect
to perform very well in this examination which, given its weightage,
will primarily determine the MPM participants overall GPA. Do not
underestimate the difficulty level of this examination!

31
The Project Report
20 - 25 PAGES MAXIMUM
(excluding Annex and Bibliography)
Title
TitlePage
Page
Table
Tableof
ofContents
Contents
List
Listof
ofTables,
Tables,Graphs,
Graphs,
Charts
and
Charts and
Abbreviations
Abbreviations
Introduction
Introduction
Research
ResearchObjectives,
Objectives,
Hypotheses
Hypothesesand
and
Methodology
Methodology
Analysis
Analysis
Conclusion
Conclusionand
and
Recommendations
Recommendations
Appendix
Appendix
Bibliography
Bibliography
A good project report must be based on a sound concept and well

researched using the best possible available pool of primary and/or
secondary data and information
The introduction should be brief (max. 3 pages). The research
objective(s), hypotheses and methodology must be clear, concise,
relevant and logical (max. 4 pages)
The analysis qualitative and/or quantitative must
constitute the bulk of the research report and relate directly to
the theory of project management. Footnotes can be included. A
critical and holistic perspective is essential when undertaking the
analysis, which must not be a mere reproduction of descriptive
details! Such details may be included if they are relevant as a basis
of reference for the analysis
The conclusions and recommendations (max. 3 pages) should
sum up the reports essential findings and give recommendations
for correcting major practical shortcomings which may have been
identified and examined in the course of the study
The appendix contains any important support documents not
included in the main text body; the bibliography section must
include all documented reference sources (source title, author, date
and place of publication, publisher and page number) along with
relevant details relating to interviews held etc.

32
Samples of Examination Papers

(MBA& MS Classes)
MBA
MBAFirst
First Sessional
Sessional Examination
Examination Sample
Sample 11
MBA
MBAFirst
First Sessional
Examination Sample
Sample 22
MBA
MBAFirst
First Sessional
Examination Sample
Sample 33
MBA Second Sessional Examination Sample 1

MS
MS Midterm
Midterm Examination
Examination
MS
MS Final
Final Examination
Examination
Project
Management
is also
about using
plain
common
Sense!

33

Anyone who is directly or indirectly involved in initiating,
planning, implementing, monitoring, evaluating and/or
controlling a project in a position which involves a substantive
level of decision-making, responsibility, communication and
coordination, should be thoroughly familiar with all the subject
areas and methodology, processes and tools and techniques of
project management.
A good and common project management knowledge platform
will increase the likelihood of the project attaining its goal
within time and budget.

34
At the very least a projects key stakeholders

i.e., its sponsor, manager, team members,
consultants, external suppliers and contractors, the senior and resource managers of
the organization(s) which are implementing
the project and the project customers / users
- should all understand the methodology
being used to undertake the project.

35
Professionals Who Should Be Thoroughly

Familiar With Project Management (Examples)
Managers
Architects
Consultants
Economists
Development Officials
Engineers
Government Officials
IT Professionals
Natural & Social Scientists
Public Administrators
Policy Makers
Researchers
In the course
of their
professional
lives, these
persons would
normally be
directly
involved in a
large number
of projects

36
Terminology

37
Basic Terminology
Projects
Subprojects
Many definitions for

these words have been
proposed.
Programmes
Portfolios
Processes
Project Management
Sample definitions along

with practical examples
are contained in the
following slides.

38
What is a Project? (Definition #1)
(Guide to the Project Management Body of Knowledge,

the Project Management Institute, 3rd. Ed., 2004, p. 5)

39
(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective

Project Management, John Wiley & Sons, 2002, p.65)
40
(Clifford F. Gray / Erik W. Larson, Project Management:

The Managerial Process, 2. ed., p. 15)
41
(J.R. Turner, The Handbook of Project-Based Management:

Improving Processes for Achieving Your Strategic Objectives,
Mcgraw Hill: New York, 1992)
42
(David I. Cleland / Lewis R. Ireland, Project Management:

Design and Strategic Implementation, 4th ed., p. 10)
43
What are Subprojects?

Subprojects are smaller, more
manageable components of larger, more
complex projects
Subprojects have their own goals and
outputs or deliverables which together
constitute the final deliverable.
Subprojects have, analogous to the
main project in which they are
integrated, their own scope, schedules,
costs, human resources, risks etc.
Subprojects are comprised of project team members and are headed by
subproject managers who, similar to the project manager, must have
excellent decision-making, communication and other requisite skills, and
be in a position to manage the implementation of the subproject work
effectively and efficiently.
44
Subprojects
Example: The Sydney Olympic Games 2000
Events
Human Resources
and Volunteers
Test Games and

Trial Events
Venues, Facilities
Accommodation
Cultural Olympiad
Sponsorship
Management
Transport
Pre-Games Training
Media Facilities
and Coordination
IT-Projects
Telecommunications
Opening and Closing

Ceremonies
Security
Arrangements
Public Relations
Medical Care
Financing
The Sydney Olympic

Games 2000 was a highly
complex project which
comprised several
distinct work areas, each
of which could be considered as subprojects,
in their own right, and
which all had to be integrated and coordinated
within the framework of
the overall olympic
project.

45
What is a Programme?
Afforestation
Primary Education Promotion
Electrification
Immunization
Poverty Alleviation
Privatization
Project A
Project B
Project D
Programme
X
Project E
Space Exploration
Urban Regeneration
EXAMPLES OF PROGRAMMES
A programme is basically a group

of related projects managed in
a coordinated way to obtain
benefits and control not
available from managing them
individually
Water Resource Development

Project C
Project F
Weaponization

46
Example of a Programme
Project
Projectfor
forUpgrading
UpgradingEquipment
Equipment
A
A CAPITAL
CAPITAL
INVESTMENT
INVESTMENT
PROGRAMME
PROGRAMME
may
comprise
following
projects
Project
Projectfor
forTraining
TrainingPersonnel
Personnel
Project
Projectfor
forExpanding
Expanding
Production
ProductionLines
Lines
Project
Projectfor
forAcquiring
AcquiringLarge-Scale
Large-Scale
Funding
Funding
47

48

49
Programmes & Projects: Similarities

Programmes and projects have goals and objectives which define
their purpose of existence
Programmes and projects have life-spans defining a starting and
ending point in time
Programmes and projects consume resources and necessarily incur
a cost
Programmes and projects require application of a methodo-logy and
must be managed properly to bolster their chances of success
Programmes and projects aim at helping organizations achieve their
mission and adding value to them.

50
Programmes & Projects: Differences

X Programmes may have multiple overarching goals whereas
projects have one prime goal
X A programme has a comparatively longer life-span, and
obviously costs more than the combination of all the projects
which constitute it
X A programme is inherently more complex than a constituting
project it has a broader scope and may require extensive
coordination between its various constituting projects
X Whereas a project results in the creation of an output and is
then ended, a programme must integrate and maintain the
operationality of that output for a specified period of time

51
The Project Portfolio

The project portfolio is the set of
projects which an organization is
undertaking. Projects usually differ in
their type, complexity, cost, time
requirement, risk level, priority, etc.
Some portfolios may be quite large,

comprising dozens or hundreds of single
projects,and consume a large chunk of
an organizations resources
The projects comprising the portfolio

may be in various stages of initiation,
planning, and implementation
Portfolios are dynamic. Their

composition will change over time as
some projects end or are prematurely
terminated and new projects are added
A major challenge for organizations is to

devise a system for identifying,
selecting and monitoring projects which
are aligned with its mission, goals and
objectives and add value to them

52
What is a Process?

53
What is a Process?
According to the Project

Management Institute, a process
can be defined as:

54
Project Management Process Illustration

PROCESS INPUTS
(Typical)
Process Maturity, Methodology,

Benchmarking and Optimization,
Constraints, Templates, Infrastructure, Policy and Cultural Framework
Project Business Case
Information
PROCESS STEPS
Technology
Opt. Project Portfolio Mix
Qualitative & Quantitative

Tools
Outputs of Other
Processes
Material Inputs
Stakeholder Interaction
Requests, Instructions
Quality of Process Inputs,

Knowledge, Competence,
Experience, Insight, Ability,
Communication,
Cooperation, Coordination
PROCESS OUTPUTS
(Selected Examples)
Project Feasibility Report
Transformation of Inputs to Outputs
TIME &
COST
Process
Process Effectiveness
Effectiveness and
and Efficiency
Efficiency
Given that the output of one project management

process normally becomes input to another,
deficiencies in one or more processes will
consequently reverberate across the entire process
chain
Project Master Plan

(or Subsidiary Plans)
Customer Change
Request
Revised Cost and
Schedule Baseline
Project Status Report
Project management uses

processes extensively to
produce deliverables (see
small sample above). Some
processes are quite complex
and have a high risk of error.

55
Project Management Process Diagramme

(Screening A Project)
Project Proposal Idea
Data Collection and

Back-Up
Need / Strategic Fit/

ROI / Payback Risk
Self-Evaluation of
Project Criteria
Periodic assessment
of Priorities
Reject
Priority Team
Evaluates Proposal
and Reviews
Portfolio for Risk
Balance
Return for More

Information
Hold for
Resources
Assign Priority,
resources, Project
Manager & Evaluate
Progress

56
Focus on Processes Systematically
All project management processes

should be identified and described,
with each process task carefully
analyzed in terms of its input(s) and
output(s) plus its estimated cost,
duration and risk factors,
graphically illustrated and
subsequently documented for
reference by project stakeholders in
a project process directory.
This directory should be periodically
revised and the processes therein

57
What is Project Management?
(Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project

Management, 2. ed., John Wiley & Sons, 2002, p. 79).
58
[ISO 9001:2000]
59
(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)
60
Essential Functions of Project Management
Project Management helps

organizations
tackle the pressure of change in
environments
global, economic,
market, social, political, regulatory,

technological and others which are
characterized by a high and
increasing degree of complexity,
61
Project Management offers a focused,

systematic, integrated and processdriven framework of application of an
organizations resources for effective
and efficient realization of its
projects, and therewith its goals,
objectives and mission. It is, hence,
an important strategic tool
indispensible for an organizations
62
Project Management is primarily

about leadership, integrating work
occurring in all project areas, steering the project in the right direction
and effectively managing
stakeholders and complexity.
Specialized technical tasks and the
tools used in project management often the prime focus of interest by

63
Project Management teaches best

practices based on years of
experience with projects in diverse
fields across the globe. It should be
kept in mind, though, that what works
well in one project situation may not at
all work well in another.
Use good judgement and always be
cognizant of the context-sensitivity of
64
Using Project Management is no

guarantee that the project will be
sucessful i.e. that it achieves its
goal within time and allocated
budget to the satisfaction of all
stakeholders concerned. What
Project Management essentially
does, though, is offer a systematic
but flexible framework which can
increase the chances of the project

65
The intensity with which Project

Management is applied must be
proportional to the need and
complexity of that project. Just as one
wouldnt commission a bazooka or a
flame thrower to kill a cockroach, it
would be an error of judgment to apply
the full gamut of project management
processes and tools to a project which
can probably be successfully managed
66
Project Management seeks at least to

meet - and pre-ferably to exceed stakeholder needs (i.e. the identi-fied
requirements) as well as stakeholder
expecta-tions (i.e. unidentified
requirements) from a given project
within the constraints of scope, cost,
time and quality.
Project Management is an evolving

67
WEEKLY ASSIGNMENT #01

Does your organization use process
diagrammes to document the
relationship between, and the flow of
tasks in the projects which it
undertakes?
If affirmative, outline and draw two
examples of such diagrammes. If your
organization does not use process
diagrammes, then develop your own
based on your experience working on

68

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PART I: OVERVIEW OF PROJECT MANAGEMENT

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Facts About the CIIT MPM Programme

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Outline of Presentation Part I

Project Management Training CDs/DVDs

How this Course will be Conducted

Project Management Training (On-Line)

Self-Introduction by Course Participants

Project Management Graduate Degree

Rules for MPM Participants: The Dos

Project Management Resources on the

Course Text Books

Assessment of Course Participants

Projects in the Contemporary Age

Who Should Study Project Management?

Projects in Pakistan (Examples)

Basic Terminology (The five Ps)

The Parameters of a Project

The Project Life-Cycle Model

Simple and Complex Projects

The Holistic Model of Projects

Projects as Instruments of Change

The Universal Popularity of Project

Project Management Softwares

Project Employment Opportunities

Project Management Associations

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Your Course Instructor

My Professional Work Experience

Executive Assistant at Hilal Consultants Pvt. Ltd., Islamabad

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Subjects I Taught at CIIT Islamabad

Project Management (MBA, MS)

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

How This Course Will Be Conducted

Course Material Available at

Detailed Exposure to all PM

Review of Case Studies

Completion of Course Outline

Weekly Assignments / Midterm &

Excellent Course Text Books

Extensive Class Interaction

All Lectures and Communications Exclusively in English

Encourage Creative Thinking

Guest Speaker and (Possible)

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Self-Introduction by MPM Participants

Rules for MPM

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Rules for MPM Course Participants: The DOs

Rules for MPM Course Participants: The DOs

Rules for MPM Course Participants: The DOs

Assistant Professor Dr. Aurangzeb Zulfiqar Khan

Rules for MPM Course Participants: The DONTs

Rules for MPM Course Participants: The DONTs

Dont chit-chat among yourselves, distract the

Rules for MPM Course Participants: The DONTs

Dont pester me for more marks. I evaluate my students

Rules for Course Participants: The DONTs

It is the responsibility of the MPM participants concerned to immediately

Rules for MPM Course Participants: The DONTs