Dr.

Atif Shahzad
_____________________
BE, MECHANICAL ENGINEERING
UNIVERSITY OF ENGINEERING & TECHNOLOGY, TAXILA, PAKISTAN, 2000

MCS, SOFTWARE ENGINEERING

SZABIST,, ISLAMABAD, PAKISTAN, 2003

MS, AUTOMATION & PRODUCTION SYSTEMS

ECOLE CENTRALE DE NANTES, NANTES, FRANCE, 2007

PhD, AUTOMATION & APPLIED INFORMATICS

UNIVERSITE DE NANTES, NANTES, FRANCE, 2011

EMAIL: atifshahzad@Gmail.com

TEL: +92-333-5219846

LINKEDIN: pk.linkedin.com/in/dratifshahzad

https://www.researchgate.net/profile/Atif_SHAHZAD
 Dr. Atif Shahzad
_____________________
ASSOCIATE PROFESSOR, MECHANICAL
CECOS UNIVERSITY, PAKISTAN.

ASSOCIATE PROFESSOR, INDUSTRIAL/MECHATRONICS

TEC DE MONTERREY, MEXICO.

ASSOCIATE PROFESSOR, MECHANICAL ENGINEERING

IIUI, ISLAMABAD, PAKISTAN

GENERAL MANAGER, SYSTEM ENGINEERING

NESCOM, ISLAMABAD

LECTURER, LOGISTICS & PRODUCTION SYSTEMS

ECOLE DES MINES DE NANTES, NANTES, FRANCE.

EMAIL: atifshahzad@Gmail.com

TEL: +92-333-5219846

LINKEDIN: pk.linkedin.com/in/dratifshahzad
 TEACHING INTERESTS
3

Applied Engineering Optim ization Matlab/Sim ulink

Applied Com binatorics Modeling and Sim ulation
Artificial Intelligence Multi-criteria Optim ization
ARENA/SIMIO Operation Research
Control Engineering Operations Managem ent
Heuristic Search Project Managem ent
Engineering Statistical Analysis Robotics
Engineering Mechanics (Statics, Dynam ics) Scheduling Theory
Industrial Engineering Supply Chain Managem ent
Machine Design System Sim ulation
Shahzad

Manufacturing System Planning System Engineering

Shahzad

Mechanics of Materials Technical Com puting

AtifAtif
Dr.Dr.

11/17/2018 3
 RESEARCH INTERESTS

 Application of Optimization
¤ Manufacturing system analysis
¤ Engineering applications of meta-heuristics
¤ Combinatorial optimization
¤ Multicriteria Optimization

 Manufacturing system analysis

¤ Mathematical Modeling
Discrete Event Systems
¤ Simulation Modeling & Analysis
¤ Scheduling theory PetriNets
¤ Assembly Line Supply Chain simulation & Analysis
Dr. Atif Shahzad

Data Mining
Dr. AtifOperation Research
Shahzad 11/17/2018
11/17/2018 4
 PLEASE
INTRODUCE YOURSELF
LECTURE #1
 INTRODUCTIONS

 What is your Management Experience?

 What types of projects have you been involved in?

 What would you like to get out of the course?

Dr. Atif Shahzad
 ENGINEERING
MANAGEMENT
COURSE OBJECTIVES
Dr. Atif Shahzad
 COURSE OBJECTIVES
 Learn what engineering management is and the qualities of an
effective project manager.
 Understand the nine knowledge areas of project management and
how they can be applied to your project.
 Discover the phases of a project and what deliverables are expected
when.
 Identify a project’s key stakeholders.
 Understand the different types of business cases and how to create a
Statement of Work.
 Learn to be prepared for the unexpected by utilizing risk
management and change control.
 Learn how to organize project activities by creating a Work
Breakdown Structure.
Shahzad
AtifShahzad

 Create a network diagram to track your project’s progress.

Dr. Atif

 Learn budgeting and estimating techniques.

Dr.
TEACHING METHODOLOGY
LECTURE #1
 GENERAL INSTRUCTIONS
¤ Class sanctity is top most in our agenda while class is in session. No eating or drinking
during lectures. Mobile phones need to be in silent mode. Anyone flouting these rules
may face a deduction in their class participation.
¤ Timely submission of Assignments is mandatory and if not turned in when due, the
student will not be graded. Individual homework means individual effort.
¤ Assignments are to be submitted in your own hand-writing, and may only be submitted
via Edmodo. If you are planning to miss a class due to some prior commitment a written
application is required along with the consent of your parent/guardian, otherwise no
makeup assignment or quiz will be allowed.
¤ Attendance call will be random and late comers will be considered as absent in the
class.
¤ Break timing will be strictly observed.
¤ Students who present new ideas / industry developments in the class will be highly
Shahzad

encouraged and will have a positive impact on their class participation grade.
AtifShahzad

¤ All case studies and each assignment is also potential exam material.
Dr. Atif
Dr.
 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 (If Applicable) !
¤ Labs will be conducted in the course of lectures
¤ Please bring your Laptops along with MS Excel, MS Project installed
Shahzad

Each Lab will have a Quiz at the end to analyze your understanding
AtifShahzad

¤
Dr. Atif
Dr.
 EXAM METHODS
 EXAMS
¤ There will be Assignments and Quizzes in most of the
lectures with appropriate weightage.
¤ Absentees in Quizzes will be marked ZERO.

¤ All students will submit their assignments either as a hard or

soft copy (Instructor would specify in all the assignments).
We expect professional reports.
¤ Late assignments without prior approval of the instructor will
not be accepted.
Shahzad

¤ Mid Term and End Term Exams as per CECOS policy.

AtifShahzad
Dr. Atif
Dr.
 EXAM METHODS
 GRADING

Activity %
Assignments 10
Quizzes 10
Mid Term Exam 20
Final Exam 30
PROJECT 30
Dr. Atif
Dr. Shahzad
AtifShahzad
 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

¤ In that case each student should present a part of the project in

the final presentation
Shahzad

The final report will take on the form of a conference

AtifShahzad


paper/professional report.
Dr. Atif
Dr.
 PROJECT
 If Each Student is doing one project individually then
¤ Individually submit your report and presentation

¤ The presentation should be 25 minutes per student and include all

the requirements as mentioned above
 If all 3 students are doing one project combined
¤ In that case each student should present a part of the project in
the final presentation
¤ The part of the project that each student has contributed to
should be explicitly stated
¤ The presentation should be 30 minutes i.e. 10 minutes per student
Shahzad
AtifShahzad

and include all the requirements as mentioned above

Dr. Atif
Dr.
 PROJECT
 The draft paper and presentations (WITHOUT the RESULTS)
but with the following is due by the 14th WEEK
 The final paper and presentations ( COMPLETED with
RESULTS, Tables, Figures etc, DISCUSSION on RESULTS and
CONCLUSION ) are due in the 15th WEEK, i.e. two weeks
before the presentation week
Dr. Atif
Dr. Shahzad
AtifShahzad
 CLASS PARTICIPATION
 Class Participation is highly recommended as this would
be an interactive class.
¤ Add on whenever you like.
¤ Ask question as soon as it comes to mind, keeping in mind the
flow of lecture.
¤ We will write down questions that come and we would review
them as the course progresses or at the end of the semester as to
what we think today and how does this change over the course of
the semester.
Dr. Atif
Dr. Shahzad
AtifShahzad
Dr.
Dr. Atif
AtifShahzad
Shahzad


Edmodo
Platform
ENGINEERING MANAGEMENT
Dr. Atif Shahzad
 Engineering
Management ...
 specialized form of management

¤required to successfully lead engineering or

technical personnel and projects.
 The term can be used to describe either

¤ functional management or
Shahzad

project management.
AtifShahzad

¤ *University of KANSAS
Dr. Atif

http://emgt.ku.edu/
Dr.
 Three Dimensions

TECHNICAL: an
understanding of and
proficiency in engineering
and science.

CONCEPTUAL: the
ability to apply
HUMAN: the ability
analytical thought to
to build a
the management
collaborative effort
process and to
within a group.
enterprise as a total
Shahzad

system.
AtifShahzad
Dr. Atif
Dr.
 TODAY’S LECTURE
 What is a Project?
¤ Exam ples of Projects
¤ Project Lifecycle

 A BIG PICTURE of ENGINEERING

MANAGEMENT
 Books, Journals, Websites & Societies

 Q&A
Dr. Atif
Dr. Shahzad
AtifShahzad
 ENGINEERING
MANAGEMENT
PROJECT?
Dr. Atif Shahzad
 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
Dr. Shahzad
AtifShahzad
 PROJECT...
 A project is “a temporary endeavor undertaken to create
a unique product, service, or result.”*

 Operations is work done to sustain the business.

 A project ends when its objectives have been reached, or

the project has been terminated.

 Projects can be large or small and take a short or long

time to complete.
Shahzad
AtifShahzad

*PMI, A Guide to the Project Management Body of Knowledge

Dr. Atif

(PMBOK® Guide) (2004), p. 5.

Dr.
 PROJECT...
 The major characteristics of a project are as
follows:
1. An established objective.
2. A defined life span with a beginning and an end.
3. Usually, the involvement of several departments and professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT...
 A collection of linked activities, carried out
in an organized manner, with a clearly
defined START POINT and END POINT to
achieve some specific results desired to
satisfy the needs of the organisation at the
current time
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT...
ROUTINE WORK PROJECT

 Taking class notes  Writing a term paper

 Daily entering sales receipts into
the accounting ledger
 Responding to a supply-chain
request
 Practicing scales on the piano
 Routine manufacture of an Apple
iPod
Attaching tags on a manufactured
Shahzad
 Setting up a sales kiosk for a
professional accounting meeting
 Developing a supply-chain
information system
 Writing a new piano piece
 Designing an iPod that is approx 2 3
4 inches, interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and Wal-



AtifShahzad

product Mart
Dr. Atif
Dr.
 PROJECT
MANAGEMENT
PROJECT?
EXAMPLES
Dr. Atif Shahzad
 EXAMPLES OF PROJECTS
 Building Construction

 Research Project
Dr. Atif
Dr. Shahzad
AtifShahzad
 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
Shahzad


AtifShahzad

billion plus gaming industry.

Dr. Atif

C. Faylor, 2008
Dr.
 EXAMPLES OF PROJECTS
COMPANY: GENERAL MOTORS Project: Chevrolet Volt

 The Chevrolet Volt is a plug-in hybrid

electric vehicle. Propulsion of the Volt is
accomplished exclusively by the electric
motor, and the internal combustion
engine is used as another charging
method.
 What’s at stake is the future of GM.
 With the company’s recent emergence
from bankruptcy protection, the chief of
GM product development, Tom
Stephens, pronounced, “We cannot
Shahzad
AtifShahzad

afford to have anything but a hit . . .

Dr. Atif

every launch . . . has to be a home-run.”

Dr.
 EXAMPLES OF PROJECTS
Project: Google Android Smart
COMPANY: MOTOROLA
Phones
 Motorola released multiple Google Android
smart phones at several different price points.
 According to chief executive Sanjay Jha,
Android has over 3,000 third-party
applications available and “significant
developer interest” making it a “large enough
eco-system” to become a successful platform.
 Motorola has seen its phone sales plummet in
recent years. The company’s global market
share has declined to 6 percent after
commanding 23 percent in 2006. The new
phones are seen as a key to Motorola re-
Shahzad
AtifShahzad

establishing itself in the booming smart phone

business.
Dr. Atif
Dr.
 EXAMPLES OF PROJECTS
Project: Harry Potter and the Deathly
COMPANY: WARNER BROTHERS
Hallows Part I and Part II
 The Harry Potter film franchise is one of the
highest grossing film franchise of all time, with
the five films released to date only slightly
behind the 22 James Bond films.
 The adaption of the final novel in the series,
Harry Potter and the Deathly Hallows, was
into two films, with Part I scheduled to be
released in 2010 and Part II in 2011.
 The Harry Potter franchise is seen by movie
insiders as critical to staving off the general
decline in movie attendance due to economic
woes and home entertainment systems.
Dr. Atif
Dr. Shahzad
AtifShahzad
 EXAMPLES OF PROJECTS*
Regiolis / Regio 2N
COMPANY: SNCF

 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
Shahzad
AtifShahzad

speed train to Europe has accidentally Date : May 2014

created another first – the TFT, or the Too Fat Cost : In the region of $15B Euro
Dr. Atif
Dr.

Train”.
 TODAY’S LECTURE
 What is Project Managem ent?
¤ Im portance of Project Managem ent
¤ History
¤9 Know ledge Areas
¤ Project Managem ent Activities

¤ Project Team
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT LIFE CYCLE
Dr. Atif Shahzad
 PROJECT LIFE CYCLE /STAGES
1–39
 The project life cycle typically passes sequentially through four stages: defining, planning,
executing, and delivering. The starting point begins the moment the project is given the go-
ahead. Project effort starts slowly, builds to a peak, and then declines to delivery of the
project to the customer.
¤ 1. Defining stage: Specifications of the project are defined; project objectives are established;
teams are formed; major responsibilities are assigned.
¤ 2. Planning stage: The level of effort increases, and plans are developed to determine what the
project will entail, when it will be scheduled, whom it will benefit, what quality level should be
maintained, and what the budget will be.
¤ 3. Executing stage: A major portion of the project work takes place—both physical and mental. The
physical product is produced (a bridge, a report, a software program). Time, cost, and specification
measures are used for control. Is the project on schedule, on budget, and meeting specifications?
What are the forecasts of each of these measures? What revisions/changes are necessary?
¤ 4. Closing stage: Closing includes three activities: delivering the project product to the customer,
redeploying project resources, and post-project review. Delivery of the project might include
customer training and transferring documents. Redeployment usually involves releasing project
equipment/materials to other projects and finding new assignments for team members. Post-project
Shahzad
AtifShahzad

reviews include not only assessing performance but also capturing lessons learned.
Dr. Atif
Dr.
 PROJECT LIFE CYCLE /STAGES
1–40
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT LIFE CYCLE /STAGES
1–41
Dr. Atif
Dr. Shahzad
AtifShahzad
Dr.
Dr. Atif
AtifShahzad
Shahzad

Knowledge
Freedom
Cost

%
0
100%

50%
Cost

Freedom
PROJECT LIFE CYCLE /STAGES
Dr.
Dr. Atif
AtifShahzad
Shahzad

Knowledge
Freedom
Cost

%
0
100%

50%
PROJECT LIFE CYCLE /STAGES
 PROJECT LIFE CYCLE /STAGES
1–44
Dr. Atif
Dr. Shahzad
AtifShahzad
 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
Shahzad
AtifShahzad

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”
Dr. Atif
Dr.
 PROJECT
MANAGEMENT
PROJECT MANAGEMENT?
Dr. Atif Shahzad
 WHAT IS PROJECT MANAGEMENT?
Project : A group of milestones or phases, activities or
tasks that support an effort to accomplish something

Management : is the process of Planning, Organizing,

Controlling and Measuring

Project management: is “the application of knowledge,

skills, tools and techniques to project activities to meet
project requirements.”*
Shahzad
AtifShahzad

*PMI, A Guide to the Project Management Body of Knowledge

Dr. Atif

(PMBOK® Guide) (2004), p. 8.

Dr.
 PROJECT MANAGEMENT
 A dynamic process that utilizes the appropriate resources
of the organization in a controlled and structured
manner, to achieve some clearly defined objectives
identified as needs.
 It is always conducted within a defined set of constraints
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT
 Project managers work with project sponsors, project
teams, and other people involved in projects to meet
project goals.
 Program: “A group of related projects managed in a
coordinated way to obtain benefits and control not
available from managing them individually.”*
 Program managers oversee programs and often act as
bosses for project managers.
Shahzad
AtifShahzad

*PMI, A Guide to the Project Management Body of Knowledge

Dr. Atif

(PMBOK® Guide) (2004), p. 16.

Dr.
 WHY PROJECT MANAGEMENT?
 Many organizations today have a new or renewed interest
in project management.
 Computer hardware, software, networks, and the use of
interdisciplinary and global work teams have radically
changed the work environment.
 The U.S. spends $2.3 trillion on projects every year, or one-
quarter its gross domestic product, and the world as a
whole spends nearly $10 trillion of its $40.7 gross product
on projects of all kinds.* *PMI, The PMI Project
Shahzad
AtifShahzad

Management Fact Book, Second Edition, 2001

Dr. Atif
Dr.
 WHY PROJECT MANAGEMENT?
 Worldwide IT spending continues to grow, and Forrester
Research predicts that U.S. IT spending will grow by another
5.7 percent in 2005, to reach $795 billion.*
 In 2003, the average senior project manager in the U.S.
earned almost $90,000 per year, and the average Project
Management Office (PMO) Director earned more than the
average Chief Information Officer ($118,633 vs.
$103,925).**
 The Apprentice, the number-one U.S. reality television show
Shahzad
AtifShahzad

in 2004, portrayed the important role of project managers.

Dr. Atif
Dr.
PROJECT MANAGEMENT
HISTORY
Dr. Atif Shahzad
 HISTORY OF PM
 Birth of modern PM: Manhattan Project (the bomb)
 1970’s: military, defense, construction industry

were using PM software

 1990’s: large shift to PM-based models
¤ 1985: TQM
¤ 1990-93: Re-engineering, self-directed teams
¤ 1996-99: Risk mgmt, project offices
¤ 2000: global projects
Dr. Atif
Dr. Shahzad
AtifShahzad
 NOTABLE PROJECTS
 1. Manhattan Project: Development of the first nuclear
weapon
 2. Polaris missile project: an ICBM control system
 3. Human Genome Project: To map the human genome
 4. Project Apollo: Landing a man on the moon
 5. Channel Tunnel Project
 6. Central Artery Project
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT?
9 KNOWLEDGE AREAS
Dr. Atif Shahzad
 9 KNOWLEDGE AREAS
I. Project Integration Management
II. Project Scope Management
III. Time Management
IV. Cost Management
V. Quality Management
VI. Human Resource Management
VII. Communication Management
VIII. Risk Management
Shahzad
AtifShahzad

IX. Procurement Management

Dr. Atif
Dr.
 9 KNOWLEDGE AREAS
 Project Integration Management coordinates the other areas to work together throughout the
project.
 Project Scope Management is a set of processes used to ensure that the project . includes all
of the requirements and no new requirements are added in a way that could harm the
project.
 Time Management involves processes to ensure that the project is completed on schedule.
 Cost Management involves processes to ensure that the project is completed on budget.
 Quality Management ensures that the project meets its requirements, or does what it is
expected to do.
 Human Resource Management includes all of the processes used to develop, manage and put
the project team together.
 Communication Management determines what information is needed, how that information
will be sent and managed, and how project performance will be reported.
 Risk Management involves identifying, managing and controlling risk of a project.
 Procurement Management is the group of processes used to acquire the materials and
Shahzad

services needed to complete the project.

AtifShahzad
Dr. Atif
Dr.
Dr.
Dr. Atif
AtifShahzad
Shahzad

9 KNOWLEDGE AREAS
 9 KNOWLEDGE AREAS
 Knowledge areas describe the key competencies
that project managers must develop.
¤ Four core knowledge areas lead to specific project objectives
(scope, time, cost, and quality).
¤ Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources, communication,
risk, and procurement management).
¤ One knowledge area (project integration management) affects
and is affected by all of the other knowledge areas.
¤ All knowledge areas are important!
Dr. Atif
Dr. Shahzad
AtifShahzad
 THE TRIPLE CONSTRAINT
 Every project is constrained in different ways
by its:
¤ Scope goals: What work will be done?
¤ Time goals: How long should it take to complete?

¤ Cost goals: What should it cost?

 It is the project manager’s duty

to balance these
three often-competing goals.
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
IMPORTANCE
Dr. Atif Shahzad
 IMPORTANCE OF PM
 Compression of the Product Life Cycle
¤ One of the most significant driving forces behind the demand for project
management is the shortening of the product life cycle.
¤ For example, today in high-tech industries the product life cycle is averaging 1
to 3 years. Only 30 years ago, life cycles of 10 to 15 years were not
uncommon.
¤ Time to market for new products with short life cycles has become increasingly
important.
¤ A common rule of thumb in the world of high-tech product development is that
a six-month project delay can result in a 33 percent loss in product revenue
share.
Speed, therefore, becomes a competitive advantage; more and more
Shahzad

¤
AtifShahzad

organizations are relying on cross-functional project teams to get new products

Dr. Atif

and services to the market as quickly as possible.

Dr.
 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
Dr. Shahzad
AtifShahzad
 IMPORTANCE OF PM

 Triple Bottom Line ( lanet, P 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
Dr. Shahzad
AtifShahzad
 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
Shahzad
AtifShahzad

counterparts in different organizations.

Dr. Atif
Dr.
 IMPORTANCE OF PM
 Increased Customer Focus
¤ Increased competition has placed a premium on customer satisfaction.
¤ Customers no longer simply settle for generic products and services. They want
customized products and services that cater to their specific needs.
¤ Closer working relationship between the provider and the receiver.
¤ For example, 10 years ago buying a set of golf clubs was a relatively simple
process: Today, there are golf clubs for tall players and short players, clubs for
players who tend to slice the ball and clubs for those who hook the ball, high-
tech clubs with the latest metallurgic discovery guaranteed to add distance,
and so forth.
¤ Account executives and sales representatives are assuming more of a project
manager’s role as they work with their organization to satisfy the unique needs
and requests of clients. Project management is critical both to development of
Shahzad

customized products and services and to sustaining lucrative relationships with

AtifShahzad

customers.
Dr. Atif
Dr.
 IMPORTANCE OF PM
 Small Projects Represent Big Problems
¤ The velocity of change required to remain competitive or simply keep up has
created an organizational climate in which hundreds of projects are
implemented concurrently.
¤ This climate has created a multiproject environment and a plethora of new
problems.
¤ Sharing and prioritizing resources across a portfolio of projects is a major
challenge for senior management.
¤ Many firms have no idea of the problems involved with inefficient
management of small projects.
¤ Small projects typically carry the same or more risk as do large projects.
Dr. Atif
Dr. Shahzad
AtifShahzad
 IMPORTANCE OF PM
 Small Projects Represent Big Problems
¤ Small projects are perceived as having little impact on the bottom line because
they do not demand large amounts of scarce resources and/or money.
¤ Because so many small projects are going on concurrently and because the
perception of the inefficiency impact is small, measuring inefficiency is usually
nonexistent.
¤ Unfortunately, many small projects soon add up to large sums of money.
¤ Many customers and millions of dollars are lost each year on small projects in
product and service organizations.
¤ Small projects can represent hidden costs not measured in the accounting
system.
Dr. Atif
Dr. Shahzad
AtifShahzad
 STRATEGIC IMPORTANCE OF
PROJECT MANAGEMENT
 Microsoft Windows Vista Project:
 hundreds of programmers
 millions of lines of code
 hundreds of millions of dollars cost
 Hard Rock Cafe Rockfest Project:
 100,000 + fans
 planning began 9 months in advance
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT CHARACTERISTICS

 Single unit
 Many related activities
 Difficult production planning and
inventory control
 General purpose equipment
 High labor skills
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
ACTIVITIES
Dr. Atif Shahzad
 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
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT ACTIVITIES

Planning Scheduling
 Objectives  Project activities
 Resources  Start & end times
 Work break-down  Network
schedule
 Organization

Controlling
Shahzad
AtifShahzad

 Monitor, compare, revise, action

Dr. Atif
Dr.
 PROJECT PLANNING,
SCHEDULING, AND CONTROLLING
Shahzad
AtifShahzad

Before Start of project During

Dr. Atif

project Timeline project

Dr.
 PROJECT PLANNING,
SCHEDULING, AND CONTROLLING
Shahzad
AtifShahzad

Before Start of project During

Dr. Atif

project Timeline project

Dr.
 PROJECT PLANNING,
SCHEDULING, AND CONTROLLING
Shahzad
AtifShahzad

Before Start of project During

Dr. Atif

project Timeline project

Dr.
 PROJECT PLANNING,
SCHEDULING, AND CONTROLLING
Shahzad
AtifShahzad

Before Start of project During

Dr. Atif

project Timeline project

Dr.
 PROJECT PLANNING,
Time/cost estimates
SCHEDULING, AND
Budgets
CONTROLLING
Engineering diagrams
Cash flow charts
Material availability details

Budgets
Delayed activities report
Slack activities report

CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Dr. Atif Shahzad

Before Start of project During

project Timeline project
Dr. Atif Shahzad
 PROJECT PLANNING
 Establishing objectives
 Defining project
 Creating work breakdown
structure
 Determining
resources
 Forming organization
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT PLANNING
 Project plans generally include the following basic elements:
¤ Objectives A detailed statement of what is to be accomplished by the project, how it
will achieve the company's goals and meets the strategic plan, and an estimate of
when it needs to be completed, the cost, and the return.
¤ Project scope A discussion of how to approach the project, the technological and
resource feasibility, the major tasks involved, and a preliminary schedule; it includes a
justification of the project and what constitutes project success.
¤ Contract requirements A general structure of managerial, reporting, and
performance responsibilities, including a detailed list of staff, suppliers, subcontractors,
managerial requirements and agreements, reporting requirements, and a projected
organizational structure.
¤ Schedules A list of all major events, tasks, and subschedules, from which a master
schedule is developed.
¤ Resources The overall project budget for all resource requirements and procedures
Shahzad
AtifShahzad

for budgetary control.

Dr. Atif
Dr.
 PROJECT PLANNING
 Project plans generally include the following basic
elements:
¤ Personnel Identification and recruitment of personnel required
for the project team, including special skills and training.
¤ Control Procedures for monitoring and evaluating progress and
performance, including schedules and cost.
¤ Risk and problem analysis Anticipation and assessment of
uncertainties, problems, and potential difficulties that might
increase the risk of project delays and/or failure and threaten
project success.
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT TEAM
Dr. Atif Shahzad
 PROJECT TEAM
 Assignment to a project team is usually temporary and thus can have both positive and
negative repercussions.
 The temporary loss of workers and staff from their permanent jobs can be disruptive for both
the employees and the work area.
 An employee must sometimes "serve two masters," in a sense, reporting to both the project
manager and a regular supervisor.
 Alternatively, because projects are usually "exciting," they provide an opportunity to do work
that is new and innovative, and the employee may be reluctant to report back to a more
mundane, regular job after the project is completed.
 The most important member of a project team is the project manager.
 The job of managing a project is subject to a great deal of uncertainty and the distinct
possibility of failure.
 Because each project is unique and usually has not been attempted previously, the outcome is
Shahzad

not as certain as the outcome of an ongoing process would be.

AtifShahzad

 A degree of security is attained in the supervision of a continuing process that is not present
Dr. Atif

in project management.
Dr.
 PROJECT ORGANIZATION
 Often temporary structure
 Uses specialists from entire company
 Headed by project manager
 Coordinates activities
 Monitors schedule
and costs
 Permanent
structure called
‘matrix organization’
Dr. Atif
Dr. Shahzad
AtifShahzad
 A SAMPLE PROJECT ORGANIZATION
President

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
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT ORGANIZATION
WORKS BEST WHEN

1. Work can be defined with a specific goal and deadline

2. The job is unique or somewhat unfamiliar to the existing
organization
3. The work contains complex interrelated tasks requiring
specialized skills
4. The project is temporary but critical to the organization
5. The project cuts across organizational lines
Dr. Atif
Dr. Shahzad
AtifShahzad
 MATRIX ORGANIZATION
Marketing Operations Engineering Finance

Project 1

Project 2

Project 3

Project 4
Dr. Atif
Dr. Shahzad
AtifShahzad
 TODAY’S LECTURE
¤ Roleof Project Manager
¤ Scope

¤ WBS

¤ RA Matrix

 Books, Journals, Websites & Societies

 Q&A
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT
ROLE OF PROJECT MANAGER
Dr. Atif Shahzad
 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
Dr. Shahzad
AtifShahzad
 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
Shahzad
AtifShahzad

motivation, direction, and information

Dr. Atif
Dr.
 THE ROLE OF
THE PROJECT MANAGER

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
Shahzad
AtifShahzad

motivation, direction, and information

Dr. Atif
Dr.
 ETHICAL ISSUES
 Bid rigging – divulging confidential information to give some
bidders an unfair advantage
 “Low balling” contractors – try to “buy” the project by bidding low
and hope to renegotiate or cut corners
 Bribery – particularly on international projects
 Expense account padding
 Use of substandard materials
 Compromising health and safety standards
 Withholding needed information
Shahzad

Failure to admit project failure at close

AtifShahzad


Dr. Atif
Dr.
PROJECT MANAGEMENT
SCOPE
Dr. Atif Shahzad
Dr. Atif Shahzad
Dr.
Dr. Atif
AtifShahzad
Shahzad

99
CLARITY OF SCOPE STATEMENT
 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
Dr. Shahzad
AtifShahzad
 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
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
WBS
Dr. Atif Shahzad
 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.
Shahzad
AtifShahzad

 A work breakdown structure is an organization chart that break down the project
into modules for planning.
Dr. Atif
Dr.
 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
Shahzad
AtifShahzad

done.
Dr. Atif
Dr.
 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
Dr. Shahzad
AtifShahzad
 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
Dr. Shahzad
AtifShahzad
 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
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT
RESPONSIBILITY ASSIGNMENT MATRIX
Dr. Atif Shahzad
 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).
Shahzad

A RAM shows who in the organization is responsible for doing the

AtifShahzad


work in the project
Dr. Atif
Dr.
 RESPONSIBILITY ASSIGNMENT
MATRIX
 RAM for the "Hardware/Installation" category from the WBS for
the computerized order-processing project
 Notice that there are three levels of work assignments in the matrix,
reflecting who is responsible for the work, who actually performs
the work, and who performs support activities.
 As with the WBS, there are many different forms both the OBS and
RAM can take, depending on the needs and preferences of the
company, project team, and project manager.
Dr. Atif
Dr. Shahzad
AtifShahzad
 RESPONSIBILITY ASSIGNMENT
MATRIX
WBS ActivitiesHardware/Installation
1.1.1 1.1.2 1.1.3 1.1.4
OBS Units Area prep Tech/Engineer Wiring Connections
3 1 1 1
Hardware engineering

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
Dr. Atif Shahzad

Level of responsibility: 1 = Overall responsibility 2 = Performance responsibility 3 = Support

 TODAY’S LECTURE
¤ Project Scheduling
¤ Project Control

¤ Tim e Managem ent

¤ Cost Managem ent

¤ Perform ance Managem ent

Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT SCHEDULING
Dr. Atif Shahzad
 Project Scheduling
 A project schedule evolves from the planning documents discussed previously. It is
typically the most critical element in the project management process, especially
during the implementation phase (i.e., the actual project work), and it is the source of
most conflict and problems.
 One reason is that frequently the single most important criterion for the success of a
project is that it be finished on time.
 If a stadium is supposed to be finished in time for the first game of the season and it's
not, there will be a lot of angry ticket holders; if a school building is not completed by
the time the school year starts, there will be a lot of angry parents; if a shopping mall
is not completed on time, there will be a lot of angry tenants; if a new product is not
completed by the scheduled launch date, millions of dollars can be lost; and if a new
military weapon is not completed on time, it could affect national security.
 Also, time is a measure of progress that is very visible. It is an absolute with little
Shahzad

flexibility; you can spend less money or use fewer people, but you cannot slow down
AtifShahzad

or stop the passage of time.

Dr. Atif
Dr.
 PROJECT SCHEDULING
 Identifying precedence
relationships
 Sequencing activities
 Determining activity times &
costs
 Estimating material & worker
requirements
 Determining critical activities
Dr. Atif
Dr. Shahzad
AtifShahzad
 PURPOSES OF
PROJECT SCHEDULING

1. Shows the relationship of each activity to others

and to the whole project
2. Identifies the precedence relationships among
activities
3. Encourages the setting of realistic time and cost
estimates for each activity
4. Helps make better use of people, money, and
material resources by identifying critical
Dr. Atif Shahzad

bottlenecks in the project

PROJECT MANAGEMENT
SCHEDULING TECHNIQUES
Dr. Atif Shahzad
 SCHEDULING TECHNIQUES
1. Ensure that all activities are planned for
2. Their order of performance is accounted for
3. The activity time estimates are recorded
4. The overall project time is developed
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT
TECHNIQUES
 Gantt chart
 Critical Path Method
(CPM)
 Program Evaluation
and Review Technique
(PERT)
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
GANTT CHART
 A SIMPLE GANTT CHART
Time
J F M A M J J A S

Design
Prototype
Test
Revise
Production
Dr. Atif
Dr. Shahzad
AtifShahzad
 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
Shahzad

Passengers Boarding
AtifShahzad

0 10 20 30 40
Dr. Atif

Time, Minutes
Dr.
 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
Dr. Shahzad
AtifShahzad
 GANTT CHARTS

 A graphical display of schedule project activities on a

time axis

 Project activities are listed on a vertical axis

 Activity time durations are shown as horizontal bars

with starting and ending times
Dr. Atif
Dr. Shahzad
AtifShahzad
 Example
In the following example there are seven tasks, labeled A through G. Some tasks can be done concurrently
(A and B) while others cannot be done until their predecessor task is complete (C cannot begin until A is
complete). Additionally, each task has three time estimates: the optimistic time estimate (O), the most likely
or normal time estimate (M), and the pessimistic time estimate (P). The expected time (TE) is computed using
the beta probability distribution for the time estimates, using the formula (O + 4M + P) ÷ 6.
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
Dr. Atif Shahzad
Dr. Atif Shahzad

Example Gantt
 Gantt Chart: Planned Activities
Shows planned activities for a construction project
Dr. Atif
Dr. Shahzad
AtifShahzad
 GANTT CHART: PROGRESS
Shows actual work accomplished at some point during week 7
Dr. Atif
Dr. Shahzad
AtifShahzad
 GANTT CHART SHOWING
PRECEDENCE
Arrows can be used to indicate precedence relationships among activities
Dr. Atif
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT CONTROL
Dr. Atif Shahzad
 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.
Dr. Atif
Dr. Shahzad
AtifShahzad
 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
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT CONTROL
TIME MANAGEMENT
Dr. Atif Shahzad
Dr. Atif Shahzad
 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
Shahzad
AtifShahzad

the repercussions of such changes on project success must be evaluated.

Dr. Atif
Dr.
 STANDARD PERFORMANCE
 Same as normal performance, but acknowledges that periodic rest breaks
must be taken by the worker
 Periodic rest breaks are allowed during the work shift
¤ Lunch breaks (1/2 or 1 hour)
 usually not counted as part of work shifts
¤ Shorter rest beraks (15 mins)
 usually counted as part of work shifts
Dr. Atif
Dr. Shahzad
AtifShahzad
 REST BREAKS İN A WORK SHİFT
 A typical work shift is 8 hours (8:00 A.M. to 5:00 P.M.
with one hour lunch break)
¤ In Turkey work time is defined as 45 hours a week
(so 8:00 A.M. to 6:00 P.M. with one hour lunch break,
provided that workers work for 5 days)
¤ In Pakistan ?

 The shift usually includes one rest break in the morning

and another in the afternoon.
 The employers allows these breaks, because they know
that the overall productivity of a worker is higher if rest
breaks are allowed.
¤ In Turkey the rest periods are not included in daily work
hours in which employers are paid for.
Dr. Atif
Dr. Shahzad
AtifShahzad
 STANDARD PERFORMANCE
 Of course other interruptions and delays also
occur during the shift

¤ Machine breakdowns
¤ Receiving instructions from the
foreman
¤ Telephone calls

¤ Bathroom/toilet breaks etc.

Dr. Atif
Dr. Shahzad
AtifShahzad
 PERSONAL TİME, FATİGUE, DELAY
(PFD) ALLOWANCE
 To account for the delays and rest breaks, an allowance is added to the
normal time in order to determine allowed time for the worker to perform the
task throughout a shift

 Personal time (P)

¤ Bathroom breaks, personal phone calls

 Fatigue (F)
¤ Rest breaks are intended to deal with fatigue

Delays (D)
Shahzad


AtifShahzad

¤ Interruptions, equipment breakdowns

Dr. Atif
Dr.
 STANDARD TIME
 Defined as the normal time but with an allowance added into account for
losses due to personal time, fatigue, and delays
Tstd = Tn (1 + Apfd)
where
Tstd = standard time,
Tn = normal time,
A pfd = PFD allowance factor

 Also called the allowed time

 Now we are confident to say that a worker working at 100% performance

during 8 hours can accomplish a task of 8 hour standard time.
Dr. Atif
Dr. Shahzad
AtifShahzad
 Time Management & Work-Life Balance
http://www.medicinethatspeaks.org/433/evpma-newsletter-may-2011/
by Ora Pescovitz, Univ of Michigan Health System

 In the early 1900s, Italian economist Vilfredo

Pareto noticed that 80% of the land in Italy was
owned by 20% of the population.
 This observation led him to create a
mathematical formula to describe this unequal
distribution of wealth.
 That formula was the basis on which many of the
past century’s economists and scientists have
looked at distribution patterns in other areas,
including: height and weight; grades (Bell
Curve); population trends; social behaviors;
business practices; and more.
 In health care, the Pareto Principle – or what is
more commonly known today as the 80/20 Rule
– plays out in the assertions that 80% of health
care dollars are spent on 20% of the population
and 80% of complaints come from 20% of
Shahzad
AtifShahzad

patients.
Dr. Atif
Dr.
 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

 The point is that most things in life are

distributed unevenly, including our To Do
lists. That’s where the Pareto Principle and
time management intersect. Typically, 80%
of the value from our work comes from only
20% of the items on our To Do lists.
 Essentially, this means that we should focus
our energy and time on the 20% of tasks
that result in 80% of the value – the ones
that are most vital and yield the greatest
return on investment.
 Of course, just invoking the name of Pareto
won’t make the less valuable 80% of tasks
on your To Do list magically disappear. You
need a strategy for managing those items,
as well. One of the most successful
strategies I’ve used is the 4Ds: Do; Dump;
Delegate; Delay.
Dr. Atif
Dr. Shahzad
AtifShahzad
 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

 DO: This applies to those tasks that support your

most valuable work – the vital 20%. Deal with e-
mails, documents, phone calls regarding priority
issues as soon as they come across your desk, your
inbox or your voicemail. I call this “handle paper
once.” This way, you stay on top of your priorities,
you keep important projects moving and you don’t
amass a daunting load to deal with at another time.
That other time might be a long way off.
 DUMP: If something comes across your desk that
doesn’t pertain to your priorities, doesn’t require
follow up and doesn’t support your goals, do you
really need to keep it? Probably not — DUMP it!
 DELEGATE: If a task requires attention or action but
doesn’t make your “Do” list, can/should someone
else handle it? Is it on another person’s “Do” list? If
so, move it along.
 DELAY: Very few things should make it to the Delay
pile. But, on occasion, there may be something you
want to review later. If so, file, print or store it for
Shahzad

another time.
AtifShahzad
Dr. Atif
Dr.
PROJECT MANAGEMENT
PROJECT CONTROL
COST MANAGEMENT
Dr. Atif Shahzad
 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
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
PROJECT CONTROL
PERFORMANCE MANAGEMENT
Dr. Atif Shahzad
 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
Dr. Shahzad
AtifShahzad
PROJECT MANAGEMENT
BOOKS
Dr. Atif Shahzad
 TEXT BOOK
 PROJECT MANAGEMENT
The Managerial Process
Gray, Clifford and Larson, Erik
5th Edition, McGraw-Hill/Irwin, 2011
Dr. Atif
Dr. Shahzad
AtifShahzad
 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.
Shahzad

 Project Time Management. (2008). In A guide to the project management body of knowledge
AtifShahzad

(PMBOK guide) (4th ed., p. 145). Newtown Square, Pa: Project Management Institute.
Dr. Atif

 Various web site resources. To be notified in lectures

Dr.
Dr.
Dr. Atif
AtifShahzad
Shahzad

BOOKS
Dr. Atif Shahzad
Dr. Atif Shahzad
Dr. Atif Shahzad
Dr. Atif Shahzad
PROJECT MANAGEMENT
JOURNALS
Dr.
Dr. Atif
AtifShahzad
Shahzad

JOURNALS
PROJECT MANAGEMENT
SOCEITIES
 SOCEITIES

 Project Management Institute

¤ www.pmi.org

 International Project Management

Association
 ipma.ch
Dr. Atif
Dr. Shahzad
AtifShahzad
 SOCEITIES
¤ The Project Management Institute (PMI) was founded in 1969 as an international society for project
managers. Today PMI has members from more than 125 countries and more than 270,000 members.
¤ PMI professionals come from virtually every major industry, including aerospace, automotive, business
management, construction, engineering, financial services, information technology, pharmaceuticals,
health care, and telecommunications.
¤ PMI provides certification as a Project Management Professional (PMP)—someone who has documented
sufficient project experience, agreed to follow the PMI code of professional conduct, and demonstrated
mastery of the field of project management by passing a comprehensive examination.
¤ The number of people earning PMP status has grown dramatically in recent years. In 1996 there were
fewer than 3,000 certified PMPs. By the end of 2009 there were more than 350,000 PMPs!
¤ Just as the CPA exam is a standard for accountants, passing the PMP exam may become the standard
for project managers. Some companies are requiring that all their project managers be PMP certified.
Moreover, many job postings are restricted to PMPs. Job seekers, in general, are finding that being PMP
certified is an advantage in the marketplace.
¤ PMI recently added a certification as a Certified Associate in Project Management (CAPM). CAPM is
designed for project team members and entry-level project managers, as well as qualified
undergraduate and graduate students who want a credential to recognize their mastery of the project
management body of knowledge. CAPM does not require the extensive project management experience
Shahzad
AtifShahzad

associated with the PMP.

Dr. Atif
Dr.
PROJECT MANAGEMENT
FUTURE
 TOP SKILL

Rank IT Skill/Job Average Annual Salary

1 SQL Database Analyst $80,664
2 Oracle Database Analyst $87,144
3 C/C++ Programmer $95,829
4 Visual Basic Programmer $76,903
5 E-commerce/Java Developer $89,163
6 Windows NT/2000 Expert $80,639
7 Windows/Java Developert $93,785
8 Security Architect $86,881
9 Project Manager $95,719
10 Network Engineer $82,906
Paul Ziv, “The Top 10 IT Skills in Demand,” Global Knowledge Webcast
Shahzad
AtifShahzad

(www.globalknowledge.com) (11/20/2002).
Dr. Atif
Dr.
 PROJECT MANAGEMENT CERTIFICATION

 PMI provides certification as a Project Management

Professional (PMP).
 A PMP has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP
exam.
 The number of people earning PMP certification is
increasing quickly.
 PMI and other organizations are offering new
certification programs.
Dr. Atif
Dr. Shahzad
AtifShahzad
Dr.
Dr. Atif
AtifShahzad
Shahzad
PROJECT MANAGEMENT
SOFTWARE
 PROJECT MANAGEMENT
SOFTWARE
’ There were hundreds of different products to
assist in performing project management
’ Three main categories of tools exist:
’ Low-end tools: Handle single or smaller projects well,
cost under $200 per user
’ Midrange tools: Handle multiple projects and users,
cost $200-500 per user
’ High-end tools: Also called enterprise project
management software, often licensed on a per-user
basis
Dr. Atif
Dr. Shahzad
AtifShahzad
 PROJECT MANAGEMENT
SOFTWARE
 There are several popular
packages for managing projects
 Primavera
 MacProject
 Pertmaster
 VisiSchedule
 Time Line
Shahzad
AtifShahzad

 Microsoft Project
Dr. Atif
Dr.
Dr. Atif Shahzad

http://www.projectmanager.com
 SOFTWARE

 Project management software has a capacity to help plan, organize, and

manage resource pools and develop resource estimate.
 Depending the sophistication of the software, resource including estimation
and planning, scheduling, cost control and budget management, resource
allocation, collaboration software, communication, decision-making, quality
management and documentation or administration systems.
 Today, numerous PC-based project management software packages exist,
and they are finding their way into almost every type of business.
 In the early days, however, project management software ran on big
mainframe computers and was used only in the large projects. These early
system were limited in their capabilities and, by today's standards, were
hard to use.
Dr. Atif
Dr. Shahzad
AtifShahzad
Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

Dr.
Dr. Atif
AtifShahzad
Shahzad

USING MICROSOFT PROJECT

 USING MICROSOFT PROJECT
Dr. Atif Shahzad
QUESTIONS
THANK YOU FOR YOUR INTEREST

Dr. Atif Shahzad

 Simulation Project
1. Clear objectives – A simulationist can
help stakeholders discover and refine
their objectives, but clearly the
stakeholders must agree on project
objectives. The primary objectives must
remain solid throughout the project.
5. Cost of Agility – If stakeholders ask
for project changes, they should be
flexible in other aspects such as delivery
date, level of detail, scope, or project
cost.
9. Proper Tools – A simulationist should
be provided the right hardware and
software appropriate to the project.
While “the best and latest” is not
always required, a simulationist should
not have to waste time on outdated or
inappropriate software and inefficient
Shahzad
hardware.
AtifShahzad
Dr. Atif
Dr.
2. Stakeholder Participation –
Adequate access and cooperation must
be provided by the people who know
the system both in the early phases and
throughout the project. Stakeholders will
need to be involved periodically to
assess progress and resolve outstanding
issues.
6. Timely Review/Feedback – Interim
updates should be reviewed promptly
and thoughtfully by the appropriate
people so that meaningful feedback can
be provided and any necessary course
corrections can be immediately made.
10. Training and Support – A
simulationist should not be expected to
“plunge ahead” into unfamiliar software
and applications without training.
Proper training and support should be
provided.
3. Timely Data – The functional
specification should describe what data
will be required, when it will be
delivered and by whom. Late, missing,
or poor quality data can have a
dramatic impact on a project.
7. Reasonable Expectations –
Stakeholders must recognize the
limitations of the technology and project
constraints and not have unrealistic
expectations. A project based on the
assumption of long work hours is a
project that has been poorly managed.
11. Integrity – A simulationist should be
free from coercion. If a stakeholder
“knows” the right answer before the
project starts, then there is no point to
starting the project. If not, then the
objectivity of the analysis should be
respected with no coercion to change
the model to produce the desired
results.
4. Management Support – The
simulationist’s manager should support
the project as needed not only in issues
like tools and training discussed below,
but also in shielding the simulationist
from energy sapping politics and
bureaucracy.
8. “Don’t shoot the messenger” – The
modeler should not be criticized if the
results promote an unexpected or
undesirable conclusion.
12. Respect – A good simulationist may
sometimes make the job look easy, but
don’t take them for granted. A project
often “looks” easy only because the
simulationist did everything right, a feat
that in itself is very difficult. And
sometimes a project looks easy only
because others have not seen the nights
and weekends involved.
Dr.
Dr. Atif
AtifShahzad
Shahzad

A quick index