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The presentation provides an overview of the Project Management
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Project Management Overview-II By: Engr Prof. Dr.Attaullah Shah PhD ( Civil) Engg , MSc Engg ( Strs), BSc Engg ( Gold Medalist), MBA, MA ( Eco),M.Phil (Eco) MSc Envir Design, PGD Computer Sc. Tel: 051-9250100 E-mail: pdaiou@yahoo.com.
What is a Project? • A temporary endeavor to create a Unique Product or Service. • A unique one time effort bound by cost, time and resources/technical performance ( CST) and has defined objectives to satisfy the customer needs. • Project is an undertaking having definite objectives, and specific beginning and ending points, limited budgets, defined scope. • Sum of certain activities and tasks required to be performed in a specified period of time with human and non-human resources for specified objectives. ( Is your training a project? )
What is a Project? • Project is a one time non-routine opportunity to develop a new product. To satisfy the customer to achieve the organizational objectives. To be completed with in • Allocated budget. • Scheduled Time. • Approved Technical Performance. • Approved and agreed Scope of Work. • Without any change in the existing culture.
What is management?The process of Planning, Organizing, Staffing, controlling and leading. Project management: The art of Directing and coordinating the human and non human Resources throughout the life of project by using modern Management techniques to achieve pre-determined objectives of scope, cost, time, quality and participants satisfaction. ( Project Management Institute America) • Project management includes: • Project Appraisal ( Before Commencement of Project PC-I, PC-II). • Project monitoring. ( During Execution of the Projects PC-III) • Project Evaluation ( After Completion of the projects. PC-IV,PC-V)
Costs of Poor Project Management A survey on overall applications development projects revealed: • 46% of IT projects were "challenged" (completed over budget and past the original deadline). • 6% of projects succeeded. • 28% of projects failed. • 31% of all new software development projects are cancelled before completion • 53% of projects cost >189% of original estimates • 16.2% of software projects completed on time and on budget • Average overrun is 222% of original estimates Source: Standish Group, 1995 Source: Standish Group, 1998
Operations and Projects • Operations and projects share many characteristics: • Performed by people. • Constrained by limited resources. • Planned, executed, and controlled. • Operations may include activities such as: • Financial management and control • Continuous manufacture • Product distribution • Projects may include activities such as: • Developing a new product or service. • Effecting a change in structure, staffing, or style of an organization. • Developing or acquiring a new or modified information system.
Projects are Temporary • Temporary means that every project has a definite beginning and a definite end. • The end is reached: • When the project’s objectives have been achieved, or • When it becomes clear that the project objectives will not or cannot be met and the project is terminated. • Temporary does not necessarily mean short in duration: • many projects last for several years. • The duration of a project is finite: • projects are not ongoing efforts.
The Product of a Project is Unique • A product or service may be unique even if the category it belongs to is large. • For example, many thousands of office buildings have been developed, but each individual facility is unique—different owner, different design, different location, different contractors, and so on. • Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated. • Progressively means “proceeding in steps; continuing steadily by increments” • Elaborated means “worked out with care and detail; developed thoroughly”
Hints &Tips Techniques How to produce? How to produce? Project management consists of Work Products Roles GuidingPrinciples Who isresponsible? What to deliver? Processes 1 2 3 7 8
Managing triple constraint 1. Builds the dashboard you use for controlling the project. 2. Without this dashboard, you have no way of knowing where the project is currently headed, how far off course it is, or what action to take to get it back on course. 3. If you neglect this function, you and all project stakeholders are subject to unhappy surprises. 4. Uncontrolled projects rarely reach their goal. Scope(Performance) Client Agreement Time(Schedule) Cost(Budget) Manage the Triple Constraint
2. Project Stakeholders • Project stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion • The project management team must identify the stakeholders, determine what their needs and expectations are, and then manage and influence those expectations to ensure a successful project
Key Stakeholders • Key stakeholders on every project include: • Project manager • the individual responsible for managing the project. • Customer • the individual or organization who will use the project product • Performing organization • the enterprise whose employees are most directly involved in doing the work of the project. • Sponsor • the individual or group within the performing organization who provides the financial resources, in cash or in kind, for the project. • Project team members • the people doing the work on the project to “realise” a product
3. Organizational Influences • Conduct of Projects is influenced by: • Organizational Structure • range from fully functional to totally project oriented • Organizational Culture • Conservative or Aggressive • Participative or Authoritarian • Organizational Systems: • Suitability of support functions such as finance, human resource management or strategic planning for project work
A Matrix Organization Various Forms of Project Organization A Project-Oriented Organization
The Matrix Organization in an Engineering Division Coordination between Owner and Consultant
3. Key General Management Skills • General management encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise. • General management also includes supporting disciplines such as computer programming, law, statistics and probability theory, logistics, and personnel. • Some general management skills are critical for successful project management: • Leading • Communicating • Negotiating • Problem Solving • Influencing the Organization
What You Said About Leaders • Leadership is about integrity • • Transformation leaders interact with team members in a positive and inspiring manner. • • A leader has a vision that is fuelled by an overall confidence and willingness to take risks. • • Sharpens and utilizes people’s skills, intelligence, and talents to attain a goal, create an excellent product, accomplish a task or mission, or reach goals and objectives
Communicating • Exchange of information • Internal & external • Formal & informal • Vertical and horizontal
Negotiating • Negotiating involves conferring with others to come to terms with them to reach an agreement. Negotiations can be on the following: • Scope, cost and schedule • Changes to scope ,cost and schedule • Contract terms and conditions • Assignments and resources
Problem solving • A combination of problem definition and decision making • Problem definition requires distinguishing between causes and symptoms • Decision making includes analyzing the problem to identify viable solution
Influencing the organization • Ability to get things done • Requires an understanding of both the formal and informal structures of all the stakeholders • An understanding of the mechanics of power and politics
Complete Establish Execute Three Stages of a Project • Define project objectives, scope and approach, mobilise project team • Execute the work plan to achieve desired outcome • Wrap up and transition
Complete Establish Execute Project Stages & Project Management Model • Define project objectives, scope & approach, mobilise project team • Execute the work plan to achieve desired outcome • Wrap up and transition Project Selection Confirm Definition Complete Project Planthe Execution Report Status Control the Work Organise Resources
Project Selection • Define Project Scope • Define Project Objectives • Define Approach • Define Business Case • Select Best Projects Project Stages & Project Management Model Establish Project Selection Confirm Definition
Project Stages & Project Management Model Establish Confirm Definition • Understand Project Sponsor expectations • Understand Project Scope • Understand Project Objectives • Confirm any assumptions • Identify Project Risks Project Selection Confirm Definition
Project Stages & Project Management Model Execute Plan the Execution • Define Project Deliverables • Develop Work Plans • Develop Scope, Change Control, Issue Management and Sign-off Processes • Develop Risk Mitigation Plan • Develop Quality Plan Plan the Execution Report Status Control the Work Organise Resources
Project Stages & Project Management Model Execute Organise Resources • Identify Project Team Roles / Responsibilities • Assign Team Members to Work Plan tasks • Communicate responsibilities, target dates, deliverables • Train Team Members • Organise physical resources Plan the Execution Report Status Control theWork Organise Resources
Project Stages & Project Management Model Execute Control the Work • Monitor work progress • Resolve issues • Measure performance Plan the Execution Report Status Control the Work Organise Resources
Project Stages & Project Management Model Execute Report Status • Assess project progress • Prepare status reports • Communicate progress to relevant audience group • Follow up any issues resulting from status meeting Plan the Execution Report Status Control the Work Organise Resources
Project Stages & Project Management Model Complete Complete Project • Complete any development / administrative activities • Obtain sign-off of final project deliverables • Transition to maintenance team where appropriate Complete Project
History of Planning Bodies in Pakistan • Development Boardwas established early in 1948 • In 1950 a Six-Year Development Plan was formulated and embodied in the Colombo Plan for Cooperative Economic Development in South and South East Asia. • Planning Board: 18th July, 1953, • To develop the resources of the country as rapidly as possible so as to promote the welfare of the people, provide adequate living standards, and social services, secure social justice and equality of opportunity to all and aim at the widest and most equitable distribution of national wealth. • Planning Commission On 22nd October 1958, the President was pleased to re-designate the National Planning Board as the Planning Commission. • Federal Ministries/Divisions • The Federal Ministries • are responsible for the preparation of programmes and projects in their respective fields of interest including autonomous organizations under their control
Conceptual Plans. Perspective Plan-Vision Plan ( Ex: 2030 Vision) • To provide a long-term (15-25 years) economic and social policy framework so that the objectives to be achieved over a much longer period can be incorporated in a medium-term framework. Five Year Plan: • A five year plan is a general statement of objectives and targets relating to the economy as a whole and its various component sectors. Roll-On Plan • In order to bring flexibility into the Five Year, a roll-on plan of medium term is designed in which the sectoral and project-wise position is adjusted according to the foregoing year Annual Plan • It is regarded as the implementation side of the five year plan. • The annual plan includes an evaluation of past performance, a presentation of the main targets, an assessment of the resource position for the year.
FEASIBILITY STUDYPre-requisite for preparation of a major development project on sound lines, and is not ruled out even for a minor one Preparation/Processing of PC-II. • For Large projects of cost 500 Million or more • Consultants are appointed for pre-feasibility. • The consultancy charges should not exceed 10% PC-I/Project Feasibility: • Part 'A' is the "Project Digest”- containing eight questions which are more or less common to all sectoral PC-I’s forms. • Part 'B' entitled "Project Description and Financing", • Part 'C' deals with "Project Requirements". • Part 'D' deals with environmental aspects.
PC-III Proforma • Designed to furnish information on the progress of on-going projects on quarterly basis • PC-IV & V Proformae • PC-IV form is required to be submitted at the time when the project is adjudged to be complete while the PC-V form is to be furnished on an annual basis for a period of five years by the agencies responsible for operation and maintenance of the projects. • Umbrella PC-I • Some times a Federal Ministry is required to prepare a PC-I having provincial components to be financed through a joint loan by a donor agency.
Public Sector Development Program PSDP • The Public Sector Development Programme (PSDP) is an annual document which lists all the public sector projects/ programmes with specific allocations made for each one of them in that particular financial year • Federal Vs Provincial Projects • Major share of the total Development Programme is allocated to Federal projects • While the remainder is allocated to the Provincial Development Programme.
PROJECT APPROVING BODIES • National Economic Council (NEC) –CEO/PM as Chief. ( No limit) • Executive Committee of National Economic Council (ECNEC) • Headed by the Federal Minister of Finance/ Adviser to the Prime Minister for Finance and Economic and Planning. • Economic Coordination Committee of the Cabinet (ECC) • Headed by the Federal Minister for Finance and Federal Ministers of economic ministries as its members. It attends to all urgent day-to-day economic matters and coordinates the economic policies initiated by the various Divisions of the Government
Central Development Working Party (CDWP) • Headed by the Deputy Chairman, Planning Commission and which includes as its members the Secretaries of the Federal Ministries concerned with the development and the heads of the Planning Departments of the Provincial Governments. • Departmental Development Working Party (DDWP/DSC) • Headed by the respective Secretary/ Head of Department and includes representatives of Finance Division and concerned Technical Section in the Planning and Development Division. • Provincial Working Party (PDWP): • headed by the Chairman, Development Board/Additional Chief Secretary (Development) and includes Secretaries of the Provincial Departments concerned with development, as its members
Preparation/Processing of PC-II • A PC-II is prepared for undertaking a feasibility study in respect of a major project estimated to cost Rs 50 million or more. This is mandatory. • A project-oriented TOR should be prepared and professional consultants should be engaged for the feasibility study, if necessary • The procedure for processing a PC-II is the same as for the PC-I. The consultancy cost should not exceed 10% of the project cost. • The relevant scrutinizing body and the sanctioning authority will also remain the same as for the PC-I. In short, all the rules and procedures in respect of the PC-I will apply mutatis mutandis to the PC-II. • All proposals for consultancy, both local and foreign, for preparation of feasibility studies/ conducting surveys should be drawn up on the PC-II form and got approved from the Competent Authority before undertaking the actual work. • The need for utilization and development of local consultancy has been recognized by the Government.
Accordingly, ECC in its meeting held on 19-7-1988 decided that 30 per cent of expenditure to be incurred on foreign consultancy should be devoted to the development of local consultancy and that the limit of 30 per cent would be mandatory for foreign consultants, who would be required to engage local consultants • The Pakistani consultants and engineers be given full opportunity and they should be the first to be hired for projects for consultancies in Pakistan before hiring any foreigners. • For details of PC-II refer to Doc-PC-II
Project Preparation PC-1 • General • - Linking Projects to Resources • - Location, Area and Population Coverage • - Project Description • - Project Objectives and Targets • - Project Scope • - Change in Scope of Projects • - Cost Estimates • - Revised Cost Estimates • - Financial Plan • - Financial Phasing • - Physical Scheduling of Activities • - Period of Implementation • - Appointment of Consultants for Project Preparation, Detailed Designing and Tender Documents • - Economic Benefits • - Economic Benefits • - Inter-Agency Coordination • - Preparation of PC-I/Project Document • For details refer to PC-I doc.
PROJECT APPROVAL Approval Stage • Project Approving Bodies - National Economic Council (NEC) - Executive Committee of National Economic Council (ECNEC) - Economic Coordination Committee (ECC) of the Cabinet - Central Development Working Party (CDWP) - Departmental Development Working Party (DDWP) - Provincial Development Working Party (PDWP) • Sanctioning Powers of Approving Authorities • Submission of Schemes to the Competent Authority • Processing of Schemes
PROJECT IMPLEMENTATION AND MONITORING • Project Management & Supervision • Appointment of Project Director • Increase in Scope of Work and Delay in Execution of Projects • Project Execution/Supervision-Development of Management Information System (MIS) • PERT/CPM Techniques • Steps in Project Formulation/Implementation • - Listing of Activities • - Acquisition of Land • - Tendering of Civil Works and Award of Contracts • - Procurement of Machinery and Equipment • - Local Purchase/Fabrication • - Foreign Procurement/Utilization of Foreign Aid Submission of Completion Report • - Project Review and Monitoring • - Progress on PC-III Proforma • - Progress Review by the Ministries/Divisions Project Review Groups • - Review of Foreign Economic Assistance and Problematic Foreign Aided Projects by the Committee • -
Project Control Cycle. Monitoring Collect the performance Data. Establish the Standards Feedback Evaluation Compare with the standards Take the corrective actions Resolve
