4. project management – application (1)

Project Management –
Application (1)
8/8/2017 1Arch. Dania Abdel-Aziz/ Lecture 5
University of Jordan
Year 2016/2017
Second Summer Semester
Arch. Dania Abdel-Aziz

We are going to discus Project management under those main three
headlines:
1. Description.
2. Application.
3. Implementation Procedure.
8/8/2017 Arch. Dania Abdel-Aziz/ Lecture 5 2

2. APPLICATION

Content
1. Organizations where Project Management has been applied.
2. Defining the Project.

1.1. Organizations where Project Management has been
applied
Application areas of project management technique usually defined in
terms of:
1. Industry groups: such as automotive, chemicals, or financial
services (factories in general).

applied
2. Technical elements: such as software development,
pharmaceuticals, or construction engineering (IT, Software
companies).

applied
3. Management elements: such as government contracting or new
product development (Construction).

1. Developing a new product or service
(any project or house design, any project proposed from the
ministry of public works and housing).
1.2. Examples of Projects include

2. Effecting a change in structure, staffing, or style of an
organization
depiction of leadership
structures of several
organizations

• (if the contractor suggests for the owner; for example the construction
method for a selected part of the project be within sunken slab instead of
post tension slab would shorten the construction time and increase the
cost, or if suggests another method with low cost but extended time, or
new method that shorten both, baring in mind 2 things, the project nature
and the quality assurance).

3. Designing a new transportation vehicle.
(conduct a study regarding the number of residential engineers
needed at the project, how labours, workers, engineers will come to
the project, daily trips, ex: if the project site at Aqaba for example,
how many apartments needed, the categorization for those domes
(managers, engineers, workers ...ect).

4. Developing or acquiring a new or modified information
system.

5. Constructing a building or facility.

6. Running a campaign for political office.
(install a small administrative office at the site, this office is
capable of giving orders, take decisions, approve changes without
reference to the main company).

Knowledge transfer and sharing

DEFINING THE PROJECT

2. Defining the Project
Step 1: Defining the Project Scope.
Step 2: Establishing Project Priorities.
Step 3:
Creating the Work Breakdown
Structure.
Step 4:
Integrating the WBS with the
Organization.

Step 1: Defining the Project Scope
Project Scope
A definition of the end result or mission of the project—a product or
service for the client/customer—in specific, tangible, and measurable
terms.
Purpose of the Scope Statement
• To clearly define the deliverable(s) for the end user.
• To focus the project on successful completion of its goals.
• To be used by the project owner and participants as a planning tool
and for measuring project success.

Scope definition
Goal definition, includes time, money,
resources and product targets
Project requirements - definition of
deliverables
Project objectives - definition of major work
efforts, quantifiable

Project requirements
This step is concerned with documenting stakeholder needs to meet project
objectives.
• All requirements should be gathered at the start because it becomes
more costly to make changes as the project progresses.
• Gathering requirements from all stakeholders will also ensure that their
opinions are taken into consideration, which will lead to higher rates of
project acceptance.

Collecting Project requirements

Project Scope Checklist
1. Project objective.
2. Deliverables.
3. Milestones.
4. Technical requirements.
5. Limits and exclusions.
6. Reviews with customer.

Project Scope: Terms and Definitions
• Scope Statements
– Also called statements of work (SOW)
• Scope Creep
– The tendency for the project scope to
expand over time due to changing
requirements, specifications, and
priorities.

A project charter is
usually used for
three different
reasons:
1. Authorizing the
project.
2. Providing a high
level overview.
3. Identifying the
main stakeholders.

Many projects fail because:
1. Organization picks the wrong project(s) to fund.
2. Project team picks the wrong solution.
3. Project team doesn’t get clear agreement on the scope.

Step 2: Establishing Project Priorities
Causes of Project Trade-offs
– Shifts in the relative importance of criterions related to cost, time, and
performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope

FIGURE 4.1
Project Management
Trade-offs

Managing the Priorities of Project Trade-offs
• Constrain: a parameter is a fixed requirement.
• Enhance: optimizing a parameter over others.
• Accept: reducing (or not meeting) a parameter requirement.
Remember The triple
constraints lecture
Project Priority Matrix

You can use trade-off sliders
Remember The triple
constraints lecture

Step 3: Creating the Work Breakdown Structure
Work Breakdown Structure (WBS)
• An hierarchical outline (map) that identifies the products and work
elements involved in a project.
• Defines the relationship of the final deliverable (the project) to its sub-
deliverables, and in turn, their relationships to work packages.
Best suited for design and build projects that have tangible outcomes
rather than process-oriented projects.

• Analysis & break down of project into smaller pieces of work
• Development of checklist of everything that needs to be done
Analysis & break down
Deliverables
HIERARCHIES

FIGURE 4.3
Hierarchical Breakdown of the WBS

How WBS Helps the Project Manager?
Facilitates evaluation of cost, time, and technical performance of the
organization on a project
1. Provides management with information appropriate to each
organizational level.
2. Helps in the development of the organization breakdown structure
(OBS), which assigns project responsibilities to organizational units
and individuals.
3. Helps manage plan, schedule, and budget.
4. Defines communication channels and assists in coordinating the
various project elements.

Work Breakdown Structure
FIGURE 4.4

A Work Package Is the Lowest Level of the WBS.
• It is output-oriented in that it:
What? Defines work.
How long? Identifies time to complete a work package.
cost? Identifies a time-phased budget to complete a work package.
How much? Identifies resources needed to complete a work
package.
Who? Identifies a single person responsible for units of work.

Team building
• Selection of project manager, Selection of team members
• Use resource matrix to match skills task requirements
Analysis & break down
Deliverables
Stage Two
HIERARCHIES
Stage Three
Project manager
Team members
Use resource matrix

Responsibility Matrix (RM)
Summarizes the tasks to be accomplished and who is responsible for
what on the project
• Lists project activities and participants.
• Provide responsibilities and assignments.
• Clarifies the extent or type of authority.

Example of employees skills matrix

Responsibility Matrix for a Market Research Project
FIGURE 4.9

Step 4: Integrating the WBS with the Organization
Organizational Breakdown Structure (OBS)
– Depicts how the firm is organized to discharge its work responsibility
for a project
• Provides a framework to summarize organization work unit
performance
• Identifies organization units responsible for work packages
• Ties the organizational units to cost control accounts

FIGURE 4.5
Integration of WBS and OBS

Thank you 

4. project management – application (1)

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