The document provides an overview of project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. It discusses project characteristics, examples of IT and non-IT projects, and compares projects to operations. The document also covers the project management triangle, stakeholders, the need for projects, project constraints, and the roles and responsibilities of a project manager. Finally, it discusses project environments, organizations, and compares functional, matrix and projectized organizational structures.

1. Project Management Overview
Institute of Information Technology,
Quaid-i-Azam University Islamabad
Lecture # 1
INAM-ULLAH
PMP, Diploma in Project Mgmt., Masters in Comp Science , Executive-MBA
Manager Projects & Products
AdvOSS Inc.

2. What is Project ?
"A project is a temporary endeavor undertaken to create a unique
product or service“
Project Characteristics
Temporary ( Start & End Date )
Unique Product 0r Service
Cost
Requirements/Work to be done
Examples
Construction of Dam
Building Car Manufacturing Plant
Building a Hospital
Developing a Software for Accounting/Finance

3. Non-IT Projects Examples
Pakistan National Monument
Started : May 25, 2004
Completed: March 23, 2007
Devp By: Universal Corporation Private LTD.
project cost : Rs.456 million
Pakistan Motorway (M-2 Segment)
Length: 367 km
Direction: North-South
Start: Lahore
Primary destinations Faisalabad, Sargodha, Rawalpindi
End: Islamabad
Construction dates : 1992 – 1997
COST: Rs. 28 billion (as per PC I)

4. IT Projects Example
Codename Longhorn,
Start: May 2001
Originally expected to ship: Sometime late in
2003
Developers were also re-tasked to build updates to
Windows XP and Windows Server 2003 to
strengthen security
Faced with ongoing delays and concerns about
feature creep, Microsoft announced on August 27,
2004 that it had revised its plans
Completed: January 30, 2007
Cost : 6 billion dollars to develop

5. What is an Operation?
Ongoing /Repetitive Task
Need resources i.e. people, time, money
Performed by the people/machines
Examples
Daily Bath /Shave
Breakfast
Product ion of CARS
Treating the Patients
Customer Support
Treating & Greeting Customers at Hotel
Cleaning House.

6. Project vs. Operations?
Both are performed by people
Need resources ( Man, Material , Machine) Time
,Money ($)
Project is Temporary Activity
Operation is continuous/repetitive Activity
Project has Unique Output
Operation May not have a unique Output

7. Need for the Project?
Customer Request
Strategic Objective/Goal
Technological Change
Operational Efficiency
Serving the under served Market

8. Project Constraints - Project Triangle
“Triple Constraint”
Time Cost
Quality
Scope

9. Project Stakeholders
Anyone who affects/ gets affected by the project Positively or negatively
Stakeholder Identification is Key Responsibility of Project Team
Failing to Identify the key Stakeholder and its effects on the project may
lead to project failure
Examples
Project Team & Project Manager
Legal Authorities
Social Agencies
Environmental Organizations
Customer
Funding Agency
Project Performing Organization
Top Management

10. Project Stakeholders
Stakeholders Identification
Determination of Stakeholders Requirements
Determination of Stakeholders Expectations
Communicating with Stakeholders
Managing Stakeholders Influence

11. Who Is Responsible ?
Everyone Who has Stakes in the Project is
Responsible for its success or failure.
 CEO of Project Performing Organization
 PM and Project Team
 Funding Agency
 Customer
 Everyone …

12. Project Management?
Application of Knowledge, Skills , Tools and Techniques to achieve the project
objectives
Discipline of Organizing ,Planning, Executing and Controlling
Is Science or an Art ?
What's Required for Effective Project Management?
Project Management Skills
Domain Knowledge
Leadership Skills
Interpersonal Skills
Knowledge of Project Environment

13. What is Program & Portfolio?
Program
Program groups related projects
Done for the better coordinated management of projects
For the purpose of achieving benefits that can not be
achieved by managing projects individually
Economy of Scale
Portfolio
For the Strategic Purpose
Groups Programs and Projects

14. Project vs. Program vs. Portfolio

15. Project Management Office (PMO)
Centralized Project Management
Office/Home of the Project Managers
Projects Policies and Direction
Organization wide procedures and Policies
Project Lessons Learned Archives
Project Managers are assigned to the Projects by the PMO

16. Role of Project Manager
Task Management Roles & Responsibility
Attaining team objectives
Planning work
Allocating resources
Defining tasks
Assigning responsibility
Controlling and monitoring quality
Scrutinizing progress
Checking performance
Team Management Roles & Responsibility
Appointing secondary leaders
Building and upholding team sprit
Setting standards and maintaining regulation
Training the team
Setting up systems to facilitate communication with the team
Developing work methods to craft team function cohesiveness

17. PM Roles Continued…..
Individuals Management Roles & Responsibility
Developing the individual
Balancing team needs and task needs
Balancing team needs and individual needs
Performance appreciation and rewards
Helping with other team members personal problems
Stakeholders Management Roles & Responsibility
Identifying stakeholders
Determining their requirements
Determining their expectations
Communicating with the Stakeholders
Managing their influences on Project

18. Project Environment
Cultural and Social Environment
Economic
Demographics
Culture
Ethical
Educational
Ethnic
Religious
International and Political Environment
Political Climate
Local, International and Regional Laws
Time Zones Differences
National/Local/Religious Holidays
Physical Environment
Physical Surroundings
Local Ecology & Physical Geography

19. Project Organizations
Type of the Project Organizations
1. Functional Organization
2. Matrix Organization
3. Projectized Organization

20. Functional Organization
Grouped by Functions e.g.
Manufacturing/Operation/Engineering, Finance , HR
and Marketing Departments etc..
Each Department is lead by Functional Manager
Power rests with Functional Manager

21. Functional Organization

22. Pure Project/Projectized
Organization
Organized by the Project
Dedicated Project Team
Power rests with Project Manager

23. Projectized Organization

24. Matrix Organization
Balance between the two extreme
Project Manager has more power compared to Functional
Three Types
Strong Matrix
Power rest with PM
Balanced Matrix
Power is balanced b/w PM & FM
Weak Matrix
Balance of power rests Functional Manager

25. Matrix Organization Variants
Weak Matrix Balanced Matrix
Strong Matrix

26. Project Organizations Comparison
Functional Matrix Projectized
Advantages •Specialized •Improved PM Control •Absolute Power with PM
Knowledge over Resources •Project Team is Loyal to the
•Project Team has •More Support from Project
Home Functional Departments •Dedicated Project
•Report to one Boss •Better Resource Resources
•Easier Management Management
of Professionals •Better Coordination
•Improved Horizontal &
Vertical Information
Distribution
Disadvantages •People put more •More than one boss •Inefficient Resource
Emphasis on •More Complex Management
Functional Expertise •Resource Contentions •No Home for the Project
•No career path in PM •Extensive Policies and Team
•Functional Procedures needed •Team Layoffs after Project
Paradoxes