(PART I INTRODUCTION)

 TECHNIQUES USED FOR

 INTRODUCTION TO PROJECT
MANAGEMENT EVALUATING AND CONTROLLING
PROJECTS AND MANAGING
 STRATEGIC RELEVANCE OF PROJECT INFORMATION
PROJECT MANAGEMENT
 LEADING, COMMUNICATION AND
 SELECTING PROJECTS IN A TEAMWORK IN PROJECTS
COMPLEX ENVIRONMENT OF
INFLUENCING FACTORS
 CULTURAL ASPECTS OF INTEREST
 DEFINING AND PLANNING IN PROJECTS
PROJECTS

 MATHEMATICAL TECHNIQUES  INTERNATIONAL PROJECT

USED IN PROJECT PLANNING MANAGEMENT
AND EXECUTION
 INSIGHTS INTO VARIOUS ASPECTS
 ORGANIZATIONAL ASPECTS
OF PROJECT MANAGEMENT FROM
THE PERSPECTIVE OF PAKISTANI
AND FOREIGN PROJECT
PRACTITIONERS

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 A PROJECT IS A SEQUENCE OF UNIQUE, COMPLEX AND CONNECTED ACTIVITIES HAVING ONE GOAL
OR
PURPOSE THAT MUST BE COMPLETED BY A SPECIFIC TIME, WTHIN BUDGET AND
ACCORDING TO SPECIFICATION

(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective Project Management, John Wiley &
Sons, 2002, p. 65)

A PROJECT IS A COMPLEX, NONROUTINE, ONE-TIME EFFORT LIMITED BY TIME, BUDGET, RESOURCES,

AND PERFORMANCE SPECIFICATIONS DESIGNED TO MEET CUSTOMER NEEDS

(Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., p. 15)

PROJECTS ARE AD HOC, RESOURCE-CONSUMING ACTIVITIES USED TO IMPLEMENT ORGANIZATIONAL

STRATEGIES, ACHIEVE ENTERPRISE GOALS AND OBJECTIVES, AND CONTRIBUTE TO THE
REALIZATION OF THE ENTERPRISE‘S MISSION

(David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 10)

3
STRATEGIC
FIT
SCHEDULE COST
OBJECTIVES OBJECTIVES
THE
PROJECT

TECHNICAL
PERFORMANCE
OBJECTIVES OPERATIONAL
FIT

Project Management 3/4/2019 4

Project Management 3/4/2019 5
 1. Compression of the Product Life-cycle

7. Ease of Underatking 2. Global Competition

PROJECT
MANAGEMENT
6. Multi-project Env. 3. Knowledge Explosion

5. Developing Economies 4. Corporate Downsizing

 PROGRAMMES ARE RESOURCE- A PROCESS IS A SYSTEM OF
CONSUMING COMBINATIONS OF OPERATIONS IN THE DESIGN,
ORGANIZATIONAL RESOURCES WHICH DEVELOPMENT AND PRODUCTION
HAVE A COMMON PURPOSE IN OF SOMETHING ... INHERENT IN
SUPPORTING THE ENTERPRISE‘S PURPOSES SUCH A PROCESS IS A SERIES OF
ACTIONS, CHANGES OR
A PROGRAMME COULD ENCOMPASS OPERATIONS THAT BRING ABOUT
AN END RESULT
SEVERAL PROJECTS

PROGRAMME X SOME PROJECT MANAGERS MAY

USE PORTFOLIOS TO PAIR
A B PROJECTS AND PROGRAMS
WITH THEIR CORRESPONDING
STRATEGIC BUSINESS
C D E OBJECTIVES.

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 10 & 39.
7
 1. TIME
MANAGEMENT
10. SCOPE 2. COST
MANAGEMENT MANAGEMENT

9. 3. QUALITY
INTEGRATION
MANAGEMENT MANAGEMENT

PROJECT
MANAGEMENT

4. HUMAN
8. STAKEHOLDER
MANAGEMENT
RESOURCE
MANAGEMENT

7. 5.
PROCUREMENT COMMUNICATION
MANAGEMENT MANAGEMENT

6. RISK
MANAGEMENT
 PROJECTS CAN BE GROUPED TOGETHER IN CATEGORIES, OF WHICH MANY KINDS
HAVE BEEN
PROPOSED IN THE LITERATUE ON PROJECT MANAGEMENT. EXAMPLES:

1. COMPLIANCE, STRATEGY AND OPERATIONAL PROJECTS

2. PROJECTS RUN TO DELIVER GOODS, SERVICES AND ORGANIZATIONAL
PROCESSES
3. SMALL, MEDIUM AND LARGE-SCALE PROJECTS
4. LOW, MEDIUM AND HIGH-RISK PROJECTS
5. IMMEDIATE, NEAR AND LONG-TERM ROI PROJECTS
6. LOW, MEDIUM, HIGH AS WELL AS MATURE / IMMATURE TECHNOLOGY-BASED
PROJECTS
7. LOW, MEDIUM, HIGH AS WELL AS NO MARGIN AND LOSS-MAKING PROJECTS
8. PRIORITY-BASED PROJECTS DEFINED IN TERMS OF URGENCY OF NEED FOR
BUSINESS, CUSTOMER AND MEETING MARKET REQUIREMENTS
9. SIZE IN TERMS OF CAPITAL EXPENDITURES, DURATION, MANPOWER
REQUIREMENT, GEOGRAPHIC SPAN OR A COMBINATION OF THESE

David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., pp. 92-93.

9
 EXAMPLES OF „SIMPLE“ EXAMPLES OF „COMPLEX“
PROJECTS UNDERTAKEN BY PROJECTS UNDERTAKEN BY
INDIVIDUALS AND/OR COMMERCIAL ENTERPRISES AND/OR
GROUP PUBLIC-SECTOR ORGANIZATIONS

 REDESIGNING YOUR SITTING • PLANNING AND EXECUTING

ROOM
 WRITING A RESEARCH PAPER
 ORGANIZING A DISASTER
RELIEF COLLECTION IN YOUR
NEIGHBOURHOOD
 ORGANIZING A PAINTING
EXHIBITION AT YOUR
SCHOOL OR UNIVERSITY
CONSTRUCTION OF A
HYDROELECTRIC OR ATOMIC
POWER STATION
• ERECTING A DUAL-PURPOSE (ROAD,
RAIL) BRIDGE OVER A MAJOR RIVER
• ORGANIZING A LARGE-SCALE
INTERNATIONAL INDUSTRIAL
EXHIBITION
• DESIGNING AN OCEAN CRUISE
LINER

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 ESTABLISHED OBJECTIVE:

ALL PROJECTS MUST HAVE AT LEAST ONE PRESPECIFIED OBJECTIVE

 UNIQUENESS:

NO TWO PROJECTS ARE COMPLETELY ALIKE. ALWAYS THERE WILL BE AT LEAST ONE UNIQUE
DEFINING FEATURE

 LIFE SPAN:

ALL PROJECTS HAVE A BEGINNING AND END POINT IN TIME –REQUIRES TIME

 COST:

ALL PROJECTS INCUR A RESOURCE COST IN TERMS OF CAPITAL EXPENDITURE, MANPOWER

REQUIREMENT ETC.

 TECHNICAL PERFORMANCE REQUIREMENTS:

ALL PROJECTS MUST MEET CERTAIN PRESPECIFIED PERFORMANCE REQUIREMENTS, FOR

EXAMPLE, DEVELOPMENT OF A NEW PRODUCT OR SERVICE HAVING A DESIRED MINIMUM
QUALITY STANDARD LEVEL

11
 NATURE OF THE  STRATEGIC „FIT“
UNDERTAKING
 RISK AND UNCERTAINTY
 SCOPE
 EVALUATION AND
 COMPLEXITY CONTROLLING
 TIME  ADAPTIBILITY
 CAPITAL REQUIREMENT  CULTURAL CONSIDERATIONS
(ESPECIALLY IN REGARD TO
 MANPOWER REQUIREMENT
INTERNATIONAL PROJECT
 TECHNOLOGY UNDERTAKINGS)
 SPECIALIZATION AND  CONFLICT POTENTIAL,
EXPERTISE LEADERSHIP AND
MOTIVATION
 INFORMATION
 STAKEHOLDER INTERESTS
 PLANNING, ORGANIZATION,
OPTIMIZATION  INITIATION
 PRIORITIES
12
 LIAISON POSITION

INDIVIDUAL LIAISON PROJECT ENGINEER

PROJECT
MANAGEMENT

STANDING COMMITTEES TASK FORCES

PRODUCT MANAGERS MANAGERIAL LIAISON

Project Management 3/4/2019 13

1. PROJECTS ARE PRESUMABLY AS OLD AS MANKIND AND THE COMMUNITY

2. PROJECTS IN ANTIQUITY AND THE MEDIEVAL PERIOD TENDED, BY AND LARGE, TO

BE ARCHITECTURAL IN NATURE

3. SELECTED EXAMPLES OF PROMINENT PROJECTS IN THE HISTORICAL CONTEXT:

 PRINCE HENRY‘S VOYAGES OF DISCOVERY 12th CENTURY

 THE SEVEN WONDERS OF ANCIENT WORLD
 THE GOTHIC CATHEDRALS OF WESTERN EUROPE
 COMPILATION OF DOMSDAY BOOK
 THE PALACES, MOSQUES AND MAUSOLEUMS OF THE MUGHALS AND OTTOMANS
 TEMPLE COMPLEXES IN INDIA AND SOUTH-EAST ASIA AND CENTRAL AND SOUTH
AMERICA
 CASTLES, FORTRESSES & MILITARY CAMPAIGNS

4. SINCE THE MEDIEVAL PERIOD, AND IN CONSIDERATION OF THE INDUSTRIAL

REVOLUTION, ADVANCEMENTS IN TECHNOLOGY, ENHANCED RESOURCE
AVAILABILITY, KNOWLEDGE, SPECIALIZATION AND MANAGERIAL CAPABILITIES AS
A RESULT MAJOR PROJECTS HAVE BECOME MORE COMPLEX AND DIVERSE IN
NATURE AND SCOPE.
14
 TRANSPORT/INFRASTRUCTURE (ROADS, RAIL, BRIDGES, CANALS, AIR- AND SEAPORTS)
EXPLORATION PANAMA AND SUEZ CANALS, THE CHANNEL TUNNEL
BETWEEN GREAT BRITAIN AND FRANCE, LEWIS & CLARK
EXPEDITION

 WATER AND ELECTRICITY (IRRIGATION SYSTEMS, HYDROELECTRIC DAMS, NUCLEAR AND

CONVENTIONAL POWER GENERATION PLANTS)
THREE-GORGES RIVER PROJECT IN CHINA
 INDUSTRIAL (LARGE FACTORY COMPLEXES)

 ARCHITECTURAL (HIGH-RISE BUILDINGS AND „SKYSCRAPERS“)

THE EMPIRE STATE BUILDING AND WORLD TRADE
CENTERS IN NEW YORK CITY
 MILITARY (DESIGN AND DEVELOPMENT OF MAJOR WEAPON SYSTEMS,
WAR) THE MANHATTAN PROJECT, BATTLE OF CRECY

 HEALTH (FINDING CURES FOR COMMON DISEASES)

YELLOW FEVER
 EDUCATION (BUILDING UNIVERSITIES AND SCHOOLS)

Project Management 3/4/2019 15

 PROJECT MANAGEMENT IS A METHOD AND A SET OF TECHNIQUES
BASED ON THE ACCEPTED PRINCIPLES OF MANAGEMENT USED FOR
PLANNING,
ESTIMATING AND CONTROLLING WORK ACTIVITIES
TO REACH A DESIRED END RESULT ON TIME
– WITHIN BUDGET AND ACCORDING TO SPECIFICATION

Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project

Management, 2. ed., John Wiley & Sons, 2002, p. 79

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