Course Teacher:
Dr. A. K. M. Saiful Majid
Professor & Chairperson, EMBA Program
Institute of Business Administration
University of Dhaka
&
Former Vice Chancellor, Eastern University
Dhaka, April 2015
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The PMBOK has defined a project as “A
temporary endeavor undertaken to create a
unique product, service or result” (Project
Management Institute, 2008, p. 442).
A project is a unique venture with a well-defined
beginning and end. It consists of a set of tasks
that are performed in a definable time period to
achieve a specific set of objectives.
A project is a non-routine, non-repetitive, oneoff undertaking, normally with discrete time,
technical and financial performance goals.
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A project is goal oriented.
It is temporary in nature.
It consists of a set of interrelated tasks or activities.
A project has a well-defined life-cycle, that is, it has
a wall-defined beginning and end.
Each project is to a certain degree unique in nature.
It consists of non-routinized, non—repetitive and one
off activities.
It involves the use of multiple resources.
It has a budget.
A project may require a special management set-up.
Goal oriented
Set of interrelated tasks or activities
Well-defined life cycle
Unique in nature
Non-routinized & non-repetitive
Use of multiple resources
Has a budget
Special management set-up
To provide rural communities with
improved access to social services
Union road improvement, construction
of culvert, bridges, rural markets, river
jetties etc.
June 2003-June 2009
Provides an unique facility
One-off activity
Technology, labor, cement, bricks,
other construction materials, human,
financial resources, etc
Tk. 255 Million
LGED
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Project has a customer/sponsor,
i.e. direct beneficiary from the project’s success
It has stakes and stakeholders
It has definable inputs, control parameters,
purpose or end-product,
e.g. cost, schedule, performance
It evolves as it progresses
It involves an element of unfamiliarity
It involves uncertainties and risks
e.g. changes in technology, organization
structure, requirements
It is a process of working, to achieve the goals.
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Project Management involves application of
knowledge, skills, tools and techniques to the project
activities with the objective of meeting or exceeding
the stakeholder expectations.
Project management requires ability to administer a
project by balancing the team and technology.
Project Management Institute (PMI) has identified
nine project management function. The list of
functions were created to,
 Set boundaries of project management
professions.
 Identify the responsibilities of project managers.
 Define the skills required by the project manager.
I.
II.
III.
IV.
Project integration management
Scope management
Quality management
Time management
I.
II.
III.
IV.
V.
Cost management
Risk management
Human resource management
Contract/Procurement management
Communication management
Activity : What are the basic functional
differences between project Management and
traditional management ? Discuss your opinion.
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Identifying requirements;
Addressing the various needs, concerns, and
expectations of the stakeholders is planning
and executing the project;
Setting up maintaining, and carrying out
communications among stakeholders that are
active, effective, and collaborative in nature;
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Balancing the competing project constraints,
which include, but are not limited to:
o Scope,
o Quality,
o Schedule,
o Budget,
o Resources, and
o Risks
The specific, project characteristics and
circumstances can influence the constraints on
which the project management team needs to
focus.
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Projects without clear goals cannot succeed:
Critical project attributes are those which, if not
achieved, will cause
the project to fail;
• Likely critical PRODUCT attributes:
Reliability; Speed; Storage
• Likely critical PRODUCT attributes:
Scope, Schedule, Cost, Quality
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Project objectives may be classified as a hierarchy of
detailed measurable sub objectives: System level,
Functional, Quality related
Ever increasing complexities and is to direct the
project to achieve these three goals, i.e. within
budget, on time, required functionality
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Projects sponsors are concerned about aspects like:
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Project work typically involves:
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Projects are affected by aspects like:
• Effective use of resources
• Completion of project on time
• Identifying the requirements
• Balancing the expectations of different stakeholders
• Competing for resources with other organizational entities
• Scarcity of resources
• Uncertainties
• Conflicting interests of stakeholders
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Systems thinking is a way of viewing the world:
• It focuses on the whole system or on perceiving the system as a whole
unit.
• It is extremely useful for dealing with very complex systems.
Note: It is opposite of analytical thinking, which involves breaking down
things in a progressive manner.
A project can be viewed as a system of interrelated tasks and
work units which operate in a changing environment.
Systems approach to project management recognizes that:
• The organizations exist in a universe of forces
 it comprises of interrelated units, goals, and effects.
• These organizational units need to be coordinated and integrated for the
benefit of the organization.
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Systems approach helps a PM in perceiving and keeping track of
the big picture.
Application of systems theory to the task of project management
can pay rich dividends.
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A system consists of elements.
All system elements are interrelated to each
other.
It is characterized by definite order, discipline
and unity, that is, it is not a chaotic whole.
A system is goal oriented.
A system is primarily open.
It is dynamic, that is, it is subject to constant
change.
A system is complex.
Consists of elements
Elements are interrelated
Goal Oriented
Definite
order
discipline
Primarily open
Dynamic
Complex
Sun, planet, satellites etc.
These
elements
are
interrelated to each other
Supports life in case of
earth
and Move in a definite orbit and
order
Interact with other elements
of the galaxy
Charge over time
Interrelationships among
the elements are complex
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People
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Product
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Process
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Project
• The most important element of a successful project
Note: A manager must not forget that software projects are
people intensive
• The product to be built
Note: A manager must encourage stakeholder communication
• The set of framework activities and tasks to get the job
done
Note: A manager must choose appropriate process (in
addition to tools and techniques)
 All work required to make the product a reality
Note: A manager must prepare a sound project plan
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A project life cycle is the series of phases that a
project passes through from its initiation to its
closure. The phases are generally sequential, and
their names and numbers are determined by the
management and control needs of the
organization or organizations involved in the
project, the nature of the project itself, and its
area of application. The phases can be broken
down by functional or partial objectives,
intermediate results or deliverables, specific
milestones with in the overall scope of work, or
financial availability. Phases are generally time
bounded with a start and ending or control point.
Projects vary in size and complexity. All
projects can be mapped to the following
generic life cycle structure
•
•
•
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Starting the project,
Organizing and preparing
Carrying out the project work, and
Closing the project
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Project: Temporary and unique endeavor
undertaken to create a product or service
Program: Group of related projects
managed in a in time manner to obtain
benefits and control not available from
managing them individually
Portfolio: Collection of all projects and/ or
programs and other work grouped together to facilitate effective
management of that work to meet strategic objectives
Project Management: application of knowledge, skills,
tools/techniques to project activities to meet project
requirements
Organizational Project Management: Application of knowledge,
skills, tools/techniques to organizational and project activities to
achieve the aims of an organization trough projects.
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Portfolio management is an ongoing process of identifying,
prioritizing, and investing in project that align with corporate
strategy:
Organizational environment keeps changing dynamically
Collective management of projects is important
Return on investment needs to be optimized across all
projects
Redundant/misaligned/underperforming projects need to be
deleted
Wrong strategy Right
Implementation
Right strategy Right
Implementation
Wrong strategy Wrong
Implementation
Right strategy Wrong
Implementation
Implementation
Strategy
In real world, the management is required to manage
several projects at the same time.
Note: Ideally speaking, the projects should be pursued
vigorously in a single-minded manner.
 A group of projects which need to be managed together
are collectively referred to as a program.
 Managing such program is referred to as program
management.
 Program management gets involved with a project during
planning, monitoring, and control stages.
 Program order addresses the following:
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• What products/services will be delivered?
• How the organization will benefit from them?
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Program mandate also involves appointment of a program
director (from the sponsoring group).
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The objectives of program manager and
project managers are at conflict with each
other
Program Manager
Project Manager
Many simultaneous projects
Single project
Projects tend to be similar
Projects tend to be dissimilar
"On-going" contact with resources
"On-time" contact with resources
Maximize utilization of resources
Minimize demand for resources