Dr. Tanvir Manzur
Department of Civil Engineering, BUET
CE 301: PROFESSIONAL PRACTICEProject: definition, characteristics & life cycle
Project Project management as a discipline was spawned in the mid-20th century
An academic writer in 1930s proposed the use of acoordinator who might be used to administer a task involvingseveral functional areas
According to Morris this addition of a separate mechanism tointegrate the various entities making up a project as theinception of modern project management
Dr. Tanvir Manzur, CE, BUET
Project
Dr. Tanvir Manzur, CE, BUET
The rise of modern project management between the 1930sand 1950s is related to
Development of system engineering in the U.S. defense and aerospaceindustry
Engineering management practices in process engineering
Developments in management theory, particularly in organization design
Evolution of the computer, enabling mane project management tools
Literature on project management reflects the need forflexibility and the changing context in which project exists
The phrase management by projects may best capture thesituation today
Project
Dr. Tanvir Manzur, CE, BUET
Evolution of Design toward collaboration and integration
Modern Postmodern
Taylorism Systems Engineering
Hierarchical/vertical Flat/layered/horizontal
Specialization Interdisciplinary
Rational order Messy complexity
Centralized control Distributed control
Experts Meritocracy
Tightly coupled system Networked system
Micro-management Blackboxing
Hierarchical decision making
Consensus-reaching
Bureaucratic structure Collegial community
Incremental Discontinuous
Closed Open
Project
Dr. Tanvir Manzur, CE, BUET
Definition A project is an endeavor that is undertaken to produce results expected from the requesting party.
To be more specific, a project is an endeavor that will Accomplish a specific client need or goal
Include related activities guided by a leader or project manager
Be composed of cross-departmental personnel or unique experts capable of providing unique services to the project
Be performed for a fixed duration of time
Project
Dr. Tanvir Manzur, CE, BUET
Generally the requester or owner does not have the expertiseor the time (or both) to take on the endeavor on their own
The project will likely have a fixed or estimated life
Once the project is complete, the operating component &maintenance will likely revert to the owners
However, some contemporary engineering projects ownersoffer the builders to provide services for short-term start-upoperation & occasionally long-term facility operation
Project
Dr. Tanvir Manzur, CE, BUET
Scope-Schedule-Budget triangular relationship A projects scope of work is a definition of the tasks required tocomplete the project to meet the clients need
The complete scope of work for a project requires a scheduleand budget
This relationship of scope, schedule, & budget can be thoughtof
as a connected triangle where each side represents an essentialcomponent of the project managed by the PM ( Project Manager)
the connected sides of this triangle enables the PM to see these threecomponents are interrelated and that one side cannot move or be adjustedwithout affecting either of the other two components
Project
Dr. Tanvir Manzur, CE, BUET
Scope, schedule, and budget relationship
Project
Dr. Tanvir Manzur, CE, BUET
Quality during this stage of project is another importantissue that needs to be addressed
The client will likely have an idea about quality of the projectand will include their thoughts on quality in scope details
The important point is that quality should connect the scope,schedule, and budget
If the final project does not meet or exceed the ownersexpectation for quality, the project likely will rejected
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Projects are undertaken for the purpose of developing asystem
The natural life cycle of systems gives rise to a similar lifecycles in projects called the project life cycle
Each project has a starting point and progressed toward apredetermined conclusion during which the state of theproject organization changes
Projects are characterized by a buildup in activity that peakseventually and then declines until project termination
This activity can be measured in various ways
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Level of activity during the project life cycle
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Besides changes in the level of activity, the nature andemphasis of this activity also vary Clients and planners dominate during early stages of the project Designers, builders, and implementers are in charge duringmiddle stages
Users and operators take over in later stages
Despite changes in level and mix of activity, three measuresof project activity that apply throughout a projects full spanare Time Cost Performance
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Time refers to the temporal progress of activities extent to which schedules and deadlines are being met
Cost refers to the rate of resource expenditure as compared to budgeted resources
Performance refers to outputs of the project as compared to objectives, specifications, and
requirements ability to meet performance requirements is one measure of the quality of the
project output
The project organization attempts to achieve time, cost, andperformance requirements as it advances through phases of theproject life cycle
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Managing the project life cycle It requires special treatment Most thins in project resources, schedules, tasks, etc.-are somewhatunfamiliar or in a constant state of change
Little that is done in a project can be considered repetitive or evenroutine
Work schedules, budgets, and tasks must be tailored to fit each phaseand stage of the project life cycle
All life cycle contain an element of uncertainty Unforeseen obstacles, some virtually inevitable, can cause
Missed deadlines Cost overturns Poor project performance
Project Life Cycle
Dr. Tanvir Manzur, CE, BUET
Managing the project life cycle Management must
Anticipate problems and plan for them Then re-plan activities Shift resources as unforeseen problems occur
Often organization undertake several projects at once and at agiven time, the projects are at different stages of their lifecycle Some are just being started while others are underway or are being closed
out
Management must be able to continuously balance resourcesamong the projects so Each gets what it needs Yet the sum does not exceed the resource available
Project Characteristics
Dr. Tanvir Manzur, CE, BUET
Projects have a purpose Projects have clearly-defined aims and set out to produce clearly-defined
results.
Their purpose is to solve a "problem, and this involves analyzing needsbeforehand. Suggesting one or more solutions, a project aims at lastingsocial change
Projects are realistic Their aims must be achievable, and this means taking account both of
requirements and of the financial and human resources available
Projects are limited in time and space They have a beginning and an end
They are implemented in (a) specific place(s) and context.
Project Characteristics
Dr. Tanvir Manzur, CE, BUET
Projects are complex Projects call on various planning and implementation skills
They involve various partners and players
Projects are collective Projects are the product of collective endeavors.
They involve teamwork and various partners and cater for the needs of others.
Projects are unique Projects stem from new ideas.
They provide a specific response to a need (problem) in a specific context.
They are innovative.
Project Characteristics
Dr. Tanvir Manzur, CE, BUET
Projects are an adventure Every project is different and ground-breaking
They always involve some uncertainty and risk.
Projects can be assessed Projects are planned and broken down into measurable aims, which must
be open to evaluation
Projects are made up of stages Projects have distinct, identifiable stages (figure in next slide)
Project Characteristics
Dr. Tanvir Manzur, CE, BUET
Various stages of a project
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