Introduction to Project

Management
A GUIDE TO FUNDAMENTAL CONCEPTS AND LIFECYCLE MANAGEMENT

Dr. Md. Miraj Hossen

Professor
What is Management?
Management is the process of planning, organizing, leading,
and controlling resources (people, finances, materials) to
efficiently achieve specific organizational goals, focusing on
creating an environment where people can work
productively towards common objectives.
Management is getting things done by others Management
is what manager does in his organization. ….
Core Functions
▪ Planning: Setting goals, defining strategies, and outlining tasks.
▪ Organizing: Arranging resources, defining roles, and
establishing workflows.
▪ Leading (Directing): Motivating, guiding, and influencing
employees to perform their best.
▪ Controlling: Monitoring performance, ensuring compliance, and
making adjustments.
 What is project?
A project is a temporary effort to create a unique
A project is a temporary endeavor, having a
product, service, or result, involving a set of
defined beginning and end (usually
structured tasks, a specific timeline, and defined
constrained by date, but can be by funding
or deliverables), undertaken to meet unique goals, differentiating it from ongoing operations by
goals and objectives, usually to bring about having a clear start and end
beneficial change or added value. It is resulting something new or a significant change,
not a repetitive operational task.

✔ Building a house
✔ Planning a large event
✔ Launching a new software feature
✔ Merging two organizations
 Characteristics of Project

Defined Goals Constraints

Temporary
Aims to achieve Just work within
Has a definite specific objectives or limitations of time,
beginning and end deliverables (e.g., a
cost, scope, and
date new app, a building,
a service). quality.

A project has a unique purpose A project is temporary. A project involves uncertainty

A project should have a primary customer or sponsor.

What is project Management?
Project management is the structured application of processes, skills, tools,
and techniques to plan, execute, and control project activities to achieve
specific goals within defined constraints.
Project management is the discipline of planning,
organizing, securing and managing resources to bring
about the successful completion of specific engineering
project goals and objectives. It is a group of related and
somehow interdependent engineering projects.

The Triple Constraint: Scope, Time, and Cost.

 Project Constraints
Every project is constrained in different ways by its Scope:
scope, time, and cost goals. These limitations are ∙ What work will be done as part of the project?
sometimes referred to in project management as the ∙ What unique product, service, or result does the
triple constraint. customer or sponsor expect from the project? ∙
To create a successful project, a project manager must How will the scope be verified?
consider the scope, time, and cost and balance these
three often-competing goals. He or she must consider Time:
the following: ∙ How long should it take to complete the project?
∙ What is the project’s schedule?
∙ How will the team track actual schedule
Cost: performance?
• ∙ What should it cost to complete the project? ∙ Who can approve changes to the schedule?
• ∙ What is the project s budget?
• ∙ How will costs be tracked? Quality:
∙ How well does the quality of the products or
• ∙ Who can authorize changes to the budget?
services need to be?
• Other people focus on the quadruple constraint, ∙ What do we need to do to satisfy the customer?
which adds quality as a fourth constraint.
 Project Management Process

Monitoring
Initiating Planning Executing & Closing
Controlling

Initiating: Define nature and scope.

Planning: Estimate work, time, cost, and risk.
Executing: Coordinate people and resources.
Monitoring & Controlling: Track performance and fix variances.
Closing: Finalize activities and obtain acceptance.
 Project Management Process: Contd. …
i. Project initiation stage:
The initiation processes determine the nature and scope of the project. If this stage is not
performed well, it is unlikely that the project will be successful in meeting the business’
needs. The key project controls needed here are an understanding of the business
environment and making sure that all necessary controls are incorporated into the project.
Any deficiencies should be reported and a recommendation should be made to fix them.

The initiation stage should include a plan that encompasses the following areas:
– Analyzing the business needs/requirements in measurable goals
– Reviewing of the current operations
– Financial analysis of the costs and benefits including a budget
– Stakeholder analysis, including users, and support personnel for the project
– Project charter including costs, tasks, deliverables, and schedule
 Project Management Process: Contd. …
ii. Project planning and design stage:
After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to
plan time, cost and resources adequately to estimate the work needed and to effectively manage risk
during project execution. As with the Initiation process group, a failure to adequately plan greatly
reduces the project's chances of successfully accomplishing its goals.
Project planning generally consists of
– determining how to plan (e.g. by level of detail or rolling wave);
– developing the scope statement;
– selecting the planning team;
– identifying deliverables and creating the work breakdown structure;
– identifying the activities needed to complete those deliverables and networking the activities in their logical
sequence;
– estimating the resource requirements for the activities;
– estimating time and cost for activities;
– developing the schedule;
– developing the budget;
– risk planning;
– Gaining formal approval to begin work.
 Project Management Process: Contd. …

iii. Project execution/ Implementation and construction stage:

– Executing consists of the processes used to complete the work defined in the project
management plan to accomplish the project's requirements.
– Execution process involves coordinating people and resources, as well as integrating and
performing the activities of the project in accordance with the project management plan.
– The deliverables are produced as outputs from the processes performed as defined in the
project management plan.
– Project execution and construction involves transforming plans into physical assets
through mobilizing resources, managing site operations, implementing quality control,
and ensuring safety.
– Key activities include site preparation, material procurement, subcontractor coordination,
schedule monitoring, cost management, and change order management.
 Project Management Process: Contd. …
iv. Monitoring and controlling:
Monitoring and controlling consists of those processes performed to observe project execution so that
potential problems can be identified in a timely manner and corrective action can be taken, when
necessary, to control the execution of the project. The key benefit is that project performance is observed
and measured regularly to identify variances from the project management plan.

Monitoring and Controlling includes:

• Measuring the ongoing project activities ('where we are');
• Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the
project performance baseline (where we should be);
• Identify corrective actions to address issues and risks properly (How can we get on track again);
• Influencing the factors that could circumvent integrated change control so only approved changes are
implemented
• In multi-phase projects, the monitoring and controlling process also provides feedback between project
phases, in order to implement corrective or preventive actions to bring the project into compliance with
the project management plan.
 Project Management Process: Contd. …
v. Closing: Closing includes the formal acceptance of the project and the ending thereof.
Administrative activities include the archiving of the files and documenting lessons learned.
This phase consists of:
– Finalize all activities across all of the process groups to formally close the project or a project
phase
– Complete and settle each contract (including the resolution of any open items) and close each
contract applicable to the project or project phase.
– Secure written sign-off from the client or sponsor verifying that all deliverables meet
requirements.
– Finalize all invoices, pay outstanding vendor bills, and close out contracts.
– Store all project-related documents (charter, plans, reports) for future reference.
– Hold a workshop to identify successes and areas for improvement for future projects.
– Release project team members to other assignments and close out project facilities.
– Prepare a closing report summarizing the project’s performance, budget, and scope.
– Recognize the team's efforts and contributions to the project.
 Nine Knowledge Areas of Project Management
An identified area of project management defined by its knowledge requirements and described in terms of
its component processes, practices, inputs, outputs, tools, and techniques. Basically, each Knowledge Area
(which you might see abbreviated to KA) is a category of concepts and processes with a common goal.
 Nine Knowledge Areas of Project Management
The nine knowledge areas of project management, as outlined in earlier editions of the PMBOK Guide, provide a
comprehensive framework for managing projects. They cover essential aspects:
▪ Project Integration Management: Coordinates all project elements, including developing the charter, project plan, and
managing changes.
▪ Project Scope Management: Defines and controls what is—and is not—included in the project to prevent scope creep.
▪ Project Time Management: Involves defining, sequencing, and estimating activity durations to develop and control
the schedule.
▪ Project Cost Management: Ensures the project stays within budget through planning, estimating, and controlling
costs.
▪ Project Quality Management: Focuses on quality planning, assurance, and control to meet quality standards.
▪ Project Human Resource Management: Organizes and manages the project team, including planning, acquiring, and
leading the team.
▪ Project Communications Management: Ensures timely and appropriate planning, collection, creation, distribution,
and storage of project information.
▪ Project Risk Management: Identifies, analyzes, and plans responses to potential risks to minimize threats.
▪ Project Procurement Management: Handles acquiring goods and services from external vendors, including planning,
conducting, and closing contracts.
▪ Note: In later versions of the PMBOK Guide (6th edition onwards), these are expanded to 10 knowledge areas,
adding Project Stakeholder Management as a distinct, 10th area and renaming Time Management to Schedule
Management and Human Resource Management to Resource Management.
 Project Management Triangle
Scope: The specific tasks, deliverables, and
goals to be accomplished.
Costs
Time: The schedule, deadlines, and milestones.

Cost: The budget, resources, and expenses.

QUALITY Quality: Located at the center, this is

determined by how well the three constraints are
balanced.
Scope Schedule
 Role of Project Manager
A Project Manager (PM) is responsible for planning, executing, monitoring, controlling, and closing
projects, ensuring they are completed on time, within budget, and according to specifications. They act as
central coordinators, managing resources, team members, risks, and stakeholder communication to
translate project goals into reality.
Key Roles and Responsibilities
▪ Planning & Defining Scope: Defining project goals, creating detailed work plans, and setting
realistic schedules.
▪ Resource Management: Allocating budget, personnel, and materials efficiently.
▪ Team Leadership: Leading and motivating team members, assigning tasks, and facilitating
collaboration.
▪ Risk Management & Mitigation: Identifying potential issues, assessing risks, and implementing
solutions to keep the project on track.
▪ Communication: Acting as the liaison between team members, stakeholders, and clients to provide
updates and manage expectations.
▪ Quality Assurance: Ensuring deliverables meet required standards and, if necessary, implementing
corrective measures.
 Skills and Competencies needed for Project Manager
Project managers require a blend of soft ("power") skills and technical competencies to succeed, with
communication, leadership, and planning/scheduling being the most critical.
Key competencies include, but are not limited to, risk management, problem-solving, stakeholder
management, and budget control. Proficiency in tools, adaptability, and emotional intelligence are also
vital for driving project success.
Key Project Manager Competencies
▪ Communication: Effective, proactive, and clear communication with all stakeholders is ranked as
the most essential skill.
▪ Leadership & Team Management: Ability to motivate, mentor, coach, and guide teams while
fostering collaboration.
▪ Planning & Organizing: Expertise in defining scope, setting schedules, and managing project
lifecycles.
▪ Risk Management: Identifying potential risks early, developing mitigation strategies, and resolving
conflicts promptly.
▪ Budgeting & Cost Management: Controlling project budgets and managing financial resources
effectively.
 Skills and Competencies needed for PM: Contd. ..
▪ Technical Proficiency: Knowledge of project management methodologies and tools.
▪ Stakeholder Engagement: Managing expectations and fostering relationships with clients,
team members.
▪ Decision-Making & Critical Thinking: Analyzing data to make quick, informed decisions.
▪ Negotiation & Influence: Persuading stakeholders and negotiating for necessary resources.
▪ Business Acumen: Understanding how the project aligns with broader organizational
strategies.
▪ Adaptability/Flexibility: Ability to handle changing priorities and uncertainty.
▪ Emotional Intelligence & Self-Awareness: Managing one's own emotions and
understanding team dynamics.
▪ Resilience & Pressure Management: Maintaining composure and focus under tight
deadlines.
These skills are often developed through a combination of experience, professional training,
and on-the-job application.
 Challenges of Project Management/ managing project
Project management faces critical challenges centered on scope creep, unrealistic deadlines, poor communication, and
resource constraints, often leading to budget overruns and project failures. Key issues include unclear objectives, lack of
stakeholder engagement, team conflict, and inadequate risk management, which require proactive planning and strong
leadership to overcome.

Key Project Management Challenges

▪ Scope Creep: The uncontrolled expansion of project scope without adjustments to time, cost, and resources.
▪ Unclear Goals & Objectives: Lack of a clear vision, leading to team confusion and poor performance.
▪ Poor Communication: Misalignment between team members and stakeholders, often leading to misunderstandings
and missed updates.
▪ Resource & Budget Constraints: Insufficient human resources, materials, or funding to complete tasks, alongside
poor budget management.
▪ Unrealistic Deadlines: Setting unattainable schedules, resulting in burnout, low morale, and compromised quality.
▪ Risk Management: Inability to identify and mitigate potential risks (e.g., technical, financial, or environmental).
▪ Lack of Accountability: Team members not taking ownership of their assigned tasks, causing delays.
▪ Stakeholder Management: Difficulty in managing conflicting expectations,, lack of buy-in, and poor
communication.
 Overcoming the Challenges of managing project
Overcoming project management challenges requires a proactive approach centered on clearly defining project scope,
establishing consistent communication, fostering team collaboration, and utilizing robust management tools. Key
strategies include implementing formal change control to prevent scope creep, realistic budgeting, proactive risk
assessment, and empowering teams to maintain quality.

Here are specific ways to overcome common project management challenges:

▪ Scope Creep (Uncontrolled Changes): Define and document the project scope early, and use a formal change
management process to review and approve all new requests.
▪ Poor Communication: Establish a clear communication plan, hold regular status meetings, and utilize
collaborative project management software to ensure transparency.
▪ Unrealistic Deadlines & Budgeting: Perform detailed, data-driven feasibility studies, involve the team in
scheduling, and negotiate realistic timelines.
▪ Resource Constraints: Optimize resource allocation by identifying skills gaps early, using resource management
tools, and balancing workloads across multiple projects.
▪ Stakeholder Management: Engage stakeholders from the start by setting clear expectations and providing regular,
transparent updates.
▪ Team Conflict & Low Morale: Address conflicts immediately by finding root causes, and build a resilient,
collaborative team culture that recognizes achievements.
 Problems of project management in Bangladesh
Project management in Bangladesh faces significant hurdles, primarily characterized by frequent time delays and cost overruns in 60-70% of
large-scale projects. Major issues include cumbersome, slow approval processes, political interference, corruption, land acquisition challenges,
and inadequate inter-departmental coordination. These constraints often lead to poor project performance, inefficient resource allocation, and
inadequate monitoring.
Key problems in project management in Bangladesh include:
▪ Significant Time and Cost Overruns: Many projects, such as the Padma Bridge and Metro Rail, have experienced substantial delays,
leading to increased costs that often exceed initial estimates by over 100%.
▪ Cumbersome Approval Process: The process for project formulation, approval (DPP/TPP), and implementation is slow, featuring
bureaucratic tangles and, sometimes, political interference.
▪ Weak Planning and Feasibility Studies: Inadequate feasibility studies, lack of specific objectives, and improper sequencing or phasing of
work contribute to poor project initiation.
▪ Inefficient Land Acquisition: Complexities in land acquisition and site selection frequently delay project commencement and execution.
▪ Resource and Financial Constraints: Over-dependence on foreign aid, which may have delayed disbursements, along with inadequate
budgetary allocations and management, hinders progress.
▪ Lack of Skilled Manpower and Coordination: A shortage of experienced project managers, combined with poor communication and a
lack of cooperation among ministries and departments, often leads to project failures.
▪ Corruption and Lack of Transparency: A lack of accountability in procurement and management processes is a significant factor
affecting project outcomes.
▪ Environmental and Social Factors: Environmental factors, such as weather conditions and climate vulnerability, also contribute to
delays.
To address these challenges, improvements in procurement, enhanced monitoring, and better coordination among stakeholders are critical.
 Difference between Project manager and Functional manger
Project managers (PMs) drive temporary, cross-functional initiatives to achieve specific, time-bound goals,
focusing on scope, budget, and scheduling. Conversely, functional manager manage ongoing, day-to-day
operations and departmental resources (e.g., Marketing, HR), focusing on staff development, long-term strategy,
and operational efficiency.
Key Differences Between Project Managers and Functional Managers
▪ Focus & Scope: PMs are task-focused and deliver specific projects. FMs are people-focused and run
specialized, permanent departments.
▪ Duration: Projects are temporary with a start and end date. Functional departments are permanent.
▪ Authority: FMs usually have direct authority over resources (hiring/firing, performance reviews). PMs have
authority over the project plan, but often must negotiate with FMs for resources.
▪ Goal: PMs strive to meet project targets (time, cost, quality). FMs work towards long-term departmental
goals and operational performance.
▪ Resource Management: FMs assign personnel to projects, while PMs manage those personnel during the
project lifecycle.
In a typical organizational structure, the functional manager acts as the "home" for the employee, while the
project manager acts as the "boss" during the project duration.
 Portfolio
Management The Relationships among
Focuses on ▪ Portfolios,
prioritization,
resource allocation, ▪ Programs, and
and strategic ▪ Projects
alignment.

Program
Management
Focuses on
interdependencies
between projects and
achieving benefits.

Project
Management
Focuses on
delivering scope,
time, and cost.
Comparative Overview of Project, Program, and Portfolio Management

Feature Project Management Program Management Portfolio Management

Deliver specific outputs Realize benefits not
Primary Goal Maximize strategic value and return on
within constraints available by managing
investment (ROI).
(time/cost/scope). projects individually.
Broader and thematic;
Scope Detailed and tactical; focused oversees interrelated Strategic and global; includes all
on one unique deliverable. projects and shared projects, programs, and operations.
resources.
Longer-term, often
Timeframe Temporary with defined Ongoing and continuous; evolves with
consisting of multiple
start and end dates. the organizational strategy.
project cycles.

Risk Focus Risks specific to project tasks Cross-project risks and High-level strategic risks that affect the
and delivery. interdependencies. whole organization.
Managed through a Adaptive; involves altering
Change Strategic; involves re-prioritizing or
structured change control project scope or timing for
canceling projects to meet goals.
process. overall benefit.

Success Metrics Quality, compliance, and Benefit realization and Strategic goal achievement and
budget adherence. stakeholder value. balanced resource utilization.
THANK
YOU