Conventional Project Management
Prof. Dr. Alper SARIOĞLAN
13.02.2026
Conventional Project Management
What is project?
A project is a set of activities carried out once with a specific starting and ending point, with
a defined purpose, scope and budget.
In general, each project includes the effective use of resources, following the determined
schedule and meeting the expectations from the project.
Type of Projects
Risk if all three are constrained !!!
✓ Information Technology
✓ Research & Develeopment
✓ Construction
✓ Community Development
Conventional Project Management - Terminology
✓ Portfolio
Projects, programs and other works gathered under the same roof to enable an organization to achieve
its strategic goals.
✓ Program
A program is a family of projects that need to be carried out in a coordinated and interconnected manner
and are not suitable for separate execution.
✓ Project
✓ Work Breakdown Structure
✓ Work Package
✓ Actions/Activities
Conventional Project Management
Operation & Project
Operation: The set of activities carried out continuously (in certain periods).
Project: The set of activities covering a specific time period
Project and routine work should be distinguished from each other !!!
Research, & Technology Product/System
Development Development
➢ Unstructured methods ➢Structured methods
➢ Difficult to plan ➢Generally planned
➢ Unpredictable ➢Predictable
Conventional Project Management
Efficiency – Doing things right
Effectiveness – Doing the right things
Productivity is
Efficiency + Effectiveness
Effectiveness and efficiency provide a
never-ending dilemma for project
managers and their team members as
well.
The difference between being efficient and effective is that efficiency refers to how well you
do something while effectiveness refers to how useful that “something” actually is
Conventional Project Management
What is Project Management?
For the works (activities) required for the Project;
✓ Planning
✓ Organization
✓ Implementation
✓ Control
Project management is a holistic process to ensure:
➢ Customer satisfaction,
➢ Organizational learning,
➢ Team work
➢ Reduce project time and the cost of mistakes
Conventional Project Management
Porject Manager’s Basic Functions
✓ Determining the goals and work to be done in sufficient detail and managing the project
scale
✓ Managing the human resources involved in the project
✓ Having sufficient knowledge to ensure the flow of information between the various
parties involved in the project and to carry out the project on schedule.
✓ Managing time with planning and scheduling
✓ Managing quality so that project results are satisfactory
✓ Managing costs to complete the project with the lowest cost and within budget
Conventional Project Management –
PM is an art or science?
Conventional Project Management –
PM is an art or science?
Project Management is a Science
As per project management rules there are series of tools and techniques used for
budgeting, scheduling, resource planning, estimating sounding mathematical principles
and formula.
✓ Different types of contract uses different mathematical formula to calculate the total
amount required to be paid to vendor in the end.
✓ Formula are used even in the starting while selecting the project.
✓ Project managers calculate the value of ROI (Return on Investment), IRR (Internal Rate
of Interest), NPV (Net present Value), Cost benefit ratio, [Link] the time of selection of
project.
Conventional Project Management
Project Management is an Art
✓ The art side of project management is that it requires specific skills to be used
depending on the situation.
✓ If a project required the project manager effort focused on communication and
resource management in the major portion of working time, the ‘ART’ would get
weightage.
Conventional Project Management
The Project Phases Involved:
•Phase 1: The Conceptualization Phase
•Phase 2: The Planning Phase
•Phase 3: The Execution Phase
•Phase 4: The Termination Phase
Conventional Project Management
All below are driven by experience of the Project Manager under any pre-defined
algorithm or scientific method :
✓ Risks, Moreover, skills in Leadership,
✓ Assumptions Communication Skills and Relationship
✓ Dependencies Management) are necessary
✓ Day to day scheduling
✓ Requirements analysis
✓ Design
✓ Escalation processes
✓ Implementation planning
✓ Resource fluctuations
Conventional Project Management- Communication
Skills
✓ Project manager responsibility towards the main institution, customer and project staff
➢ Leadership
➢ Building a team
➢ Motivation
➢ Communication
➢ Influencing
➢ Taking decision
➢ Awareness
➢ Negotiation
➢ Trusted
➢ Mentorship
➢ Good relations with senior management
Conventional Project Management
Criteria for successful project management
✓ Explicitly determined project goals and
objectives
✓ Well planning of the project and personel
organization
✓ Effective project control
✓ Project manager's effectiveness
Conventional Project Management
Planning Process
• Collect requirements
• Define Scope
• Create a Work Breakdown Structure
• Define and Sequence the Activities
• Define Resources
• Define Project Duration
• Create a Project Schedule
• Determine Project Costs and Budget
Conventional Project Management
Set Related Tasks !!!
Conventional Project Management
Conventional Project Management
Conventional Project Management
5 stages of team development
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
Conventional Project Management
Conventional Project Management
84% of projects in the world generally fail !!! Failed projects such as the Australian submarine and
Projects lose one of the goals of the Iridium satellite projects*, “While useful as a
Scope, Time, Cost or Quality guide, excessive detail in the early stages of a
project may be problematic and misleading in a
dynamic environment.”
In dynamic environments, creating detailed long-
term plans can waste time and resources and lead to
false expectations.
*Collyer, S., Warren, C., Hemsley, B., & Stevens, C. (2010). Aim, fire, aim: Project planning styles in dynamic
environments. Project Management Journal, 41(4), 108–121.
Conventional Project Management - Failures
✓ Proponents inevitably underestimate costs and difficulties
✓ For public sector projects, the basic issue is the decision process.
✓ Project decisions are routinely rushed because of political timetables
✓ Private sector projects don’t do much better
✓ Even the currently favoured approach of outsourcing implementation of public
infrastructure projects to the private sector often goes off the rails, usually on
coordination and risk-sharing between public and private
✓ Failed projects such as the Australian submarine and the Iridium satellite projects
Conventional Project Management - Failures
✓ The fundamentals are important
✓ Bad practices during execution will erode the benefits of good planning
✓ Uncompetitive targets lead to uncompetitive results
✓ Business can ensure consistency if a work process is followed
Conventional Project Management - Failures
Causes of failure in projects
• Failure to implement a project management methodology
• Decrease in management support
• Unrealistic schedule and/or budget
• Changing and/or growing system requirements
• Poorly defined goals and needs
• Gaps in customer engagement
• Paying less attention to the warning signs
• Poor leadership and lack of experience
• Inadequate risk management
• Inadequate performance measurement and tracking
Conventional Project Management - Failures
Conventional Project Management
Good management does not always guarantee the success
of the project, but bad management often ends infailure !!!
if changes are made during execution and the team does not have real control of
the project. Moreover, allowing business to use “opportunities” to make scope
changes erodes the efforts of the team in definition.
Conventional Project Management
Formal Project Management
✓ Henry Gantt (1861-1919) bar chart 1910
✓ 1957 Sputnik Crisis revival of “scientific management”
✓ Polaris (1958) Project Evaluation and Review Technique (PERT)
✓ DuPont Company (1960) Critical Path Method (CPM)
✓ 1960’s NASA projects: Mercury, Gemini, Apollo
✓ Work Breakdown Structures (WBS)
✓ Cost and Schedule Tracking, Configuration Management
Conventional Project Management –
Gantt Chart
Conventional Project Management –
Scientific Management
The Sputnik crisis was a period of public fear and anxiety in Western
nations about the perceived technological gap between the United States
and Soviet Union caused by the Soviets' launch of Sputnik 1, the world's
first artificial satellite. The crisis was a significant event in the Cold War
that triggered the creation of NASA and the Space Race between the two
superpowers.
Conventional Project Management –
Scientific Management
An education gap was identified when studies conducted between 1955 and 1961 reported
that the Soviet Union was training two to three times as many scientists per year as the US.
The launch and orbit of Sputnik 1
suggested that the Soviet Union had
made a substantial leap forward in
technology, which was interpreted as a
serious threat to US national security,
which spurred the US to make
considerable federal investments in
research and development, education,
and national security
Conventional Project Management
Program Evaluation Review Technique (PERT)
Diagram
Conventional Project Management Work
Breakdown Structure
Conventional Project Management Work
Breakdown Structure
Conventional Project Management –
Critical Path Method
CP is the “bottleneck route”
✓ Shortening or lengthening tasks on the critical path directly affects
project finish
✓ Duration of “non-critical” tasks is irrelevant
✓ “Crashing” all jobs is ineffective, focus on the few % of jobs that are on
the CP
✓ “Crashing” tasks can shift the CP to a different task
✓ Shortening tasks – technical and economical challenge
✓ Previously non-critical tasks can become critical
✓ Lengthening of non-critical tasks can also shift the critical path
Conventional Project Management –
Critical Path Method
Conventional Project Management –
Sample Critical Path Method
Conventional Project Management –
The Rework Cycle
✓ Undiscovered rework, plays a pivotal role in the propagation of problems through a
project. Lurking undetected—as a software “bug,” or design miscalculation, or
wrongly-placed bulkhead—it causes productivity loss, delays, and more rework on
dependent tasks.
✓ Undiscovered rework is the single most important source of project cost and schedule
crises. It is the great killer of projects (and of new products and of careers), and no
traditional systems even acknowledge its existence. Even more important, most
projects seem to be planned and managed as though it does not exist.
Conventional Project Management –
The Rework Cycle
The Traditional View
✓ The quality of work executed should be thought of as a “valve” controlling the portion
of the work flow being done that will or will not require rework
✓ ”Quality” measure that could vary (over time) in the range of 0 to l.0
✓ So long as this measure of quality is less than 1.0, some work being done-even rework
itself—will continue to move into and through the rework cycle.
✓ The distinction drawn between productivity and quality is important. Staff may exhibit
high “productivity,” but be putting out work of low “quality” that requires later re-
working. In this condition, the net throughput to the pool of work really done is low
Conventional Project Management –
The Rework Cycle
Conventional Project Management –
The Rework Cycle
External factors; management responses; side effects
Conventional Project Management –
The Rework Cycle
Conventional Project Management –
Ethics
Conventional Project Management –
Project Management Office
Project Management Institute (PMI) is the world's leading association for those who
consider project, program or portfolio management their profession.
It was founded in 1969 by 5 volunteers. For the first 10 years, engineering, defense and
construction industry focused methods were studied.
Standardization in international project manager qualifications.
Conventional Project Management –
Project Management Office
Project Management Office
A Project management Office (PMO) is a management structure that standardizes the Project-
related governance processes and facilitates the sharing of resources, methodologies, tools
and techniques.
The project management office will sometimes be called upon to act as inspectors / project
police. For example, if the project manager misses a deadline for submitting a status report.
In this case, the PMO must have the authority necessary to exert pressure where needed.
Conventional Project Management –
Project Management Office
Conventional Project Management-
Project Management Office
Conventional Project Management-
Project Management Office
Project Management Project Management Office Manager
✓ Plan ✓ Help
✓ Track ✓ Advise
The PMO should give every
✓ Initiate ✓ Facilitate
stakeholder in a multi-Project
✓ Control ✓ Audit / QA
environment the reassurance that
✓ Manage ✓ Mentor / Coach
everything is under control !
✓ Execute ✓ Strategic Planning
✓ Estimate ✓ Train PM Resources
✓ Organise ✓ Manage Project
✓ Communicate ✓ Knowledge
Conventional Project Management –
Project Management Office
Conventional Project Management –
Project Goals
✓ Project success criteria. They are indicators that measure whether the job is successful
or not.
✓ Project deliverables. They are measurable outputs delivered at the end of a project or
project phase. It must be defined from the beginning and passed through admission
approval.
Conventional Project Management –
Project Charter
Project Charter (PC)
A project charter is a formal, typically short document that describes your project in its
entirety — including what the objectives are, how it will be carried out, and who the
stakeholders are. It is a crucial ingredient in planning out the project because it is used
throughout the project lifecycle.
✓ PC announces the project and the project manager
✓ Gives the necessary authority to the project manager
✓ Draws the main frame of the project
✓ The project charter is published after it is approved by the management.
Conventional Project Management –
Project Charter
Conventional Project Management –
Project Charter
Project Charter (PC)
It is the document that makes the project and the project manager official. It makes the
project a certain place within the organization.
✓ The purpose of the project
✓ Needs
✓ Project definition
✓ Risks
✓ Milestones
✓ Stakeholders
✓ Project outputs
✓ Project manager
✓ Sponsor
Conventional Project Management –
Project Charter
Conventional Project Management - Monitoring
Conventional Project Management - Monitoring
Conventional Project Management –
Project Management Plan Format
✓ Project summary ▪ Procurement plan
▪ Aim, Scope and Goals ▪ Project traininigs
▪ Assumptions & Constraints ✓ Work Plan
▪ Project Deliverables ▪ Work Breakdown Structure
▪ Timeline & Budget Summary ▪ Project Schedule
✓ Document Overview ▪ Resource Allocation Plan
✓ Standards & Reference Documents ▪ Budget Allocation Plan
✓ Complition to Standards & Exemptions ✓ Project Control & Audits
✓ Project Organization ▪ Project Requirements Control
▪ Project Organization Structure ▪ Project Implementation Plan
▪ Duties & Responsibilities ▪ Budget Control
✓ Project Start ▪ Quality & Configuration Control
▪ Personnel plan
Conventional Project Management –
Project Management Plan Format
✓ Technical Process
▪ Reporting & Communication
▪ Work Flow Models
▪ Project Metrics
▪ Methodologies
✓ Risk Management
✓ Tools & Techniques
✓ Project Closure
✓ Project Infrastructure
▪ Success Criteria
✓ Project Products Acceptance Criteria
▪ Trainings
▪ Warranty Issues
Conventional Project Management –
Project Scope Management
Project Scope Management, the processes required to ensure that the Project includes all the work
required to complete the Project successfully.
Defining what is or not included in the Project!
▪ Scope planning
Project objectives, deliverables, products, future tradeoffs
▪ Scope definition
▪ Scope verification (Formalizing acceptance of the scope)
▪ Scope change control
Conventional Project Management –
Project Scope Management
1. Invitation to Project
2. PRE QUALIFICATION
Ordering Party’s request
3. Contract
✓ Scope of business
4. BASIC ENGINEERING ✓ Design basis
5. BASIC DESIGN ✓ LIMITATIONS
6. DETAIL DESIGN ✓ BOND
7. Procurement and Manufacturing Submit COST ESTIMATION(Quotation) and Contract
8. Construction
9. Commissioning
10. PROJECT evaluation
Conventional Project Management –
Project Scope Management
When properly defined, the scope of the Project remain constant even as the product characteristics are
progressively elaborated.
Conventional Project Management –
Project Scope Management
COST ESTIMATION
✓ ORDER OF MAGNITUDE ESTIMATION(RATIO ESTIMATE)
✓ STUDY ESTIMATION(FACTORED ESTIMATE)
✓ PRELIMINARY ESTIMATE(BUDGET ESTIMATE, CONCEPTUAL ESTIMATE)
✓ DEFINITIVE ESTIMATE(PROJECT CONTROL ESTIMATE)
✓ DETAILED ESTIMATE(FIRM ESTIMATE)
Conventional Project Management –
Project Scope Management
BOND
✓ BIDDING GUARANTE BOND: 2-10% of Bid Price
✓ PERFORMANCE BOND: Duty guarantee of Contractor to Ordering Body,10-20% of
contracted price
✓ ADVANCE PAYMENT BOND/ REFUNDMENT BOND
✓ MAINTENANCE BOND: 10-20% of contracted price
✓ RETENTION BOND/RETENTION MONEY BOND: RETENTION MONEY for Secure of duty
fulfillment, 5- 10% of contracted price
Conventional Project Management –
Stakeholders
Project Stakeholders – Individuals and organizations actively involved in the Project. Their interests may
be positively or negatively affected as a result of Project execution or Project completion. The Project
managament team must;
✓ identify the stakeholders,
✓ determine their requirements and
✓ then manage or influence those requirements
to ensure a successful Project.
Power - the ability to influence our organisation
strategy or project resources
Interest - how interested they are in the organisation
or project succeeding
Conventional Project Management –
Project Stakeholders
Sponsor
A person or a group who provides resources and support for project, program, or
portfolio and is accountable for enabling success
✓ is usually part of the Performing Organization.
✓ will decide how much funds will be used for the project. Take budgetary decisions.
✓ will appoint the Project Manager and provide necessary support to her/him.
Customer
Customer is a person(s) or organization(s) that will use the project’s product, service, or
result. Customers can be internal or external to the performing organization.
✓ will pay for the project’s product.
✓ will give the products’ requirements and reap benefit from the product.
✓ may or may not be part of the Performing Organization.
Conventional Project Management –
Project Time Management
Project Time Management, the processes required to ensure timely completion of the Project.
▪ Activity definition
▪ Activity sequencing based on
mandatory/discretionary dependencies
• FS-Finish to Start
• SS-Start to Start
• FF-Finish to Finish
▪ Activity duration estimating
• Influenced by the capabilities of human and
material resources assigned to them
▪ Schedule development
• Determining the start and finish dates
▪ Schedule control
Conventional Project Management –
Project Time Management
Conventional Project Management –
Project Cost Management
Project Cost Management, the processes required to ensure that the Project is completed within the
approved Project budget.
✓ Resource planning – Determining whatt resources (people, equipment, materials) and what
quantities?
✓ Cost estimating – An approximation of the costs to complete the Project activities
✓ Cost budgeting – Allocating the overall cost estimate to individual work activities
✓ Cost control – Controlling changes to the Project budget
Conventional Project Management –
Project Quality Management
Project Quality Management, the processes required to ensure that the Project will satisfy the needs for
which it was undertaken. It includes all activities of the overall management function that determine the
quality policy, objectives and responsibilities and implements them by means of the followings:
✓ Quality planning – Identify which quality standards are relevant to the project
✓ Quality Assurance– To provide confidence that the Project will satisfy the relevant quality standards
✓ Quality Control– Monitoring specific project results to determine if they comply with relevant quality
standards
Conventional Project Management -
Communication
Outputs from Quality Planning – Quality Management Plan
✓ In ISO 9000 Quality
management systems —
Requirements terminology,
«the organizational
structure, responsibilities,
procedures, processes and
resources needed to
implement quality
management.
Conventional Project Management –
Project Quality Management
Quality Planning, Fishbone diagrams are also known as Ishikawa or Cause and Effect
diagrams, it illustrates all possible factors that could cause an outcome. Project managers
use these Fishbone diagrams to identify the exact causes of problems, rather than
assuming the most obvious reasons.
Conventional Project Management –
Project Human Resources Management
Project Human Resources Management, the processes required to make the most effective use of the
people involved with the Project. It includes all the Project stakeholders – sponsors, customers, individual
contributors, etc.
✓ Organizational Plan– Identifying, documenting and assigning Project roles, responsibilities and reporting
relationships
✓ Staff Acquistion– Getting the human resources needed assigned to and working on the Project
✓ Team Development – Developing individual and group competencies to enhance Project performance
Conventional Project Management –
Project Human Resources Management
Conventional Project Management –
Project Risk Management
Project Communication Management, a systematic process of identifying, analyzing and responding to
Project risks. It includes maximizing the probability and consequences of adverse events to project
objectives.
✓ Risk Management Plan–Deciding how to approach and plan
the risk manegement activities for a project
✓ Risk analysis-Measuring the probability and the
consequences of risks
✓ Risk Response Planning-Procedures and techniques to
enhance opportunitiesa dnreduce treats
✓ Risk Monitoring and Control-Executing risk reduction plans
and evaluating their effectiveness
Conventional Project Management –
Project Procurement Plan
Conventional Project Management –
Project Closure
Conventional Project Management
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