Project Management Concepts by Dr Ali Sajid

Project Management
Special Presentation
for PEC
Dr Ali Sajid
June 18, 2008
Project Management Concepts & Application by Prof. Dr. Ali

Sajid
Project
MANAGEMENT
What is project:
Overview and
Concepts
Dr Ali Sajid, (TI)
June 18, 2008

Sajid
Never to suffer would never

to have been blessed.
Edgar Allan Poe (1809 - 1849)
June 18, 2008

Sajid
Although the world is full

of suffering,
it is full also of the overco
ming of it.
Helen Keller (1880 - 1968)
June 18, 2008

Sajid
Nature does nothing u

selessly.
Aristotle (384 BC - 322 BC),
June 18, 2008

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So much of what we call man

agement consists in making
it difficult for
people to work.
Peter Drucker (1909 - 2005)
June 18, 2008

Sajid
To do right is wonderful.
To teach others to do right
is even more wonderful
and much easier.
- Mark Twain
June 18, 2008

Sajid
Self-pity is our worst enemy &

if we yield to it,
we can never do anything wise
in this world
- Helen Keller
June 18, 2008

Sajid

To be prepared is h
alf the victory.
June 18, 2008
MigueldeCervantesSaavedra
Sajid
Treat people as if they were

what they ought to be,
& you help them to become
what they are
capable of being
- Johann Wolfgang von Goethe
June 18, 2008

Sajid
10
The quality of a person's life is

in direct proportion to his
commitment to excellence,
regardless of their chosen field
of endeavor.
June 18, 2008

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11
The race is not always to the

swift...
but to those
who keep
on running.
June 18, 2008

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12
In three words,
I can sum up everything
I've learned about life: It
goes on.
- Robert Frost
June 18, 2008

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13
Actions
Action may not
always bring
happiness,
but there is
no happiness
without Action
- Benjamin Disraeli
June 18, 2008

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14
If you have your sight, you

are blessed.
If you have insight, you are
a thousand times blessed.
June 18, 2008

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15
Leadership & learning are in

dispensable to
each other.
John F. Kennedy (1917 - 1963)
June 18, 2008

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16
Setting an example is
not the main means of
influencing others, it is
the only means.
- Albert Einstein
June 18, 2008

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17
When the Fire begins

within himself,
a man's worth something.
- Robert Browning
June 18, 2008

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18
In times of storm,
the shallowness of the
root structure is
revealed.
June 18, 2008

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19
New Thinking in project Mgmt

"We cannot solve our
problems with the same level
of thinking that created them.
(Albert Einstein)
"The true voyage of

discovery lies not in
seeking new landscapes,
but in having new eyes."
June 18, 2008

Sajid
Credit on Work in Project Mgt

"The world is divided
into people who do
things, & people who
get the credit.
Try, if you can, to
belong to the first class.
There's far less
competition."
June 18, 2008
(Dwight Morrow, 1935.)

Sajid
Value of Positive Words in PM
"Fantastic things
happen to the way we
feel, to the way we
make other people
feel.
All this simply by
using Positive Words."
June 18, 2008

Sajid
Projects in Stone Ages

Construction of Alexandria Light House, Ajnata Caves (India) Pyramids, Taj Mahal,
Shalamar Garden, Mosques and Forts Great projects But
Beginning of Modern project Management
USNavy'sPolarisProgram,NASA'sApollo,Spaceshuttle&SDI("starwars")programs-
speciallydevelopedmanagementapproachestoextraordinarilycomplexprojects.
A Project Is A Problem Scheduled For Solution.JMJuran

Problem-gapb/wwhereuR&whereuwanttobe,withan
obstaclethatpreventseasymovementtoclosethegap.
A project is a temporary endeavour undertaken to create
a unique product or service:
June 18, 2008

Sajid
Unique processes, consisting of a set of

coordinated & controlled activities with
start & finish dates, undertaken to
achieve an objective conforming to
specific requirements, including the
constraints of time, cost and resources.
(ISO 10006 Standard).
Agroupofactivities-tobeundertakenwith
limitedresourcestoyieldspecificobjectives
inaspecifictimeinaspecificlocality.
Creation of Business Value Important
June 18, 2008

Sajid
Attributes of a Project
One Goal:haveasinglegoalascomparedtoaprogram
Hasacustomer
Specified Time : Completiondate
Within Budget:
machines)
Resource limits (people, money,
According to Specs: Customerexpectsacertainlevelof

Functionality&Quality(Self-imposedorCustomer-
specified,&Fixed).
June 18, 2008

Sajid
Characteristics of Project
Projects are Temporary
Definite beginning & a definite end.
When objectives achieved, or When Objectives cannot be met so
terminated. Not short in duration-many last for ys.
Duration - finite:
projects are not ongoing efforts.
Interdependencies
InteractwithOrganizationotherprojsimultaneouslywithinSOPs
UniquenessProject-neverhappenedbefore&willneverhappen
againundersameconditions.Someelementsareunique.
Notwoarepreciselyalike.
Somedegreeofcustomizationisacharacteristicofproj.
June 18, 2008

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Progressive Elaboration.
Developinginsteps&continuingby
increments.
Project Scope broadlydefinedinearlystages
MoreExplicit as Project team develops a
betterunderstandingof
Objective & Deliverables.
June 18, 2008

Sajid
Life Is A project
June 18, 2008

Sajid
YourprojectsCannotAffordtoFail
Succeed
34%
Fail
15%
Over time
or over
budget
51%
66%ofallITprojectsfail,
comeinoverbudgetorrun
pasttheoriginaldeadline
Everyyear,$55billionis
wastedonfailedIT
projectsintheU.S.
BusinessImpacts:
Reducedprofitability
Inabilitytofundnew
projects
Poorcustomersatisfaction
Source: Chaos Chronicles

2003, The Standish Group
June 18, 2008

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Stake-holders
June 18, 2008

Sajid
Stake-Holders
Individuals & Org - actively involved in proj
Whose interest may be affected as a result of project execution
ProjectMgrResponsibleforproject
Customer/endusers
PerformingOrganization-whoseemployeesareinvolved
projectMgmtTeam-Performingtaskofproject
projectteammembers-directlyinvolved
Sponsor-_whofinance
Influencer
PMO-existsinperformingOrganizationInternal&External,Investor,selleror
contractor,GovtAgencies,mediapeople,societyatLarge.
ProjectManager:MustmanagestakeHoldersexpectations.
Mayhvveornegativeinfluenceonproject
Internal/External,Ownerssellers,GovtLobbyist,contractors,govt,society
June 18, 2008

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RelevantStake-holders
OWNERS & SPONSORS
CUSTOMERS
SUPPLIERS
THE PROJECT
SOCIETY
REGULATORS
EMPLOYEES
June 18, 2008

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Project & Strategic Planning
PMGT-UtilizedasameanofachievingOrg Strategic
Plan.
Eitherbyownpersonorthruoutsider
A market Demand(oilcompanyauthabuildingaoil
refinery4acuteshortageofK2oil)
Customer Request(powercompanyauthnewpower
plant)
Technological Demand ( New video game .new Cell)
Legal requirement(ToxicWasteDisposalCenter)
June 18, 2008

Sajid
Classification of Project Types

ClassifiedasSocialSector&infrastructure.
Transportation Highways,masstransit,airports
Utilities
Electricpower,gas,telephones
Education
Schools,colleges,HECFunded
PublicSafety Police,fire,Nationalguard
Recreation
Parks,playgrounds,historicsites
Development Harbors,dams,irrigation,
Research
Health,space,agriculture
Defense
Militaryequipmentandsystems
Conservation Forests,shorelines,pollution
June 18, 2008

Sajid
Project Environment
ProjPlanned&implementedinaSocial,Economic&
EnvironmentalContext.
1. Cultural & Social Environment(howprojectaffectpeople&
howtheyaffectproject,requireunderstandingofeconomic,
demographic,ethical,ethnic,religiousissues)
2. International & Political Environment (knowledgeofapplicable
international,national,regionalorlocallaws&Customsotherfactors
likeTimezonedifference,nationalholidays,travelmeans&logistic
requirementsetc
3. Physical Environment. Knowledge-Localecology&physical
geographythatcouldaffectprojectorbeaffectedbyproj.
June 18, 2008

Sajid
TheProjectEnvironment
The Organization
Government
Suppliers
Organization Goals
Top Management
Boss
project Manager
project Staff
Colleagues
Managers Controlling
Internal Resources
External Users
June 18, 2008
Internal Users

Sajid
Sub Contractors
Sub Projects
Frequently divided into more manageable
components or sub Proj althoughindividual/sub
projectscanbereferredtoasprojects&managedas
such.
Sub contracted orout sourced.
Sub projaccordingtoHRneedslikePlumbing in
Construction
BasedonProject Process- One PhaseofPLC
BasedonSpecialized Technology Auto mated
Testing of computer program
June 18, 2008

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The Triple Constraint of project

Management
June 18, 2008

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TripleConstraints
June 18, 2008

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Managing Triple Constraint

.
Delivery
(Performance)
Time
(Schedule)
Client
Agreement
Cost
(Budget)
Manage the Triple

Constraint
June 18, 2008

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June 18, 2008

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Scope Triangle
The Scope Triangle: Time, Cost, Resources
Cost
Scope
and
Quality
Time
Resources
June 18, 2008

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Relationship of project Objectives
Cost = f(P,S, T)
WhereP is Performance , S is Scope & T -time

As P & S increase, Cost generally increasesbut not
linearly
projects fail when:
A)Estimates are faulty;
B)Time, Talent & Resources-insufficientorincorrectly
applied
June 18, 2008

Sajid
Operations & Projects
Common characteristics:
Performed by people.
Constrained by limited resources.
Planned, executed, and controlled.
Operations may include activities such as:
Financial mgt & control
Continuous manufacture
Product distribution
Distinguish b/w projects & operations:
Operations ongoing & repetitive
projects - temporary & unique, performed by teams:
-Clearly defined team & individual roles
-Open & effective communications
-Visible rewards for good performance, pressure to improve Poor performance
projects may include activities such as:
Developing a new product or service.
Effecting a change in structure, staffing, or style of an Organization.
Developing or acquiring a new or modified info system.
June 18, 2008

Sajid
Project Type
How you categorizing projects
project End Requirements
Well Defined
Poorly
Defined
project
Methods
Well defined
Type I
Type III
Poorly defined
Type II
Type IV
A classification of project types

June 18, 2008

Sajid
Project Types
Type I Projects- Large Engineering Projects
WellDefinedprojectMethod,WelldefinedEndprojectRequirements
Type II Projects-ProductDevelopmentprojects,EarlySpaceProj
(PoorlyDefinedMethod,WelldefinedprojEndrequirement)
Type III Projects-SWDevelopmentproj(shapeofendproduct
proceeds)
Welldefinedprojmethod,PoorlyDefinedProjEndReqts)
Type IV Projects-OrgDevelopmentproj,Visiondefinition
(PoorlyDefinedProjMethod,PoorlyDefinedprojEndReqts)
June 18, 2008

Sajid
Project Types
Example of TYPE One Projects
Construction of a Large Building
Fast Tracking(overlappingofwork)tobalanceTime &
Money,&ResourceBalancingb/wSeveralprojects
Possible.
R & D of Over-the-Counter Pharmaceutical Products
SuchDevelopmentfollowswelldefinedobjectives,formmkt
research
Characteristics
A)Companiesoperatingincoremarketssegments
B)AlargepoolofTechnical Expertise
C)Well defined new product development techniques
June 18, 2008

Sajid
Project Types
Example of TYPE II projects
Product development
Newproducts&services,asingleitemforsingleclient,ormass
productionofproductforthewidercommunity
(similartoTYPEIprojects)
Example of TYPE III projects

Software development
start -poorly defined end requirements
Riskmanagement-isofcriticalimportance
Intermsofcommercialinterests,userwish-lists,technical
capabilities,time&costs
Newtechnologiesaddsanothercomplication
June 18, 2008

Sajid
Project Types
Example of TYPE IV projects

Development of research facility
Stressesonmgtcanbeintense
Mgt-strongenoughtostopcreativeprocesswhereitisperceivednottobegoingin
rightdirection
require,verymuch,moreofteamapproach,withcommunicationbeingvery
important
PM-beabletoseethebigpicture
(helicopterview)
Example of TYPE IV Proj

VisionsstatementsforOrganization-notoriouslyvague&includesuch
statementsas:
to be world class performer
orto be leader in a particular field
to be recognized by our customers as such.
soundnicebuthowdoyougetthere?
June 18, 2008

Sajid
Project Types
Example of TYPE IV projects
Organization have there own cultures
Indeterminingaproject method,amethodthatworkedinone
Organizationmaynot work in another
Whendealingwithpeople & changethereisaninevitable
resistance
Successfulpracticeselsewherehavetobestudied&adaptedto
suitaparticularOrganization
June 18, 2008

Sajid
SomeHumor!!!!!
Enthusiasm
Disillusionment
Panic
Searchfortheguilty
Punishingtheinnocent
Praisingthosenotinvolved
June 18, 2008

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ProjectInitiation
Identify Needs
Establish Objectives & Constraints
Establish Scope
Appoint project
Mgr
Undertake Studies
Generate Alternatives
Identify Stakeholders
Approximate Estimating
Establish Feasibility
Obtain Approvals
June 18, 2008
Not Proceed End of project
Project Management Concepts

& Application by Prof. Dr. Ali
Proceed
Sajid
What is project Management?

Application of knowledge, skills, tools, & techniques to
project activities in order to meet or exceed
stakeholder needs & expectations from a project (PMI)
An Organized venture for managing projects.
Involvesscientificapplicationofmoderntools&techniquesin
planning,financing,implementing,monitoring,controlling&
coordinatinguniqueactivitiesortaskstoproducedesirable
outputsinconsonancewithpre-determinedobjectives,withinthe
constraintsoftime,cost,quality.
June 18, 2008

Sajid
Project Management Consists

Of
Work Products
Roles
Who is responsible?
Hints & Tips
Guiding
Principles
What to deliver?
Processes
1
Techniques
How to produce?
June 18, 2008
How to produce?

Sajid
News Flash
June 18, 2008

Sajid
Meeting stakeholder needs & expectations involves

balancing competing demands among:
Scope, time, cost, & quality.

What project Managers Say
project Management concerns getting the job done:
On time
Within Budget
According to Specifications
June 18, 2008

Sajid
ExampleofProjectMgmt
projectManagementcanbeappliedtoanyprojectregardlessofsize,
budgetortimeline.
Someexamplesare:
Developinganewproductorservice
Runningapoliticalcampaign
SendingaPowerprojectinNorthernarea
Designingacompensationsystem
Negotiatingacollectiveagreement
Settingupane-commerceinternetsite
Orasinmycurrentprojectreorganizationofbusinessareas
involvingredesignofbusinessprocesses,collapsingofrolesand
theintroductionofnewtechnology.
June 18, 2008

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Why do Organization use Project Management?

To sum it up..
1. ImproveresultsValue
2.Decreasecosts
3.Improvecustomerservice
4.Time
June 18, 2008

Sajid
What is a Program ?
differentfromaproject.
Cyclical or repetitive undertaking.
Larger in Scope & Comprise Multiple Proj.
Agroupofrelatedprojectsmanagedinacoordinatedmannerto
obtaincontrol & benefit notavailableotherwise
Anewcarmodelbrokenintoproject4upgradeanddesignof
components.
NGOs Fund raising program, maintenance program
News paper weekly publication -project
June 18, 2008

Sajid
Portfolio
CollectionofProj/Programs
GroupedtogethertoFacilitate Effective mgttomeet
Strategic Business Objectives.
May not necessarily be interdependent /related.
Purpose : TomaximizevalueofPortfolio of Candidate Proj&
programsforinclusionintheportfolio
TimelyexclusionofprojectnotmeetingPortfoliosStrategic
objectives.
Tobalancetheportfolioamongincrementalandradicalinvestments
andforefficientuseofresources.
Senior managers take on responsibility of
Portfolio management for an Org
June 18, 2008

Sajid
ProjectPhases
D e fin e t h e p r o b le m a n d d e liv e r a b le s
P la n t h e p r o je c t
E x e c u t e t h e p la n
M o n it o r a n d c o n t r o l p r o g r e s s
I m p le m e n t / C lo s e p r o je c t
June 18, 2008

Sajid
Project Mgt by Technical Function
Project Manager
Project Support
Technology Architect
Functional Architect
Business Analysts
June 18, 2008
Quality Control
Manager
Systems Architect
Systems Analysts

Sajid
Programming Leader
Programmers
Project Life Cycle

Defined Sequence of events - constitute a project
Divide project into Phases
for better control

with appropriate links.
Collectively, called PLC
Many Organizations identify specific set of LC for use on project.
Org identify a Set of LC for all Proj.
June 18, 2008

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Project Life Cycle

The defined Sequence of events that constitute a project.
Conception/selection
Planning
Implementation
Control
Evaluation
Termination
June 18, 2008

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Project Phases
Project Life Cycles
Term Life Cycle emphasizes time basis of projects
End result of Proj: Generally something tangible:
Continues after Proj is finished
Projarebornwhenaneedidentifiedbythe
Customer.
PLCvaryinlength,fewweekstoseveralyears.
Notallprojformallygothroughallfourphasesof
PLC
June 18, 2008

Sajid
Phases of the Project Life Cycle

First Phase:Identificationofaneed,Problem,oropportunity.
Need&requirementsusuallywrittenbycustomerintoa
document(RFP).
Second Phase:DevelopmentofaProposedSolutionto
need/problem.
ResultsinsubmissionofaProposal.
Thecustomer&winningcontractornegotiate&signa
contract(agreement).
June 18, 2008

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11
Phases - Project Life Cycle

Third Phase- Performing the Project.
Different types of resources utilized
Results in accomplishment of Project Obj
Final Phase- Terminating the Project.
Perform close-out activities
Evaluate performance
Invite customer feedback
June 18, 2008

Sajid
13
Generic Cost & Staffing Life Cycle

Cost and
S ta ffin g
Level
I n t e r m e d ia te P h a s e s
(o n e o r m o re )
I n it ia l
P hase
S ta r t
June 18, 2008
F in a l
P hase
T im e
Concept
5%
Development
20%
Implement
60%
Close Out
15%

Sajid
F in is h
Typical Project Cost & Staffing Level Across

Project Life Cycle
June 18, 2008

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Stakeholders Influence Over Time
June 18, 2008

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Project Life Cycle Example Phases

Concept &
Proposal
Development
Implementation
Verification
Termination
Initial Phase
June 18, 2008
Intermediate Phases
Sajid
Final Phase
Characteristics of Proj Phases

Delible: Measurable, Verifiable Work product.
Proj Phs. Completion & Approval of Deliverables

Dlivble&Phs-PartofsequentialprocessdesignedtoensureProperConof
Proj-
Sub phases. (SP)DuetolvlofRisk,Size,Complexity,CF

ForMonitoring&Control.SPAlignedwithdelvrbles
SPdeliverablesrelatedtoPrimaryPhsdeliverable.Majority
X-Phasesnamesfromthesephasedeliverables:Reqts,design,build.Startup
turnoveretcetc.
June 18, 2008

Sajid
Characteristics of Proj Phs

PhsConcludedwithareview
-Work accomplished
-Deliverables to determine acceptance.
MgtReviewtostartNewPhw/oclosingCurrentPhs.
Reqts for Module
Infogathered/analyzed
b4designed&constructed.
Phaseclosurew/odecisionfornext.
Formalphscompletion-notauth4next.
Eachphsformallyinitiatedtoproduceaphase-dependentoutput.
Phase-EndReview(PER)mayauthclose&toinitiatenext.
Phase-end Reviews called
JunePhase
Exits,
Phs
Gates,Concepts
or Kill
Points.
Project
Management
& Application
by Prof. Dr. Ali
18, 2008
Sajid
Typical Sequence of Phases in a Project Life Cycle
June 18, 2008

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Product Vs Project Life Cycles
June 18, 2008

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The Project Management Process

Clearly define - Project Objective.
Divide / subdivide Project.
Define Specific Activities -Needed to be performed.
GraphicallyportrayActivitiesinaNetworkDiagram.
MakeaTimeEstimate.
MakeaCostEstimate.
Calculate a Project Schedule/ Budget.
June 18, 2008

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16
WhataretheMajorRolesonaProject?
Functional Manager
Project Manager
Sponsor Theinternal
project
Managerindividuals
Organizationaownerofthe
Functional
ManagerManagers
Teamwiththeauthorityand
Membersstaffwhouse
project.Responsiblefor
responsibleforactivitiesand
Stakeholders
Partiesinvolved
theirskillstocontributetothe
responsibilityfordeliveringthe
establishingtheprojectspriority
Sponsor
resourcesinaspecialized
inorbeingaffectedbytheproject
projectsdeliverables.Canreport
documentedprojectrequirements
withintheir
departmentorfunction.
activities.
eitherdirectlyorindirectlytothe
ontimeandwithinbudget.
Organizationanization.Has
projectManager.
overallresponsibilityforits
success.
project Participants
Stakeholders
Team Members
June 18, 2008

Sajid
Tip-of-the-IcebergSyndromeforProject
Implementations.
June 18, 2008

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Portfolios /Portfolio Management
Collection of project or Program, Other Work, Grouped Together

to Facilitate Effective Mgt of Work to Meet
Strategic Business Objectives.
Project/Program may not be
Interdependent/ Directly Related.
List Candidate project/Program for Portfolio
Timely exclusion of project not meeting Portfolios
Strategic Objectives.
Responsibility of Portfolio Mgt =
Senior Management
June 18, 2008

Sajid
Product Vs. Project Mgt

Proj Manager focuses - End date of his Proj
Product Manager not willing to admit Production line will ever end.
Prod Mgr wants product to be long-lived &
profitable .
Even with less demand for product Prod
Manager looks to keep Product alive.
June 18, 2008

Sajid
Project Initiation
Identify Needs
Establish Objectives & Constraints
Establish Scope
Appoint project
Mgr
Undertake Studies
Generate Alternatives
Identify Stakeholders
Approximate Estimating
Establish Feasibility
Obtain Approvals
June 18, 2008
Not Proceed End of project
Project Management Concepts

& Application by Prof. Dr. Ali
Proceed
Sajid
Functional Organization
June 18, 2008

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Projectized Organization
June 18, 2008

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Weak Matrix Organization
June 18, 2008

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Balanced Matrix Organization
June 18, 2008

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Strong Matrix Organization
June 18, 2008

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Composite Organization
June 18, 2008

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Project Organization. Structure Influences on projects
June 18, 2008

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Who is a Project Manager?

Project Management is a skill as much as it is a
profession the Accidental Profession.
ProjectManager-responsibleformanaging
projwithinconstraintsof
Scope, Quality, Time & Cost
Todeliverspecifiedrequirement&meetor
exceedCustomerSatisfaction.
June 18, 2008

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The Successful Project Manager
June 18, 2008

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Project Organization
June 18, 2008

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Functional Mgr Vs. Project Manager

PMvsfunctionalMgr(FM,marketing,engineering,or
finance)
FM-administrativelyresponsiblefordeciding:
How Somethingdone,
Who will do it,
What Resource toaccomplishTask.
PMgeneralstartscareerasaspecialist
knowsaboutPromotionasPM
PM,tooverseemanyfunctionalareas.
June 18, 2008

Sajid
FunctionalMgtOrganizationchart:marketingdept
ofaninsurancecompany.
Vice-President
Marketing
Agency
director
June 18, 2008
Sales
Marketing
research
Marketing
service

Sajid
Group
admin.
Project management. Organization showing typical

responsibilities of a project Manager
project
Manager
Finance
Engineering
Manufacturing
June 18, 2008
Contracts
Procurement
Planning
Quality

Sajid
Qualities of Project Manager
Can Work with large no. of groups & understands their demands & concerns
Control & Evaluate project Performance
Build Spirit of Cooperation
Relate, compare, classify, & evaluate facts
Distinguish Essential vs Non-essential
To complete a task, a Project Manager must:

Setobjectives,
Establishplans
Organizationresources,
Providestaffing
Setupcontrols,
Issuedirectives
Motivatepersonnel,
Remainflexible
June 18, 2008

Sajid
Selecting Project Manager

SelectionofPMmostimportantdecisions.
Most popular attributes, skills, & qualities for Project
Manager
Strongtechnicalbackground
Hardnosedmanager
Matureindividualunderstandculture
Goodtermswithseniorexecutives
Cankeepprojectteamhappy
Onewhohasworkedinseveraldifferentdepartments
Personwhocanwalkon(orpart)waters
June 18, 2008

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June 18, 2008

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June 18, 2008

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Characteristics for Project Manager
Flexibility & Adaptability

Significantinitiative&Leadership
Aggressiveness,confidence,persuasiveness,verbalfluency
Ambition,activity,forcefulness
Effectivenessasacommunicator&integrator
Broadscopeofpersonalinterests
Poise,enthusiasm,imagination
Balancetechnologicalsolutionswith:
Time, Cost, & H- factors
BalanceinUse of Time
WellOrganization&disciplined
Generalistnotaspecialist
Devotemostofhistime-Planning & Controlling
IdentifyProblems
Willingtomakedecisions
June 18, 2008

Sajid
Personal attributes-eitherattract or deterhidesirable

individuals.
Project Manager Must like trouble.
Capable of evaluating risk&uncertainty.
Basiccharacteristics:
Honesty&integrity
Personnel problems
Know project technology
Business Mgt Competence
Mgt principles
Communication
Alertness Quickness
Versatility
Energy, Toughness
Decision-Making Ability
June 18, 2008

Sajid
Q&A
June 18, 2008

Sajid
"The step-by-step process itself is easy to

understand.
But process alone is not at issue. ... Managing
any kind of change has far-reaching
implications.
It requires inspired, in-touch leadership."
Peg Fisher
June 18, 2008

Sajid
If things seem
under control,
youre just not
going
fast enough.
MarioAndretti
June 18, 2008

Sajid
Create a
cause,
not a
business.
June 18, 2008

Sajid
The two most

powerful things in
existence:
a kind word and a
thoughtful
gesture.
KenLangone,CEO,InvemedAssociates[from
RonnaLichtenberg,Its Not Business, Its Personal]
June 18, 2008

Sajid
Leadership is the
PROCESS of
ENGAGING PEOPLE
in CREATING a
LEGACY of
EXCELLENCE.
June 18, 2008

Sajid
AttitudeProduces
Character,
&Character
Produces Hope.
-MarkBrunett
June 18, 2008

Sajid
"One of the tests of

leadership is the ability to
recognize a
problem before it becomes
an emergency."
-JohnGlassgow
June 18, 2008

Sajid
Leadership is
an action,
not a
position.
-DonaldH.McGannon
June 18, 2008

Sajid
"The difference between

a boss and a leader:
a boss says, 'Go!'
- a leader says,
- 'Let's go!'"
-E.M.Kelly,GrowingDisciples,1995
June 18, 2008

Sajid
"The final test of a

leader is that he
leaves behind
him in other men
the Conviction
and the will
to carry on."
-WalterLippmann
June 18, 2008

Sajid
Our
aspirations
are our Possibilities
-RobertBrowning
June 18, 2008

Sajid
Nearly all men

can stand adversity,
but if you want to
test a man's Character,
give him Power."
-AbrahamLincoln
June 18, 2008

Sajid

Project Management Concepts by Dr Ali Sajid

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Project Management

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Never to suffer would never

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Although the world is full

Project Management Concepts & Application by Prof. Dr. Ali

Nature does nothing u

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

So much of what we call man

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Self-pity is our worst enemy &

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

June 18, 2008

Treat people as if they were

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

The quality of a person's life is

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

The race is not always to the

Project Management Concepts & Application by Prof. Dr. Ali

Project Management Concepts & Application by Prof. Dr. Ali

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

If you have your sight, you

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Leadership & learning are in

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

When the Fire begins

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Project Management Concepts & Application by Prof. Dr. Ali

New Thinking in project Mgmt

"The true voyage of

Project Management Concepts & Application by Prof. Dr. Ali

Credit on Work in Project Mgt

(Dwight Morrow, 1935.)

Project Management Concepts & Application by Prof. Dr. Ali

Value of Positive Words in PM

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Projects in Stone Ages

A Project Is A Problem Scheduled For Solution.JMJuran

June 18, 2008

Project Management Concepts & Application by Prof. Dr. Ali

Unique processes, consisting of a set of

Project Management Concepts & Application by Prof. Dr. Ali

Resource limits (people, money,

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