INTRODUCTION TO PROJECT

MANAGEMENT I
(BQES 3103)
Dr. Ali Mohammed Alashwal
Department of Quantity Surveying
Faculty of Built Environment
University of Malaya
Email: alialashwal@um.edu.my
18/02/2014

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So, what is the first thing to do?
Are you ready for the first assignment !

1. Go to http://spectrum.um.edu.my/
2. Log in using your username
3. Choose a good profile photo

This assignment is 5 marks
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Todays lecture
What did you take in ASAS PENGURUSAN (BQES
2104)
What you will take in PENGURUSAN PROJEK I
Introduction to Project Management

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Do you still remember what did
you take in Principles of
Management?
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Synopsis of Project Management I
The course covers the theories, principles, and elements of
project management, and systems of social, organizational
and system environment, information systems and
communications, distribution of tasks and roles of the
parties involved in the project. Other topics include
planning, implementation, monitoring and evaluation of
projects in the construction, approach success factors in
project management and the dimensions of behavior and
teamwork in project management.
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Learning outcome
1. Apply project management concepts and processes involved in
the construction
2. Assess time management techniques, cost and quality of
construction work
3. Discuss the values of total quality management in development
projects
4. Propose development projects according to the concept of a
comprehensive project management

Communication skills
Critical thinking
Team work
Lifelong learning
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Assessment method
Continuous assessment: 30%
Attendance = 5 grades
Individual assignment = 5 grades
Group assignment = 10 grades
Test = 10 grades

Final examination: 70%
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Syllabus
Topics Week
Introduction to project management 1
Components of projects and features of construction projects 2
The project management process 3
Project planning and scheduling 4
Pricing and estimating 5
Quality management 6
Project management information and communication systems 7
MID-SEMESTER BREAK 8
(Assignment presentation) 9
Project monitoring and control (cost control) 10
Contract and procurement management 11
(Test) 12
Project performance and success factors 13
REVISION WEEK 14
FINAL EXAM
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More about this subject...
The subject is 3 credit hours
The subject is a prerequisite for Project
Management II

Learning methods:
Lecture notes and books
Coursework(s)
Discussions
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Todays Lecture
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Concepts of Project and Project
Management
(what, why, and how)
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Increasing communitys needs (should a new dam
be constructed)
Endless problems are facing organizations (what
products to develop, should capacity be
expanded)
These needs and problems and their alternative
solutions establish some elements of change
Projects are normally established to adapt to new
situations and carry out these changes

Why we need projects?
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What is a project anyway?

.
Can we consider every activities you do
everyday as a project? For example
going to the university
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How projects differ from other tasks
Create change
Implement strategic plans
Fulfill contractual agreements
Solve specified problems
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Comparison of routine works with projects
Routine, Repetitive Works
Taking class notes
Daily entering sales receipts into the
accounting ledger
Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an Apple
iPod

Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
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Definition of the project
A project is a temporary endeavor undertaken to create
a unique product, service, or result. PMBOK
a cluster of activities that is relatively separate and
clear cut.
These activities and tasks:
1. Have specific objectives
2. Have defined start and end dates
3. Have funding limits
4. Consume resources (workers, equipments)
5. Multifunctional or multi-organizational involvement
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Projects criteria
1. Every project is unique (objectives, priorities,
time, and cost constraints)
2. Projects are temporary (definite beginning and
end)
3. Projects create unique product or outcome
(tangible or intangible)
4. Most projects are undertaken to create a lasting
outcome (product is not temporary)

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Projects criteria contd
4. Projects have impact (social, economic, and
environmental)
5. Projects are undertaken at all organizational
levels (individuals, organizational, and multi-
organizational)

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Outcome of projects
The outcome of a project, which consists of a
combination of resources, attempts to provide a
performance capability in the design and execution
of organizational stratgies
Outcomes of the project include:
New product (building or automobile)
New service (air transportation)
New process (manufacturing)

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Building a hotel in 15 days!
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The need for project management for
organizations
Compression of project life cycle

Customer expectations (increase customer focus
and needs)

New project development

Projects complexity and variety
Efficiency and effectiveness

Knowledge explosion
Competitiveness (internal and external projects,
local and global)
Corporate downsizing and sticking to core
competencies
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Growth of project management profession

0
20,000
40,000
60,000
80,000
100,000
120,000
1989 2004
PMI members PMPs
Project management institute (PMI)
Project management professionals (PMPs)
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Definition terms of management
Pull off, be successful, achieve a goal "I managed to carry the box
upstairs
Be in charge of, act on, or dispose of; "I can deal with this crew of
workers
Cope: come to terms with; "They made do on half a loaf of bread
every day"
Oversee: watch and direct; "Who is overseeing this project?"
Do: carry on or function; "We could do with a little more help
around here"
Wield: handle effectively; "The young violinist didn't manage her
bow very well"
Wangle: achieve something by means of trickery or devious
methods (example: engineering)
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So, what is project management?
Application of a collection of tools and techniques to
direct the use of resources to accomplish a task, which
is unique, complex, one-time and has to be
accomplished within constraints (time, cost, &
quality)
The application of knowledge, skills, tools, and
techniques to project activities to meet the project
requirements
Organization and coordination of project activities in
accordance with certain policies to achieve pre-
defined objectives
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Purpose of project management
To provide alternatives and avenue so specialized
information can be used to make a decision
(uncertainties)
To reduce disruption of routine business activities
in organizations
To achieve efficiency, effectiveness, and project
success

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Benefits of project management
Better control
Better customer relations
Shorter time
Lower costs
Improved quality and reliability
Higher profit margins
Better focus and visibility
Better coordination
Higher morale
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How to manage projects?
Assign the necessary resources to a carefully
selected individual
Process of project management:
Initiating,
Planning,
Executing,
Monitoring and Controlling, and
Closing.
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How to manage projects? Contd
I. Identifying requirements
II. Addressing the various needs, concerns, and
expectations
III. Setting up, maintaining, and carrying out
communications among stakeholders
IV. Managing stakeholders towards meeting project
requirements and deliverables
V. Balancing the project constraints (scope, quality,
schedule, budget, resources, and risks).
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Difficulties in project management
Ambiguity of the concept
Management does not care
Perception of success are not the same
Projects should be completed anyway

In Malaysia
Improper planning and poor site management are the
main causes of delay
Lack of learning and organization does not prioritize, use,
and capture lessoned learned
Integrate experience into the knowledge base
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History of project management

China Great Wall Egyptian Pyramids
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Project management of Florence
Duomo project
Project constraints
Project execution
Transferring best
practice
The project manager,
Brunelleschi
Florence Cathedral
Source: Kozak-Holland and
Procter (2014)
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The modern project management
Formal project management emerged during 1950s
Military and construction projects
In 1959 Paul Gaddis wrote an article titled The Project
Manager on roles, prerequisites, and type of training
Specialization and professional societies roles


Hoover dam
Manhattan project
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References
Cleland, D. I. (1995). Project management: strategic
design and implementation (2
nd
edition). McGRAW-
HILL.
Project Management Institute. (2013). A Guide to the
Project Management Body of Knowledge: PMBOK
Guide (5
th
edition). Project Management Institute.
Kozak-Holland, M., & Procter, C. (2014). Florence
Duomo project (14201436): Learning best project
management practice from history. International
Journal of Project Management, 32(2), 242-255.
Gaddis, P. O. (1959). The project manager. Harvard
University.

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More readings
Kerzner, H. R. (2013). Project management: a systems approach to
planning, scheduling, and controlling. Wiley.
Kerzner, H. (2012). Project management case studies. Wiley.
Heagney, J. (2011). Fundamentals of project management. AMACOM Div
American Mgmt Assn.
Walker, A. (1984). Project management in construction. London, Granada.
Sears, S. K., Sears, G. A., & Clough, R. H. (2010). Construction Project
Management: A practical guide to field construction management. John
Wiley & Sons.
Oberlender, G. D. (1993). Project management for engineering and
construction(2
nd
Ed.). New York: McGraw-Hill.
Levy, S. (2007). Project management in construction. New York : McGraw-
Hill.
Hendrickson, C., & Au, T. (1989). Project management for construction:
Fundamental concepts for owners, engineers, architects, and builders.
Chris Hendrickson.
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