A Project Is A Temporary Endeavor Undertaken To Create A Unique Product, Service, or Result

What is a Project?
(Sample Definitions 1)
There are a large number of project definitions!
Example 1:
A project is a temporary endeavor

undertaken to create a unique
product, service, or result
(Guide to the Project Management – Body of Knowledge,

the Project Management Institute, 3rd. Ed., 2004, p. 5)
Assistant Professor Dr. Aurangzeb Z. Khan

Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Slide 1
What is a Project?
Example 2:
A project is a sequence of unique,

complex and connected activities having
one goal or purpose that must
be completed by a specific time, wthin
budget and according to specification
(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective

Project Management, John Wiley & Sons, 2002, p. 65)

What is a Project?
Example 3:
A project is a complex, nonroutine,

one-time effort limited by time,
budget, resources, and
performance specifications
designed to meet customer needs
(Clifford F. Gray / Erik W. Larson, Project Management:
The Managerial Process, 2. ed., p. 15)

What is a Project?
Example 4:
Projects are ad hoc, resource-consuming

activities used to implement
organizational strategies, achieve
enterprise goals and objectives, and
contribute to the realization of the
enterprise‘s mission
(David I. Cleland / Lewis R. Ireland, Project Management:

Design and Strategic Implementation, 4th ed., p. 10)

Subprojects
 Subprojects are smaller, more manageable components of
larger, more complex projects
 Subprojects have their own goals and outputs (deliverables);

the deliverables together constitute the final deliverable
 Subprojects are comprised of project team members and are

headed by subproject managers who, analogous to the project
manager, must have excellent decision-making,
communication and other requisite skills, and be in a position
to manage the implementation of the subproject work
effectively and efficiently
 Subprojects have, analogous to the main project in which they

are integrated, their own scope, schedules, costs, human
resources and risks

Subprojects
Example: The Sydney Olympic Games 2000
Human
HumanResources
Resources Test
TestGames
Gamesand
and
Events
and
andVolunteers
Volunteers Trial
TrialEvents
Events
Venues,
Venues,Facilities
Facilities Sponsorship
Sponsorship
Cultural
CulturalOlympiad
Olympiad
Accommodation
Accommodation Management
Management
Transport
Transport Pre-Games
Pre-GamesTraining
Training The Sydney Olympic
Games 2000 was a highly
Media complex project which
MediaFacilities
Facilities IT-Projects
and IT-Projects comprised several
andCoordination
Coordination
distinct work areas, each
Opening of which could be con-
Telecommunications Openingand
andClosing
Closing
Telecommunications Ceremonies sidered as subprojects,
Ceremonies
in their own right, and
Security which all had to be in-
Security Public
Arrangements PublicRelations
Relations tegrated and coordinated
Arrangements
within the framework of
the overall olympic
Medical
MedicalCare
Care Financing
Financing project.

Programmes (1)
Afforestation
A programme is basically a group Primary Education Promotion

of related projects managed in
a coordinated way to obtain Electrification
EXAMPLES OF PROGRAMMES
benefits and control not
available from managing them Immunization
individually
Poverty Alleviation
Privatization
Project A Project D Space Exploration
Programme Urban Regeneration

Project B Project E
X
Water Resource Development
Project C Project F
Weaponization
Programmes (2)
Project for Upgrading Equipment
A
A CAPITAL
CAPITAL
INVESTMENT
INVESTMENT
PROGRAMME
PROGRAMME
Project for Training Personnel
May Project for Expanding

comprise Production Lines
following
projects
Project for Acquiring Large-Scale

Funding

Programmes and Projects
(Similarities)
• Programmes and projects have goals which define their
purpose of existence
• Programmes and projects have life-spans defining a starting

and ending point in time
• Programmes and projects necessarily incur a cost
• Programmes and projects require application of a methodology

in order to make the programme or project successful
• Programmes and projects add value to an organization and

must be „strategically aligned“ with it

Programmes and Projects
(Differences)
• Programmes may have multiple overarching goals whereas
projects have one prime goal
• A programme has a longer life-span and obviously costs more

than the combination of all the projects which constitute it
• A programme is inherently more complex than a constituting

project – it has a broader scope and may require extensive
coordination between its various constituting projects
• Whereas a project results in the creation of an output and is

then ended, a programme must integrate and maintain the
operationality of that output for a specified period of time

What is a Process? (1)
A process can be defined as a

system of operations in the
design, development and
production of something,
whereby inherent in such a
process is a series of actions,
changes, or operations that bring
about an end result.

What is a Process? (2)
According to the Project

Management Institute, a process
can also be defined as
„a set of inter-related actions and

activities that are performed to
achieve a prespecified set of
products, results, or services“.

A Project‘s Defining Characteristics
GOAL
All projects have one prime goal, for e.g., the design
and development of a new camera, construction of a
railway station, regeneration of a derelict
neighbourhood, and optimization of manufacturing
processes in an organization.
In addition to the prime goal, projects can have any number of ancillary
goals (objectives).
The project goal, along with the requirements and predetermined

technical specifications which must be met by the project team,
determines the scope of the project.
<Project Charter, Statement of Work, Scope Statement>

COST
All projects must incur a cost . because they
consume resources. There can be a multitude of
cost items, for e.g., for the salaries and wages of
project staff, administration and overheads, project
infrastructure, raw materials and equipment used,
rents, consultants and for the work performed by
contractors.
Estimating the cost of a complex project with a high degree of precision

can be difficult in its early stages. Cost overruns are common on
projects and are considered a manifestation of project failure.
<Project Cost Estimating & Budgeting, Cost Baseline, Earned Value Technique>

TIME
All projects have a life span, corresponding to the
interval between the point in time the project formally
commences and the point in time when it is completed
or prematurely terminated.
The project life-span can range from very short, for e.g., a week for
rearranging books in a library to very long, for e.g., ten years for the
construction of a large dam with attached electric power generating
station.
It is often difficult to determine with accuracy the life-span of a project
due to numerous factors which can influence the project schedule.
Like cost overruns, schedule overruns too are common in projects and
they are also considered a manifestation of project failure.
<Project Phases, Milestones, Activities, Gantt Charts, Network Diagrams, PERT/CPM>

UNIQUENESS
All projects are unique! No two projects are
completely alike – even if they have the same goal
and scope, same life-span and allocated budget, and
same project manager and team.
Each project will always differ, however small, in at least some

respect from another similar project, for e.g., in the manner the
project was managed and methodology applied, in the project
stakeholders and the level of interaction with them over the project
life-span, in the risks and problems which surfaced in the course of
planning and implementing the project, and so forth.

SATISFYING NEEDS
All projects are undertaken in order to satisy a customer‘s
need (or exploit an opportunity) - in or outside the project-
undertaking organization. Sometimes projects are done in
order to conform to a statutory requirement.
Examples of projects undertaken to satisfy an internal need/opportunity

include the introduction of a corporation-wide IT Database System, training
of employees in TQM and expansion of manufacturing capacity.
Examples of projects undertaken to satisfy an external need/opportunity

include new product or service development for a specific client or for
mass marketing, and contract work in a building construction project.
Examples of projects undertaken to conform to the law include installation

of a filter to reduce the firm‘s pollution emission levels and remodelling a
worker hostel as a precautionary measure against fire hazard.
Project Complexity
Some Examples of „Simple Projects“
Research Papers Relocating
Tree Planting Campaigns Weddings
Relief Collections Painting
Examinations Parties

Project Complexity
Some Examples of „Complex Projects“
Bridges Nuclear Power

Stations
Ocean Liners Dams
Commercial Aircraft Skyscrapers
Olympic Games Man on the Moon

Major Projects in Pakistan: Selected Examples
(includes on-going projects and projects in consideration)
Tarbela and Mangla Dams, Kalabagh Dam (?)
Habib Bank Plaza, Muslim Commercial Bank

Building
Karakorum Highway, Islamabad-Lahore

Motorway, Islamabad-Peshawar Motorway
(under construction)
Major Projects in Pakistan: Examples
(includes on-going projects and projects in consideration)
Jinnah International Airport, Allama Iqbal

International Airport, Islamabad Airport
(under construction)
Karachi Nuclear Power Project, Chashma

Nuclear Power Plant
Turkmenistan to Pakistan Gas Pipeline (under

consideration), Iran to India (via Pakistan)
Gas Pipeline (under consideration)

Projects in a Historical Perspective
Projects are presumably as old as mankind itself. Projects in antiquity,
and even in the medieval period tended, by and large, to be
architectural in nature. Selected examples of prominent projects in the
historical context are:
 the seven wonders of the ancient world

 the gothic cathedrals of Europe
 the palaces, mosques and mausoleums of the Mughals, Safavids and Ottomans
 Temple complexes in India and South-East Asia and Central and South America
 Castles, fortresses, military campaigns
With the rapid advancement in technology, knowledge, specialization,

resource availability and managerial capabilities – projects have
become much more complex and diverse

How Important are Projects?
Projects are the building blocks of the

myriad achievements – architectural,
artistic, economic, scientific, technological,
and in many other fields - which
characterize our human civilization
Life, with all the comforts and niceties

as we know it today, would not be
possible without projects

What is „Project Management?“ (1)
Project Management can be defined as
„a method and a set of techniques based on

the accepted principles of management
used for planning, estimating and
controlling work activities to reach a
desired end result on time – within budget
and according to specification“
(Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective Project

Management, 2. ed., John Wiley & Sons, 2002, p. 79)

What is „Project Management?“ (2)
Project Management can also be defined as a
„unique process, consisting of a set of

coordinated and controlled activities
with start and finish dates, undertaken
to achieve an objective conforming to
specific requirements, including the
constraints of time, cost and resources“
[ISO 9001:2000]

What is „Project Management“ (?)
Project management is the planning, organizing, directing, and

controlling of company resources for a relatively short-term
objective that has been established to complete specific goals
and objectives. Furthermore, project management utilizes the
systems approach to management by having functional
personnel (the vertical hierarchy) assigned to a specific
project (the horizontal hierarchy)
Harold Kerzner, Project Management: A Systems Approach to Planing,

Scheduling and Controlling, John Wiley & Sons, Inc., New York et. al.,
7. ed, 2001, p. 4

Project Management Process Groups
INITIATION
INITIATION
PLANNING
PLANNING
EXECUTION
EXECUTION PROJECTS
PROJECTS
MONITORING
MONITORING &
&
CONTROL
CONTROL
CLOSING
CLOSING

The Functions of Project Management
The basic functions of general management equally
apply to project management
CONTROLLING
Who judges results and by what standards?
DIRECTING PLANNING
Project
Who decides what What are we aiming
Resources
and when? for and why?
MOTIVATION ORGANIZING
What brings out the What‘s involved and
best in people? why?
David I. Cleland / Lewis R. Ireland, Project Management: Strategic Design and Implementation, 4th ed., p. 42.

A „Typical“ Project Life-Cycle
Dollars of Manhours (level of Effort)
Phase 1: Conceptual Phase 3: Termination
Initiation Planning Implementation Closing
• Implement Schedule • Procure Materials • Train functional

• Identify Need
• Conduct Studies and • Build/ test tooling personnel
• Establish Feasibility
• Develop support • Transfer materials
• Identify Alternatives
• Prepare Proposal analyses requirements • Transfer
• Design System • Procure System responsibility
• Develop Basic
• Build/test prototypes • Verify Performance • Release resources
Budget and Schedule
• Analyze results • Modify as required • Reassign project
• Identify Project Team
• Obtain approval for team members
production
David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 50.
Managerial Actions in the Project Life-Cycle
Phases
Conceptual Phase Planning Phase Execution Phase Termination Phase
Determine that a Define the project Perform the work Assist in transfer of
project is needed organization of the project Project product
(i.e. design, con-
Establish goals Define the project struction, production, Transfer human and
targets Site activation, non-human resources
Estimate the resources testing, delivery etc.) to other organizations
that the organization Prepare the schedule
is willing to commit for the execution Transfer or complete
Phase Committments
„Sell“ the organization
on the need for a Define and allocate Terminate project
project approach tasks and resources
Reward personnel
Make key personnel Build the project team
appointments

Project Resource Requirements Over Time
Level of Resource required
Resource
usage high as project
Implementation goes
Budget ($) into full-swing
Resource
usage increases
as project work Resource
expands usage goes
Low
down sig-
resource
nificantly
usage
Project Initiation Project Planning Project implementation Project Closure
Time – Project Life-Cycle

Core Truths About Projects and Project
Management
Major projects are considered the building

blocks in the design and implementation
of an organization’s strategy
Projects are an important means

for ensuring an organization’s
survival and growth

Core Truths About Projects And Project
Management
Project Management helps organizations

successfully tackle change in an environment
– economic, social, political, legal
technological, competitive, international and
others – which is characterized by a high
degree of complexity, dynamism and uncertainty

Core Truths About Projects And Project
Management
Project Management allows a focused,

integrated and process-driven application
of an organization’s resources for
effective and efficient realization
of the organization’s goals
and objectives, and its mission

Major Benefits of Project Management (1)
 Timely development of complex products and services
 Notable organizational processes improvements
 Cost reduction
 Accomplishment of more work in less time and with less resources without
compromising quality
 Enhancement in the quality of the goods and services produced
 More customer influence on product or service design, cost, schedule and project
plan, and enhanced customer satisfaction
 Higher project schedule and cost estimation accuracy
 More appropriate in terms of cooperation, communication and coordination across
functional-organizational delineations
 Usually more appropriate for highly complex and interdependent tasks
 increased employee motivation and productivity

Major Benefits of Project Management (2)
 Increased profitabilty for the enterprise and increased shareholder

value
 Fosters a new spirit of dynamism in the enterprise
 The focussed, flexible and systematic nature of PM makes the
organization more likely to realize its goals, objectives and mission
in an effective and efficient manner
 PM is solutions-driven and offers a structured process for effectively
tackling problems
 Enhancement of the organization‘s reputation and business
prospects
Virtually all industries can benefit from project management


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What is a Project?

There are a large number of project definitions!

A project is a temporary endeavor

(Guide to the Project Management – Body of Knowledge,

Assistant Professor Dr. Aurangzeb Z. Khan

A project is a sequence of unique,

(Robert K. Wysocki / Robert Beck Jr. / Daniel B. Crane, Effective

Assistant Professor Dr. Aurangzeb Z. Khan

A project is a complex, nonroutine,

Assistant Professor Dr. Aurangzeb Z. Khan

Projects are ad hoc, resource-consuming

(David I. Cleland / Lewis R. Ireland, Project Management:

Assistant Professor Dr. Aurangzeb Z. Khan

 Subprojects have their own goals and outputs (deliverables);

 Subprojects are comprised of project team members and are

 Subprojects have, analogous to the main project in which they

Assistant Professor Dr. Aurangzeb Z. Khan

Assistant Professor Dr. Aurangzeb Z. Khan

A programme is basically a group Primary Education Promotion

Project A Project D Space Exploration

Programme Urban Regeneration

Project for Upgrading Equipment

May Project for Expanding

Project for Acquiring Large-Scale

Assistant Professor Dr. Aurangzeb Z. Khan

• Programmes and projects have life-spans defining a starting

• Programmes and projects necessarily incur a cost

• Programmes and projects require application of a methodology

• Programmes and projects add value to an organization and

Assistant Professor Dr. Aurangzeb Z. Khan

• A programme has a longer life-span and obviously costs more

• A programme is inherently more complex than a constituting

• Whereas a project results in the creation of an output and is

Assistant Professor Dr. Aurangzeb Z. Khan

A process can be defined as a

Assistant Professor Dr. Aurangzeb Z. Khan

According to the Project

„a set of inter-related actions and

Assistant Professor Dr. Aurangzeb Z. Khan

The project goal, along with the requirements and predetermined

<Project Charter, Statement of Work, Scope Statement>

Assistant Professor Dr. Aurangzeb Z. Khan

Estimating the cost of a complex project with a high degree of precision

Assistant Professor Dr. Aurangzeb Z. Khan

Assistant Professor Dr. Aurangzeb Z. Khan

Each project will always differ, however small, in at least some

Assistant Professor Dr. Aurangzeb Z. Khan

Examples of projects undertaken to satisfy an internal need/opportunity

Examples of projects undertaken to satisfy an external need/opportunity

Examples of projects undertaken to conform to the law include installation

Research Papers Relocating

Tree Planting Campaigns Weddings

Relief Collections Painting

Assistant Professor Dr. Aurangzeb Z. Khan

Bridges Nuclear Power

Ocean Liners Dams

Commercial Aircraft Skyscrapers

Olympic Games Man on the Moon

Assistant Professor Dr. Aurangzeb Z. Khan

Tarbela and Mangla Dams, Kalabagh Dam (?)

Habib Bank Plaza, Muslim Commercial Bank

Karakorum Highway, Islamabad-Lahore