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Dr. Hany Abd Elshakour 11/21/ :19 PM 2 GE 402 Management of Engineering Projects

Dr. Hany Abd Elshakour 11/21/ :19 PM 3  Project IPMA / ICB 2006 Definition of a project according to IPMA / ICB 2006 project  A project is a time and cost constrained operation to realize a set of defined deliverables up to quality standards and requirements. project  The project should deliver all that is described within its scope. project scope  The project scope defines the boundaries of a project. The scope embraces the totality of all deliverables, which are included in a project.  The goal of a project is to produce the deliverables defined in the business case. IPMA / ICB 2006 Definition of a project according to IPMA / ICB 2006 project  A project is a time and cost constrained operation to realize a set of defined deliverables up to quality standards and requirements. project  The project should deliver all that is described within its scope. project scope  The project scope defines the boundaries of a project. The scope embraces the totality of all deliverables, which are included in a project.  The goal of a project is to produce the deliverables defined in the business case.

Dr. Hany Abd Elshakour 11/21/ :19 PM 4  Deliverables IPMA / ICB 2006 According to IPMA / ICB 2006 deliverables The deliverables of a successful project are tangible or intangible assets created by the project for the customer. They are represented by drawings, descriptions, specifications, models, prototypes,..  Deliverables  Deliverables are not only the product sold or service put into use after project closure, but also the operational process, organizational changes and human resource changes needed for a successful organization to operate. IPMA / ICB 2006 According to IPMA / ICB 2006 deliverables The deliverables of a successful project are tangible or intangible assets created by the project for the customer. They are represented by drawings, descriptions, specifications, models, prototypes,..  Deliverables  Deliverables are not only the product sold or service put into use after project closure, but also the operational process, organizational changes and human resource changes needed for a successful organization to operate.

Dr. Hany Abd Elshakour 11/21/ :19 PM 5  Project Definition ISO 9000/2000 According to ISO 9000/2000 project  A project is 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.  The outcome of a project may be one or several units of product.  A product is the result of a process.  A process is a set of interrelated or interacting activities which transforms inputs to outputs. ISO 9000/2000 According to ISO 9000/2000 project  A project is 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.  The outcome of a project may be one or several units of product.  A product is the result of a process.  A process is a set of interrelated or interacting activities which transforms inputs to outputs.

Dr. Hany Abd Elshakour 11/21/ :19 PM 6  Management  The efficient utilization and direction of resources to achieve objectives.  Coordinated activities to direct and control an organization (ISO 9000/2000).  Management  Management is the process of Planning, Organizing, Directing/Leading, Communicating, Motivating and Controlling the efforts of the organizational members and resources in order to achieve organizational goals.  The efficient utilization and direction of resources to achieve objectives.  Coordinated activities to direct and control an organization (ISO 9000/2000).  Management  Management is the process of Planning, Organizing, Directing/Leading, Communicating, Motivating and Controlling the efforts of the organizational members and resources in order to achieve organizational goals.

Dr. Hany Abd Elshakour 11/21/ :19 PM 7  Project Management Coordinated activities to direct and control a project organization to realize a set of defined deliverables up to quality standards and requirements.

Dr. Hany Abd Elshakour 11/21/ :19 PM 8  Project Manager ICB 2006 According to ICB 2006 The professional specialist who plans and controls a project. He is the person who acts in a transparent manner for the sake of the whole project to satisfy the expectations of the customers, the partners delivering goods and services for the project and the other interested parties. ICB 2006 According to ICB 2006 The professional specialist who plans and controls a project. He is the person who acts in a transparent manner for the sake of the whole project to satisfy the expectations of the customers, the partners delivering goods and services for the project and the other interested parties.

Dr. Hany Abd Elshakour 11/21/ :19 PM 9  Planning  Organizing  Coordinating / Directing  Communicating  Motivating  Controlling These functions are interrelated.  Planning  Organizing  Coordinating / Directing  Communicating  Motivating  Controlling These functions are interrelated.  Management Functions

Dr. Hany Abd Elshakour 11/21/ :19 PM 10 The process of thinking systematically about the future in order to decide:  What our goals are, and  How we are going to achieve them. The process of thinking systematically about the future in order to decide:  What our goals are, and  How we are going to achieve them.  Planning

Dr. Hany Abd Elshakour 11/21/ :19 PM 11 Planning can be viewed from following points:  SubjectFinancialTimeQuality Organizational  Subject:- Financial Planning, Time Planning, Quality Planning, Organizational Planning, …….  OrganizationCorporateProject  Organization:- Corporate Planning, Project Planning,…….  TimeLong-RangShort-Range Weekly  Time:- Long-Rang.Planning, Short-Range Planning, Weekly Planning, …. Planning can be viewed from following points:  SubjectFinancialTimeQuality Organizational  Subject:- Financial Planning, Time Planning, Quality Planning, Organizational Planning, …….  OrganizationCorporateProject  Organization:- Corporate Planning, Project Planning,…….  TimeLong-RangShort-Range Weekly  Time:- Long-Rang.Planning, Short-Range Planning, Weekly Planning, ….  Planning

Dr. Hany Abd Elshakour 11/21/ :19 PM 12 The process of determining the responsibilities and scope of authority of each position in the company structure and defining how each company segment interrelates with the others.  Organizing

Dr. Hany Abd Elshakour 11/21/ :19 PM 13  Controlling involves making sure that the results achieved are in line with the planned results.  The main feature of control is action to correct performance deviations and to insure that expected results are forthcoming.  Control = Monitor + Compare + Analysis + Action  Controlling involves making sure that the results achieved are in line with the planned results.  The main feature of control is action to correct performance deviations and to insure that expected results are forthcoming.  Control = Monitor + Compare + Analysis + Action  Controlling

Dr. Hany Abd Elshakour 11/21/ :19 PM 14  Course Description Introduction for project management objectives. Planning Engineering projects. Scheduling using arrow networks. Scheduling using activity-on-node and precedence methods. Scheduling using Program Evaluation and Review Technique. Resource leveling and allocation. Project time- cost trade-off. Contractual and organizational approaches including definition of organizational responsibilities of project participants. Cash flow forecasting. Updating construction schedules. Project time and cost control. Delay analysis. Introduction to computer applications.

Dr. Hany Abd Elshakour 11/21/ :19 PM 15  Course Learning Objectives Students completing this course successfully will be able to: a)Using bar chart technique to formulate a complete plan for an engineering project. b)Apply activity on arrow network, and time-scaled diagram to schedule the project. c)Apply activity-on-node network, and precedence diagram to schedule the project. d)Level and allocate project resources. e)Shorten project duration. f)Monitor an engineering project for purpose of time and cost control. g)Understand principles of project organization and contractual relationships including definition of professional responsibilities of project participants. h)Analyze project cash flow. i)Analyze work changes and delays. j)Understand and apply the basic concepts of PERT to prepare project schedule. k)Use computer software for preparing project schedules Students completing this course successfully will be able to: a)Using bar chart technique to formulate a complete plan for an engineering project. b)Apply activity on arrow network, and time-scaled diagram to schedule the project. c)Apply activity-on-node network, and precedence diagram to schedule the project. d)Level and allocate project resources. e)Shorten project duration. f)Monitor an engineering project for purpose of time and cost control. g)Understand principles of project organization and contractual relationships including definition of professional responsibilities of project participants. h)Analyze project cash flow. i)Analyze work changes and delays. j)Understand and apply the basic concepts of PERT to prepare project schedule. k)Use computer software for preparing project schedules

Dr. Hany Abd Elshakour 11/21/ :19 PM 16  Topics Covered 1)Introduction for management of engineering projects (3 hours). 2)Planning with bar chart (3 hours). 3)Critical path method using activity-on-arrow network and Time- scaled network (6 hours). 4)Activity-on-node and precedence diagramming (3 hours). 5)Resource leveling and allocation (5 hours). 6)Time-cost trade-off (3 hours). 7)Contractual and organizational approaches (3 hours). 8)Cash flow analysis (3 hours) 9)Time and cost control (4 hours). 10)Engineering contracts (3 hours). 11)Analysis of work changes and delays (3 hours). 12)Program evaluation and review technique (3 hours). 1)Introduction for management of engineering projects (3 hours). 2)Planning with bar chart (3 hours). 3)Critical path method using activity-on-arrow network and Time- scaled network (6 hours). 4)Activity-on-node and precedence diagramming (3 hours). 5)Resource leveling and allocation (5 hours). 6)Time-cost trade-off (3 hours). 7)Contractual and organizational approaches (3 hours). 8)Cash flow analysis (3 hours) 9)Time and cost control (4 hours). 10)Engineering contracts (3 hours). 11)Analysis of work changes and delays (3 hours). 12)Program evaluation and review technique (3 hours).

Dr. Hany Abd Elshakour 11/21/ :19 PM 17  Textbook(s) and/or Other Required Material 1)Moder, J.; Phillips, C. and Davis, E. (1983). Project Management with CPM, PERT and Precedence Diagramming, 3rd Edition, van Nostrand Reinhold. 2)Course lectures and solved examples are also found on the following website: 3)Eldosouky, A.I., Principles of construction Project Management, Tanta University, This book is found on the following website: 1)Moder, J.; Phillips, C. and Davis, E. (1983). Project Management with CPM, PERT and Precedence Diagramming, 3rd Edition, van Nostrand Reinhold. 2)Course lectures and solved examples are also found on the following website: 3)Eldosouky, A.I., Principles of construction Project Management, Tanta University, This book is found on the following website:

Dr. Hany Abd Elshakour 11/21/ :19 PM 18  Grade Distribution Mid-term exams35% Lecture Quiz and Attendance5% Tutorial10% Final Exam50% Mid-term exams35% Lecture Quiz and Attendance5% Tutorial10% Final Exam50%

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