1. ASIF REHMAN Assistant Professor Bahria University 1998 – 1999MSc. Computer Science, NED University of Engineering & Technology - Pakistan; CGPA: 3.00 Pakistan’s leading university with the best computer studies offering courses at doctoral level. 1990 – 1992MAS. Applied Economics, Applied Economics Research Centre, University of Karachi - Pakistan; Passed M.Phil. Applied Economics comprehensive examination; Result: First Class Pakistan’s best research institute situated at University of Karachi. 1989 – 1990Diploma in Computer Science, University of Karachi – Pakistan; Grade: B. Pakistan’s largest university with 51 departments in 8 faculties, 25 research institutes/centers and 150 affiliated colleges. 1987 – 1989MSc. Applied Mathematics, University of Karachi – Pakistan; Result: First Division. Eighteen years teaching experience at both graduate and post graduate level in various government, semi government and private universities. Taught engineering, management and finance courses to MBA/MCS/MSc./BBA/BCS/BS/BBIT/BCIT /BSc./BSE/BTE/ B.Com. students.

2. Learning Organization Peter Senge (1990) CONTENTMENT RENEWAL DENIAL PANIC PRODUCTIVE WORKPLACES – Marvin Weisbord (1987) If you can’t get person or an organization out of denial, there is no hope. Once you get them out of denial, you then have a chance to move them into renewal. However, as Dr. Deming (1982) has argued, no organization can be satisfied to stay in contentment too long. They must constantly be searching for ways to improve. Constant improvement is the byword of any organization today. If the organization does not improve, it will eventually die. In terms of the four room house, what this means is a constant moving back and forth between contentment and renewal, without the pain of having to go through denial and panic anymore.

3. Project Management PM is the application of the Skills and Methods to ensure that the project delivers on time, on budget, and according to specifications.

4. What is a Project? Temporary Defined purpose Beginning and an End Human and other Resources (team, material, supplies, equipment)

5. What do we need to be Successful Critical Success Factors Well defined Scope Sponsor (need, power, Authority) Budget Will to Succeed (Sponsor) Approval (Senior Management) No Technical Skills, No Special Equipment, No Details, No Team, No Knowledge. These are important but not critical. These can be grown, trained, bought etc.

6. How does PMBOK defines Project Management Ten Knowledge Areas – Scope – Time – Cost – Quality – Human Resources – Communications – Risk – Procurement – Fully integrated into total project picture. – Stakeholders

7. Project Management PM is the application of the ten knowledge areas to ensure you to deliver project on time, on budget, and according to specifications. In order for a project to be successful it is critical that we have the executive support. Without the properly empowered sponsor, without the approval from senior management, without the business involvement the project not going to be successful.

8. Project Management Processes The management infrastructure is there to ensure that the analysis, design, development, implementation are in fact on time on budget to specification. Initiation- Project make sense? Planning-How A-D-D-I shall be done. Execution-Project delivery team does the A-D-D-I. Project management team shall do monitoring and controlling. Closing Project Processes Analysis Design Development Implementation The team will undertake these steps.

9. Copyright © 2006 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 1–9 What is a Project? Project Defined – A complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs. Major Characteristics of a Project – Has an established objective. – Has a defined life span with a beginning and an end. – Requires across-the-organizational participation. – Involves doing something never been done before. – Has specific time, cost, and performance requirements.

10. Copyright © 2006 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 1–10 Programs versus Projects Program Defined – A series of coordinated, related, multiple projects that continue over an extended time and are intended to achieve a goal. – A higher level group of projects targeted at a common goal. – Example: Project: completion of a required course in project management. Program: completion of all courses required for a business major.

11. Copyright © 2006 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 1–11 Comparison of Routine Work with Projects TABLE 1.1 Routine, Repetitive Work 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

12. Project Life Cycle Project Management (oversight that project delivers on time etc) Project Delivery (most of the work done)

13. Copyright © 2006 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 1–13 Project Life Cycle FIGURE 1.1

14. Benefits of Multiple Iterations of PM Revalidation of Project At the end of the analysis as a result of going through initiation one more time you revalidate the project, does the cost and benefits statement still holds? Is the project take longer or cost more or produce same benefits? Kill project after first or second phase Re-plan the project Introduce Improvement