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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 1
PART III: THE PROJECT LIFE-CYCLE
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 2
Project Implementation
Project Implementation (or
Execution) follows up on the
phases of project planning and
initiation.
Project Implementation
integrates human resources and
other project resource inputs
(financial, physical, informational
etc.) to carry out the projectmanagement plan which is the
main deliverable of project
planning phase.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 3
Project Implementation
In the project implementation
phase, usually the bulk of project
resources and time are utilized
on the activities required in order
to produce project deliverables.
Project implementation does not
always proceed smoothly accor-
ding to the project management
plan! Many issues and
complications can arise which
need to be effectively addressed
in order for the project to be
undertaken successfully.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 4
Project Implementation(PMI Standard)
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 5
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 6
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 7
Stakeholders
Risks
Change Management
Monitoring, Evaluation, Control
Costs (actual > budgeted)
Time (actual > allocated)
Resource Availability
Performance
Conflicts
Quality Issues
Ethics
External Considerations
Common Issues in Project Implementation
Projects can be verycomplex undertakings and
their implementation may
be influenced to a substan-
tive degree by a number of
diverse considerations.
Implementing projects has
a lot to do with effectively
managing complexity. Thiscomplexity changes in the
course of a projects imple-
mentation.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 8
Ethics & Project Implementation
In its 71-page studyBuilding Towers, Cheating
Workers the US-based
Human Rights Watch has
documented numerous
cases of maltreatment and
abuses of projectconstruction workers in the
United Arab Emirates.
The issue of maltreatment
of project construction wor-
kers in the United Arab
Emirates has also been
independantly investigated
and substantiated by other
organizations and
individuals.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 9
Class Assignment
Construct a fishbone diagramme to determine
the possible causes for issues which may arise in
the course of a projects implementation.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 10
Boss-Centred Leadership Subordinate-Centred Leadership
Use ofAuthority
by the Manager Area ofFreedom
forSubordinates
Manager
Makes
decision and
announcesit
Manager
Sells
decision
Manager
Presents
Ideas and
Invites
questions
Managerpresents
tentative
decision
subject to
change
Manager
presents
problem, gets
suggestions,
makes
decision
Managerdefines
limits, asks
group to
make
decision
Manager
permits
Subordinates
tofunction
within limits
defined by
superior
Mansgement Styles
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 11
I t rp rso l S ills
T Ris s d
show Cour g
Ability to Motiv t
T city
Communic tion S ills
M ntoring nd Guid ncbility
Knowl dg nd
Comp t ncy
M wor pp r
njoy bl
H v Vision
S Syst ms Cont xt
nd str t gic cont xt
ofthe project
Ability to inspire Trust nd
Confidence
Promote Empowerment
Ability to eep breastofall project-related
developments
Characteristics of Good Project Managers
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 13
Teambuilding The process of taking a collection ofindividuals with different backgrounds, needs, competen-
cies, skills and experience and transforming them into an
integrated and effective work unit
Todays project environments are often characterised by
enormous complexity, dynamism, multinationalism,
technological sophisticatedness, cost-intensiveness and risk
and uncertainty. Project teams, in which considerations of
flexibility, multidisciplinarity, innovativeness and a high
level of individual commitment and motivation are accorded
high value, are an appropriate way to deal with such
environments
Project Teams and Teamwork
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 14
Innovative
High-Quality
On-Budget
On-Time
High esponse ate
Conflict Management
Self-Directed
Change-Oriented
High Morale and TeamSpirit
Enjoy Work
High Need for
AchievementsMiminal eliance
On ProceduresQuality-Oriented
Effective Cross-FunctionalInterfaces & Alliances
Effective Communications
Committed
isk-Sharing
Innovative BehaviourMembership
Self-Development
Charachteristics of High-Performing Teams
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 15
(A) Work & Team Structure
Team participates in project definition and
work plans evolve dynamically Team structure and responsibilities evolve andchange as needed
Broad information sharing
Team leadership evolves on the basis ofexpertise, trust and respect
Minimal dependence on bureaucracy,procedures and politics
Factors Which Determine Project Team Performance
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 16
(B) Communication & Control
Effective cross-functional channels and
linkages Ability to seek out and process information
Effective group decision-making and consensus
Clear sense of purpose and direction
Self-Control, accountability and ownership Control is stimulated by visibility, recognition,
accomplishments, autonomy
Factors Which Determine Project Team Performance
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 17
(C) Team Leadership
Minimal hierarchy in member status andposition
Internal team leadership based on situationalexpertise, trust and need
Clear management goals, direction andsupport
Inspires and encourages
Factors Which Determine Project Team Performance
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 19
Innovative behaviour
Flexibility and willingness to change
High morale and team spirit
High commitment to established project goals Continuous improvement of work process, efficiency and
quality
Ability to stretch beyond agreed-on principles
Factors Which Determine Project Team Performance
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 20
Managerial
Leadership
Drivers
Barriers
TeamCharacte-
ristics
and
Team
Performance
Internal
Organizational
Environment
Internal
Organizational
Environment
External
Business
Environment
Model for Analyzing Team Performance
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 21
Clear project plans and objectives Good interpersonal relations and shared values
Good project leadership and credibility
Professional growth potential
Professionally interesting and stimulating work
Project visibility and high priority
Proper technical direction and team leadership
Qualified, competent team personnel
Recognition of sense of accomplishment
Management involvement and support
Project Team Performance The Drivers
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 22
Communication problems Conflict among team members or between team and
support organizations
Different outlooks, objectives and priorities perceived byteam members
Poor qualification of team or project leader Poor trust, respect and credibility of team leader
Insufficient resources
Insufficient rewards
Lack of project challenge and interest
Lack of senior management support, interest andinvolvement
Lack of team definition, role conflict and confusion
Lack of team member commitment
Project Team Performance The Barriers
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 23
Project Team Performance The Barriers
Poor project team / personnel selection Shifting goals and priorities
Unclear team leadership and power struggle
Unstable project environment, poor job security andanxieties
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 24
Negotiate the work assignment Communicate organizational goals and objectives
Plan the project effectively
Staff and organize the project team
Define the project organization, interfaces and reporting
relations Build a high-performance image
Define work process and team structure
Build enthusiasm and excitement
Ensure senior management support
Define effective communication channels and methods
Build commitment
Conduct team-building sessions
Ensure project leadership
Effective Team Management
Some Recommendations
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 25
Create proper rewards systems Manage conflict and problems
Ensure personal drive and involvement
Effective Team Management
Some Recommendations