Principles of project management
Tigran Hasic – KTH 2005
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Why am I qualified to present
this topic to you?
My Background (fuzzy and
Education (I did really well
in the 2nd grade!)
Lack of competent (gray
hair) speakers and
Course Time needs to be
somebody has to do it
Anyone wants to do this?
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Principles of project management
• PM is the process of managing, allocating, and
timing available resources to achieve the desired
goal of a project in an efficient and expedient
• PM is the planning, scheduling and controlling of
project activities to meet project objectives.
• PM is widely recognized as a practical way of
ensuring that projects meet objectives and
products are delivered on time, within budget
and to correct quality specification, while at the
same time controlling or maintaining the scope of
the project at the correct level.
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PM knowledge areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
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Principles of project management
• Project management is about influencing
tomorrow. Today has already happened
and yesterday is gone. (’PROACTIVE’)
• Decisions affecting tomorrow can only be
made on information available today.
• Project management is about managing a
set of relationships over time and about
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Project managers – human factors
• Team Building
• Relationship Management
• Decision Making
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Laws of project management
• Projects progress quickly until they are 90% complete. Then
they remain at 90% complete forever.
• When things are going well, something will go wrong. When
things just can’t get worse, they will. When things appear
to be going better, you have overlooked something.
• If project content is allowed to change freely, the rate of
change will exceed the rate of progress.
• Project teams detest progress reporting because it manifests
their lack of progress.
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Project managers – What’s involved
• Facilitate or enable others to perform.
• Must be commercially aware.
• Must be risk aware – many uncertainties.
• Have the breadth and depth of skills to deal with
new problems without having to draw on
• To be dynamic, proactive, and continue to look
• Decisions affecting tomorrow must be made today,
only on the information available today
• Get by on the best possible information.
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relationships between pm and clients
• Many customers or clients are inexpert and need
someone to help them secure their business
objectives or goals.
• Project Managers can often act as client’s
representative or agent.
• Project management is about ensuring that needs –
project objectives - are translated into achievable
• Project managers need to understand the business
needs – core and non-core businesses.
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Who Provides Project management Services?
• Clients internally.
• Management consultants.
• Subsidiaries of other consult/
• Specialist companies.
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purpose of procurement
• In construction, there are many phases that
a project passes through (Project Cycle).
• Each will demand a different approach in
terms of leadership.
• Project Management should make that affair
seamless and yet transparent.
• PM – dynamic, proactive and persons who
look forward all the time.
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the project cycle
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Project Management Life Cycle
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scope, quality, time and cost
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Objectives and critical success factors
• Projects are often defined in terms of quality,
cost and time.
• Most clients expect to obtain the best of all three
at the same time.
• What is the reality?
• Understanding the relationship between these
three can lead to project success.
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CSF and KPI in PM
• At the highest level there are project goals
• These are achieved if one knows what the
critical success factors (CSF) are and how
to achieve them.
• Key performance indicators (KPI) help
you measure performance of a project or
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Define the most realistic position within a
triangle (where the vertices are marked for
quality, cost and time) for the following
• hotels, shops, offices, schools,
• hospitals, airport extensions,
• factories and relief roads.
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Tools of trade: PERT and GANTT
• A PERT chart is a graphical network model
that depicts a project’s tasks and the
relationships between those tasks.
• A GANTT chart is a simple horizontal bar
chart that depicts project tasks against a
calendar. Each bar represents a named
project task. The tasks are listed vertically
in the left-hand column. The horizontal axis
is a calendar timeline.
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Why Projects Fail?
Most failures have been
put down to:
• Poor project specification
• Unrealistic timescales
• Timescales that are too long
• Inappropriate staff
• Failure to manage user
• Failure to manage the
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• Project Management is about understanding relationships
and handling them over time.
• It is a pragmatic discipline in which the client or customer is
the most important.
• It is all about balancing needs and available resources.
• Project is a group of activities that have been performed in a
logical sequence to meet present objectives outlined in the
• Project Management is: making the project happen and it
also planning and controlling your project.
• Good project management is a successful project.
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Projects are all about
the double RR:
Cost Risk and Reward
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Continually Track and Measure Project Status
Be Proactive vs. Reactive/Inactive
Commit to Personal Development
Focus on Team Dynamics
Avoid Over Personalized Decision Making
Sustain Functional (not Dysfunctional) Communication
Commit to Skill Building
Create a “Coaching Friendly” Project Environment
Commitment, Responsibility, Flexibility & Team-Work
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Uncertainties and risk
More time spent coordinating
Inappropriate performance measures
Competition and new demands
The art of project management is
adjusting to uncertainty.
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